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Top companies like doing business with top companies. By identifying the top 5 companies in 100 business sectors, Top500 places a remarkable opportunity before business leaders and executives: the opportunity to join South Africa’s corporate circle of excellence. Make good use of Top500: it is your indispensable tool for doing business with the best companies in South Africa.

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South Africa’s best managed companies

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Power attracts power. The new Audi A8 L 6.3 W12. Witness the powerful sovereignty of the Audi A8 long wheelbase. With an outstanding degree of comfort in the rear, the Audi A8 L welcomes you to your very own sphere of relaxation and comfort. An interior that exudes quality craftsmanship, from the finest leather to the highest quality wood. The potent range of FSI® and TDI engines gives it breathtaking responsiveness and performance. With the sublimely powerful new 6.3 W12 engine now available, the Audi A8 L ensures that you’ll never be short on power. Even when you’re sitting in the back seat. Visit audi.co.za for more details. Official fuel consumption for the Audi A8 L range: From 7.8l / 100km - 12.4l / 100km. CO2 emissions from 204g/km - 290g/km (combined). 5 year / 100 000km Audi Freeway Plan standard. The figures given were calculated using specific operating conditions. These figures are indicative only and may vary according to the conditions under which the vehicle is operated.

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CONTENTS

FOREMATTER

Inside Top500 ‘12 South Africa’s best managed companies

00

upfront 5 Publisher’s Letter

editorial features

6 Editor’s Letter

56 NEXT GENERATION CEOs

6 Contributors

80 MERGERS AND ACQUISITIONS

9 Foreword

92 DOING BUSINESS IN AFRICA

8 A-Z Listing of Featured Clients

100 WHY JUNG STILL MATTERS

22 Reviews

109 SOCIAL MEDIA SUPERPOWERS

37 Research Methodology

160 AFRICAN ACCESS NATIONAL BUSINESS AWARDS 2011 REVIEW

39 Sector Classification

170 DIRECTORY

Top500 thanks the following sponsors

Silver: Bonitas, Nashua Group, Bronze: Manhattan Corporation Limited, Salvino Del Bene South Africa (Pty) Ltd T O P 5 0 0 / 5 th E D I T I O N

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When you’re No.1, not everybody loves you. Being recognized as the crème de la crème of business in South Africa, means we’ve been selected from over 4000 companies in 100 business sectors. To be ranked No.1 in the Office Automation Sector by the Top 500 Team, no doubt leaves some with mixed feelings, but when you’re No.1, you learn to take these things in your stride.

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CREDITS & PUBLISHER’S LETTER

CREDITS

‘TAKE THE

REINS’

Chairman & Group Publisher Richard Fletcher CEO Ralf Fletcher Project Manager Judy Twaambo Chileshe judy.chileshe@topco.co.za Group Manager: Production Van Fletcher Group Editor Sarah Bullen editor@topco.co.za Managing Editor Thulile Nxumalo thulile.nxumalo@topco.co.za Head Designer Jayne Macé Designers Kyle Collison Mpumelelo Bhengu  Darren Rolls Traffic Coordinator Raeesah McLeod Website Manager Gaywin Walters   Studio Manager Candice Hooper Sales Contributors Lee-Ann Arendse lee-ann.arendse@topco.co.za Jeanette Nicholson jeanette.nicholson@topco.co.za Research Analysts Shaheema Albertyn-Burton Shouneez Khan Jodilee Erasmus Distribution Ingrid Johnstone ingrid.johnstone@topco.co.za Ursula Davids ursula.davids@topco.co.za Human Resources Manager Janine Salick janine.salick@topco.co.za   Financial Manager Haley Fletcher Printers Paarl Print   Contact Details Topco Media (Pty) Ltd The Pinnacle, 5th Floor, Cnr. Strand & Burg Streets, Cape Town 8001 PO Box 16467, Vlaeberg 8018 Tel: +27 (0)86 000 9590 Fax: +27 (0)21 423 7576 info@topco.co.za www.topco.co.za

FOREMATTER

T

he word manage comes from the Latin phrase ‘take the reins’ so it’s been around for some time. Top500’s annual list of South Africa’s best managed companies includes those companies we have researched from the main business sectors that have reached areas of excellence in their particular sector. This year you will notice a difference in the publication it is more modern, and we feel is on par with the best from the rest of the world. It has also been bought into the management stable, based around the monthly magazine management we are launching later in the year. This new title is tied into the UK’s number one selling management publication for the last 30 years. Also in the new management stable are the National Business Awards and management’s annual publication Top Performing Companies. With a researched database of over 100 000 decision-makers – from CEO’s to key managers, and leading professionals, we thought that leveraging our brands in this way makes a lot of sense. So you will be hearing a lot more about management. Watch this space. Good professional management free of corruption is what South Africa needs if we are to progress and prosper. Innovation and driving opportunities has to come from the people who run our companies, management’s job will be there to encourage, advise and inspire. Top500 is presenting in the following pages the best managed companies for 2012. We hope you enjoy it. If you do, tell us why; more importantly, if you don’t, tell us why.

‘Innovation and driving opportunities has to come from the people who run our companies, management’s job will be there to encourage, advise and

inspire.’

The tagline of the new group is ‘ Better Managers – Better Companies’. So take the reins and gallop into success.

Disclaimer

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written consent of Topco Media (Pty) Ltd Reg. No. 2007/002190/07. While every care has been taken when compiling this publication, the publishers, editor and contributors accept no responsibility for any consequences arising from any errors or omissions.

ISBN: 978-0-620-53105-4

Richard Fletcher Chairman & Group Publisher

T O P 5 0 0 / 5 th E D I T I O N

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FOREMATTER CONTRIBUTORS & EDITOR’S LETTER

THE SEARCH FOR MEANING

Chantelle Benjamin A former Business Day journalist, Chantelle has spent the last two years researching and reporting on media trends, and social media in particular. She wrote on trends and the performance of companies in the media, marketing and advertising sector, and individuals influencing the sector. Before that she concentrated on legal issues, high-level court cases and large company investigations. She now works as a media consultant. She recently won the Classic FM Business Journalism Award for her research into the merger of a media company.

Matebello Motloung Matebello is one of the few black women financial writers in the media industry. She started her journalism career as an intern at Marie Claire magazine 10 years ago. Since then, she’s worked for the Sowetan, SA Press Association (Sapa), The Media magazine and Marketingweb. There, she earned herself quite a following for her boundarypushing column “Out Loud”. Today, Matebello is the co-owner and co-founder of The Writing Project, a specialist corporate writing service agency.

Jocelyn Newmarch Jocelyn is a specialist freelance business writer who still believes she can change the world. This may explain why she is currently studying for an MA degree in development studies. She does sometimes wonder why she chose journalism instead of the restaurant business, since her free time is generally spent in the kitchen. Jocelyn thinks it is likely that she was Italian in a former life and is currently cooking her way through Giorgio Locatelli’s Made in Sicily. (Anything to avoid writing up her thesis.)

Kerry Dimmer Kerry Dimmer is a freelance journalist passionate about Africa and its challenges; about writing; about balance. She claims to be a deep thinker and wants to know everything but realises that nothing can be absolutely known. Believing that all things and every person has a story to tell, Kerry will tell it. In 2010 she was the recipient of the Diageo Africa Business Reporting Award for best infrastructure feature.

Madeleine Barnard Madeleine Barnard studied languages and journalism at Stellenbosch University, and worked as a public relations officer and corporate communications consultant before going freelance as a journalist, copywriter and singer/songwriter. She has published a book, Cape Town Stories, and is currently recording her second album.

Trevor Ketler Trevor Ketler is an expert in skills training, teaching people hard business and sales skills. He wrote our article on how to negotiate. www.ketler.co.za

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he past few months I spent a lot of time with business leaders in putting together this issue, interviewing them and chatting about their lives. I observed an interesting thing, call it a trend. I saw it echoed in the hardworking staff at our own offices, and at meetings I attended at other companies. It is a trend I know to be true for myself. Across the spectrum people want more out of work than just money. Sure a good salary is the common denominator that drives most people to work. However (whether there are three zeros on your salary or six) human beings want something more intangible out of their careers as well. They want to feel they are making some kind of positive contribution to the world. They want to feel as if their jobs, and their lives, have some legacy that speaks beyond simply putting in an eight-hour workday. Call it a zeitgeist (which Dimension Data’s Mandisa Ntloko does), or a new wave of thinking, but the demand to live a meaningful life is a powerful new driver of our economy. Companies that respond to that are ones that are going to be 21st Century leaders. Mark Zuckerberg says it; “These days I think more and more people want to use services from companies that believe in something beyond simply maximising profit.” This need is spilling over from CSI and into a broader consumer awareness of companies with a social conscience, the limited resources of the planet and the need for business sustainability. But it is also coming through in a rising and vocal demand for ethical leaders and ethical companies. Consumers are calling for ethical leadership on all fronts – from political leaders to business decision-makers. In our lead feature we look at some new generation thought leaders (page 54) who are speaking directly to this new generation. This new generation moves fluidly between work and leisure, blurring the boundaries between spheres of life previous generations saw as fixed. One of our writers is futurist Graeme Codrington and he names them the iFaceBook Generation. He says they are changing the face of business, slanting it towards what he terms ‘the emotion economy’ (page 22). Companies that can make it in the new emotion economy will be comfortable with extending their marketing into social networks and mobile media without getting it horribly wrong (page 100). This issue of Top500 is also embracing change. We have updated our masthead as we get set to launch a new monthly title later this year under our new MANAGEMENT banner. Our focus on leadership in this issue, particularly leaders who are embracing the zeitgeist, really shows the relevance of our new payoff line – better managers, better companies. Enjoy doing business with the best. Sarah Bullen Group Editor

T O P 5 0 0 / 5 th E D I T I O N

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A-Z LISTING OF FEATURED CLIENTS

FOREMATTER

A-Z Listing of Featured Clients Having satisfied the performance criteria established by Topco Media, the following companies and other organisations are qualified to feature their activities in Top500: South Africa’s Best Managed Companies, and have chosen to do so.

A

Anglo American Thermal Coal ….…..….28 AstraZeneca Pharmaceuticals …..........125 Audi ………………………………...………...........2 Aurecon ………………………………...………...98

B

Berco Express .………......……………….…..140 BestMed Medical Scheme ………..…..….142 Bonitas Medical Fund ……………54, 77, 158

C

Continental Outdoor Media …....…...…176 Claremart Auction Group ………………..108 CTP Printers ………………........................118

G H

Gibb........................................................104

Harmony Gold Mining ........………..88, 114 HRG Rennies Travel ........................…..126 Hyprop Investments Limited ............ 128

K

Kintetsu World Express South Africa ....115

M

Manhattan Corporation ………..…9, 79, 150 Medihelp Medical Scheme …………..….138 Microsoft South Africa ………………..……72

D

Defy ………......………….....................……..106 Dimension Data ………….........….....122, 124

F Fidelity Security Group . ...............134, 146

Motlekar Holdings ……………….…………120

N

Nashua Group ……………..…..4, 52, 119, 148

Q

Quest .......................................................76

R

Rectron ..................................................144

S

Sappi Manufacturing ………….….......……90 Savino del Bene (South Africa) ...74, 78, 106, 154 Sishen Iron Ore Company ………….……..86 South African Tourism ……………………..30 Sun International …………………......…..…..1

T

The Waste Group .................................. 130

V

Vrystaat Koöperasie Beperk (VKB) .…..156 Vega ……………………………………………..…..34

National Empowerment Rating Agency …96

P

Pfizer Laboratories ……………..…………….20

W

WSP Group Africa .................................135

PWC ......…………………….....………………...132 Primeserv Group ...........................…....136

T O P 5 0 0 / 5 th E D I T I O N

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MANHATTAN GROUP FOREWORD

Mining to create jobs

BRONZE SPONSOR

Manhattan Group chairman Chris Pouroullis points the way forward to press a business-friendly environment for investment and growth.

outh African mining contributes six percent to South Africa’s GDP. This is an industry we know well as the Manhattan Corporation over the past 20 years has developed its business model into one that provides turnkey solutions to the mining and mineral processing industry. We have ambitions to grow our business influence throughout Africa and become a major mining services and operations company. The world’s demand for raw and beneficiated minerals is increasing and provides a guaranteed opportunity for growth in South Africa. Mineral resources are in abundance, and yet we are not a favoured investment destination for international money. According to PwC’s 2011 report The World in 2050, China will surpass US’s GDP by 2020. China is our largest trading partner at present. Imagine the trade in 2020! China’s economy is expected to grow from $8 888-trillion to $59 475-trillion in 2050. South Africa, while featured in the ‘top 20 economies in 2009’ with a GDP of $508-billion, is not featured in the 2050 forecast survey as a top 20 country. Why is our growth not expected to accelerate and how can we change that? We need to be proactive, as industry and government, to develop a partnership that focuses on longterm planning and sustainable growth for the country. South Africa’s

economic growth needs to increase and we have the opportunity to not only reduce unemployment, but develop our status as the ‘Gateway into Africa’. This status provides the future retail industries of Africa with South African-influenced products and professional services. While the government is pressured to meet social objectives, economic growth should never be compromised. My philosophy is that you cannot build a stable business on a sandy foundation. We need economic growth to be the primary focus of government’s efforts to develop South Africa into a successful democracy. Over-regulation stifles entrepreneurial activity and chases away investment. While the reflex is to increase regulations to achieve desired objectives, there is a high price to pay for over-regulation. If businesses cannot grow, the willingness to invest fades away. But all the role players need to cooperate and move away from their historical positions to enable the proper growth environment to be achieved. Trade unions, business, government and the powerful electorate need to be educated on best practice so that a cooperative environment is created. If the taxman can advertise on billboards and television why our taxes are important, why can’t economic policy be marketed and branded? This could alleviate the pressure on government to do the right thing and not the popular thing. My wish list for the next ten years would include a business friendly environment, forged through a cooperative relationship between organised labour, government, business and the electorate to create a successful economy, where there are jobs for all. Unfortunately this is not possible

when the various factions have different goals. Business wants to make annual profit (highest revenue, lowest cost), Government needs to build long-term return infrastructure (high cost, no revenue in short term) while trying to maintain annual nett returns for Africa’s largest company (South Africa) and organised labour wants to look after their members by increasing their salaries and benefits (higher costs).

‘By far our most significant challenge is to find a way to create jobs for the 15 million youth who will be ready to work in the next few years.’ An efficient, business-friendly government which guarantees economic growth should demand the cooperation of business and organised labour. This message has to be broadcast and followed to ensure South Africa’s success in the future. The demand however should be in the form of incentives and not increased regulation. Those that cooperate benefit. Those that don’t, remain average. As a business we have found our association with Top500 the sort of alliance that expands boundaries and creates new business opportunities. We have been recognised in our sector for our performance and I wish to extend my thanks to Richard Fletcher for putting together the extensive research that contributes to this recognition.

Chris Pouroullis Chairman Manhattan Corporation

T O P 5 0 0 / 5 th E D I T I O N

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Keynote address Stories in the news

We take a moment to revisit the stories that captured headlines this year, if only briefly.

Words by Matebello Motloung

 THE GERMAN SCANDAL THE PRESIDENT & THE HOME LOAN Guess it’s not something that the Germans take kindly to: free luxury hotel stays and home loans from friends’ spouses. Therefore it came as no surprise, though perhaps a shock to his party, when German President Christian Wulff resigned amidst these scandals less than two years in the job. “In my offices I have always acted in accordance with the law. I have made mistakes, but I was always upright.” Really?

FALLEN HEROS MOHAMMAD AMIR Convicted for taking part in matchfixing following an expose by undercover News of the World reporter in November 2011. Amir was released from Portland Prison in Dorset after serving half of his six-month sentence. Tipped to become one of the great fast bowlers of all time, one thing that Amir will soon find out is that society is unforgiving of unscrupulous sports stars.

KODAK NO MORE HAPPY MOMENTS The closure of Eastman Kodak’s digital camera and pocket video cam business is a lesson in one cliché in business: never rest on your laurels. And yet the company did. The inventor and maker

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of the digital camera, Kodak filed for bankruptcy in a case that’s believed to be one of corporate America’s saddest moments, after the company failed to embrace more modern technologies to entrench itself in the digital camera industry. The bankruptcy also saw Kodak end its 20-year $75-million naming rights deal for the Kodak Theatre, along the venue for the Oscars.

in LA when she became the first British artist to win six Grammy Awards for her album ‘21’ – two more than what the legendary Beatles managed during the span as a band. Winner of, among others, song, record, and album of the year, the Brit was 2011’s biggest selling artist worldwide with ‘21’ selling 5.5 million copies in the US alone, toppling Lady Gaga.

APPLE

THE MEMOIR

CHINA NOT INTO FRUIT

AMANDA KNOX & THE $4-MILLION BOOK DEAL

As if it was not having a hard enough time in China, the world’s largest mobile phone market, Apple was again dealt a blow when a Chinese court ruled in favour of local manufacturer Proview Technology, which claims it has the rights for the name ‘iPad’ in the country referring to its ‘Internet Personal Access Device’ touch panel technology. Apple claims it bought the iPad name from a Proview affiliate in Taiwan in 2009 for $55 000 but according to a case Proview won in December 2011, the LCD manufacturer is not bound by that Taiwan sale. Proview claims it registered the iPad trademark in China back in 2001. Guess an apple a day does not keep trouble away...

ADELE WORLD BESTSELLER SINGER Adele Laurie Blue Adkins, better known as just Adele, made history at the 54th Annual Grammy Awards held

The former murder accused has signed a book deal with HarperCollins to publish a book that gives a “full and unflinching account” of her trial and conviction for the murder of her roommate British student Meredith K in what is suspected to be a sex game gone wrong. Knox was subsequently released in October 2011 after serving four of her 26-year sentence following the emergence of DNA evidence presented during a retrial that proved she may be innocent.

EURO CRISIS THE GODS COME THROUGH FOR GREECE After months of haggling, the euro zone is finally set to push ahead with a new, enhanced rescue deal that will, at least for now, avert the deepening of the Greek financial crisis. A deal worth at least €130-billion, the bail-

T O P 5 0 0 / 5 th E D I T I O N

2012/04/03 10:19 AM


KEYNOTE

NEWS

 out will slash Greece’s debt burden and allow it to stay in the euro zone, though under a degree of external control and scrutiny reportedly never witnessed in Europe in modern times. Greece’s debt is expected to continue to be at 129 percent of gross domestic product by 2020, even after a €100-billion write-down of the debt currently in private hands.

JULIUS MALEMA

heid, South Africa will be changing its currency to bear the face of its iconic statesman, former president Nelson Mandela. The new note series will have the same R10; R20; R50; R100 and R200 denominations and same sizes except they will have Madiba’s engraved face on the differently coloured currency. The reverse sides of the notes will, as has been the case, carry an image of one of the country's big five animals.

TRIPLE WHAMMY

NIGERIA

Found guilty twice – by the ANC Disciplinary Hearing and its Appeals Committee – and then expelled, the ANC Youth League leader is determined to go out with a bang. In November 2011 Malema was found guilty of sowing disrepute within the ANC, a verdict that was also upheld by the party’s Appeals Committee. He is expected to appeal his expulsion. With the ANC Mangaung conference just around the corner, more headline grabbing statements sould be expected from the firebrand.

FROM GOODLUCK TO BAD LUCK

ANC TURNS 100

EGYPT STILL BURNING

On January 8 Africa’s oldest liberation movement turned 100 years old, an occasion that was celebrated as the country and the world reflected on a liberation movement that moved mountains and became a government.

ONE YEAR ON

MANDELA CURRENCY MORE MAGIC?

Forget about the Benjamins, as the $100 note is commonly referred to. By the end of the year, the world will be talking about Madibas. In honour of his contribution to ending Apart-

On January 1, Nigerian President Goodluck Jonathan announced that the removal of the fuel subsidy sending the petrol price in Africa’s largest oil producer skyrocketing from 65 naira per litre to 150 naira, sparking city wide demonstrations. The move was inspired by the view that the subsidy was wasteful and open to corruption. Protesters though have argued that government should work harder to tackle corruption and waste before removing public benefits.

On January 25 Egyptians celebrated the one-year anniversary of the ousting of Egyptian former President and dictator-for-life Hosni Mubarak. However, what should have been a festive occasion became a violent one: proof that the revolution is yet to realise its true objective behind changing the political system. The country also suffered “the biggest disaster in Egypt's soccer history” when a soccer match between Cairo club Al-Ahly and local club Al-Masry left 74 people dead and hundreds

injured after clashes broke out at a stadium in Port Said following the former’s 3-1 loss. Fans and players alike were attacked.

FORGET PLANKING WHO’S FOR OWLING OR LION KINGING? Seen any images of people perched on buildings, desks, and almost any other surface for no reason or lifting their pets above their head, on the internet lately? Lion King-ing and Owling have taken over social networks. These come hot on the heels of planking – last year’s online craze that involved people lying straight on surfaces for no reason. Owling takes it a notch up by squatting on surfaces instead of lying on them. Lion Kinging on the other hand was inspired by the famous scene in the beginning of the Disney blockbuster movie where the wise mandrill Rafiki presents the young Simba to the herd. Dare you ask what’s next?

‘Praise should always be given in public, criticism should always be given in private.’ – J. Paul Getty. T O P 5 0 0 / 5 th E D I T I O N

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Words from Management .com

wordsworth

CAREER MASTERCLASS CONVERT SCEPTICS

Confidence

What the world needs now is confidence, and lots of it. Consumers need confidence about their prospects to encourage them to spend; while businesses hope that spending will continue. Investors need confidence in the banks. The markets need confidence in countries. Clearly, confidence is a valuable commodity. At root, confidence is a matter of trust, as we recognise when we tell something to someone ‘in confidence’.  The word comes from the Latin verb confidere, to rely strongly upon, and that’s what it meant when it appeared in English early in the 1400s. A century or so later, it had come to take on its most  common modern usage: a sense of self-assurance or boldness, based upon a belief that everything will be all right. Indeed, it can even mean an assurance based on nothing at all. That’s what confidence tricks, first named in the 19th century, rely on: the ‘mark’ places his confidence in the ‘con-man’, and duly loses his money. But while consumer confidence ebbs and flows, confidence tricks never go out of fashion.

LET THEM RANT. Not only will they be more willing to listen when it’s your turn but you’ll uncover their true priorities. Once they’ve finished, you’ll be ready with a tailored sell: ‘the restructure will increase role flexibility and free up money for automating admin’. USE YOUR ALLIES. Mention how many highprofile, popular or previously sceptical people are already on board. A widely accepted proposal is much harder to reject. FLATTER THEM. ‘It’s such a shame you aren’t keen on diversifying our product portfolio. I was counting on your creativity and your strong client relationships when we take it to market.’ Who would want to be a sceptic when they can be a saviour?

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COLLABORATE. We’re more likely to agree to something if we feel we’ve come to the decision ourselves. Present your proposal as a first draft to work on together and ask questions to guide others to your conclusions. Limit discussion to areas where you can adapt without endangering your vision.

SUFFERING FROM… WHAT THE HELL EFFECT?

At the start of the year you committed to giving up drinking and eating unhealthily. You joined the gym, determined to go daily. All your tax returns would be filed on time and paperwork was going to be up-to-date. ‘What the hell effect’ is what happens when, because you’re a bit bored and restless, you sneak a treat. Then, having snuck a chocolate bar, you decide you might as well go for pizza – and who does that without one, two, maybe three beers? Pretty soon you’ve put on five kilograms and haven’t even started the filing. The remedy to ‘What the hell effect’ is counterintuitive. The less willpower used and bashing of one’s self-esteem done, the more we actually stick to things. Go to the gym and stop drinking, because you know you feel better when you do. Research shows that once started, the virtuous cycle carries on to other things in life. As for those tax returns: late penalty fines hurt a lot more than the tedium of filling out forms.

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HAVE UNQUESTIONABLE PASSION. If you don’t believe, why should anyone else? Inspire. Paint a vivid, personal picture of the future they could enjoy if they came on board, and point out the potential pitfalls if they don’t. Rational persuasion may convert a sceptic for a week but win his heart and he’ll commit for good. MAKE IT EASY. Break your argument into bitesize chunks and let people follow at their own pace. Most sceptics would rather reject an idea outright than admit confusion. TREAT SCEPTICS WITH RESPECT. Not love or hate. You’re confident enough to allow dissent in the ranks but have something in reserve for those who do come on board. TAKE A BACK SEAT. It could be you who is the problem. Put your ego aside in favour of someone who gets on better with the sceptics. He may be less passionate, but he’ll convert more people. The Mind Gym: Relationships is published by Little Brown at £12.99 – www.themindgym.com/books

T O P 5 0 0 / 5 th E D I T I O N

2012/03/30 12:45 PM


BRAINFOOD

IDEAS

Words from Management .com

IT’S NOT WHETHER YOU WIN OR LOSE, BUT HOW YOU PLACE THE BLAME

The blame game is commonplace but there are three big reasons why blaming anyone – yourself or someone else – is thoroughly pernicious in organisations. Two of them, the fact that blame creates risk aversion and wastes time, are quite well known. They are responsible for the fact that so many of us have become so clever at playing the game, using cunning and skill to hedge our bets and cover our tracks. The third problem with blame is the really dangerous one. It doesn’t, like the first two, present us with a

series of obstacles we need to negotiate, but fundamentally distorts our belief system to stop us from seeing clearly and acting rationally. In a fascinating study of the investment management industry (Minding the Markets), psychoanalyst David Tuckett found that the commonest reason given by investment managers for losing money was some variant of ‘my fault, I got it wrong’. Given the uncertainties of the market, and that these were all managers at the top of their game, this seems unlikely. Tuckett suggests that the real

reason they blamed themselves was because, however unpleasant, it was better than the alternative view, that markets are random and even excellent managers can produce poor results. This is the driving force behind the blame game – it reinforces the dangerous delusion that if we just try hard enough, work long enough, we can control everything that happens to us. If, for instance, we blame the salesman every time a prospect drops out of the sales funnel, we prevent ourselves from looking at the effectiveness of our sales process or understanding the realistic number of prospects we need to make one sale. Rejecting blame means accepting that we can’t control everything. This idea, uncomfortable as it is, does have the merit of being true. Accepting it moves us closer to reality and also greater effectiveness. Surely that’s got to be worth a try? * Alastair Dryburgh is chief contrarian at Akenhurst Consultants and the author of Everything you Know About Business is Wrong (Headline £13.00). More at

www.alastairdryburgh.com

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WHAT’S THE BIG IDEA? SUSTAINABILITY

Some words just grow and grow. Sustainability emerged from the field of ecology into the lexicon to denote systems that feed themselves. Now anything that lasts longer than 10 minutes is likely to attract the label. Like a lot of words that come loaded to the brim with positive value, it readily becomes a contested flag, between competing company strategies, for example. ‘Sustainable’ gets cheapened as an adjective when it is loosely used; eg, when tucked into the stream of a pitch for anyone selling anything, especially if there are doubts about costs, risks, impacts and the like. Even if people try to be pretty pure about the concept, it is likely to rouse thorny questions, such as where’s the boundary for sustainability? What’s sustainable in one domain – for example, renewable energy fuelling a home – may be at the expense of a wider non-sustainable system, such as the surrounding ecosystem. The comfort is that at least we now care enough about such things to measure, analyse and manage them with a thought for the interests of future generations. This is common among family firms, which also often come to benefit from the virtuous cycle that can result from enhancing the communities that sustain them.

* Nigel Nicholson is professor of organisational behaviour at the London Business School.

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13 2012/03/30 10:25 AM


GAME PLAN

TOP QUOTES

On leadership O n e has to set high standards and keep on evaluating ourselves against them all the time. I can never be happy with mediocre performances – Patrice Motsepe, African Rainbow Minerals I only want people around me who can do the impossible – Elizabeth Arden These days I think more and more people want to use services from companies that believe in something beyond simply maximising profits – Mark Zuckerberg, FaceBook Boredom allows one to indulge in curiosity, out of curiosity comes everything – Steve Jobs, Apple I’m one of those that believes you can’t be one kind of a man and another kind of president – Dr. Phil McGraw, author Management is doing things right; leadership is doing the right things – Peter Drucker, social ecologist Teamwork is the ability to work together toward a common vision – Daphney Molwana Kgasi Trading CEO The size of a building depends on the size of the foundation. To create a great life we too need to create a great foundation. When you figure out what you want and put together a plan of action, you create the foundation for your future – Zenobia Langford, Standard Bank The art of leadership is saying no, not saying yes. It is very easy to say yes – Tony Blair There is only one boss. The customer. And he can fire everybody in the company from the chairman on down, simply by spending his money somewhere else – Sam Walton, Walmart founder You put together the best team that you can with the players you’ve got, and replace those who aren’t good enough – Robert Crandall former chairman American Airlines Excellence comes from human beings doing things of value that clients find memorable – Tom Peters, author I didn’t even have a life jacket because I had given it to one of the passengers. I was trying to get people to get into the boats in an orderly fashion. Suddenly, since the ship was at a 60 to 70 degree angle, I tripped and I ended up in one of the boats. That’s how I found myself there – Francesco Schettino, Italian cruise liner captain, on why he was seen in a lifeboat during the evacution.

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EXIT STRATEGIES

Charles Cramb, Avon Products Inc. vice chairman, in connection with probes into possible bribery overseas and improper disclosures to Wall Street analysts in the U.S.of fierce competition.

Olympus Corp. chairman Tsuyoshi Kikukawa arrested for fraud. Troubled Japanese tech giant Sony’s president and CEO Howard Stringer is to step down, as the firm looks to staunch four years of losses in the face of fierce competition.

NEWS

RETIRED FIRED

HUMILATED Dave Novick (73), chairman of Comair, has followed his two sons who left the airline operator last year. Joint Comair chief executive officer Gidon Novick left in December after a ‘boardroom shuffle’. His brother Ari, who was MD of Comair General Aviation Holdings, left after ten years. In December the family still owned a 5% stake of the airline, but that has dipped after several sales by Gidon and his father. Former joint CEO Erik Venter now leads the group.

CEO of Paris-based AlcatelLucent Ben Verwaayen has survived possible ousting following the poor financial performance of France’s largest phone-equipment maker.

STILL OUT THERE

Former president of the Maldives, Mohamed Nasheed, claims he was forced to resign “at gunpoint,” making way for his deputy Mohamed Waheed Hassan.

PUSHED

View from

the Top

Syrian President Bashar al-Assad, despite efforts by the UN and the Arab League to get him to step down.

All good things have to come to an end, then its all down to the way you leave.

Gryphon Gold CEO John Key. The group has named CFO James O'Neil as the interim CEO. Vino Govender, CEO of TopTV left with immediate effect in February after months of talks over a ‘mutual separation’.

Nicaragua’s Central Bank President Antenor Rosales quits amid differences with President Daniel Ortega over plans to use central bank reserves for the creation of a regional bank for a Venezuelan-led bloc of Latin American nations, known as Alba.

Kuwait Central Bank CEO Sheik Salem Abdulaziz Al Sabah, a member of the Gulf nation’s ruling family, resigns after serving in the position since 1986 amidst the shake-up taking place among the Gulf nation’s veteran policymakers as political tensions grow.

CEO of mortgage giant Fannie Mae Michael J. Williams resigns. The company is under government conservatorship.

World Bank CEO Robert Zoellick resigns ending a five-year term with the lending institution, opening a rat race for the position.

Bank of India CEO Amitabh Chaturvedi resigns following alleged differences with the bank’s board on a range of issues relating to business strategies.

German President Christian Wulff to avoid further investigation into his personal financial dealings and acceptance of financial favors from political backers.

Altech chief operating officer Jeffrey Hedberg of the family-run business after reports of clashes with CEO Craig Venter. MWeb group CEO Rudi Jansen after 15 years to pursue “business interests outside the ISP sector”. Francois Theron, CEO of DSTV Mobile, has been appointed to take over from Jansen. CEO of drug research Array BioPharma Inc. Robert E. Conway steps down for “for personal reasons.”

RESIGNS Yahoo co-founder Yerry Yang resigned from the board and any other position he held within the company, followed by chairman Roy Bostock.

Google’s head of consumer payments Vikas Gupta 18 months after joining the company. Incredible Connection CEO Dave Miller after ten years with the company, owned by parent JD Group.

Jim Balsillie and Mike Lazaridis, co-CEOs and co-chairmen of Research in Motion, makers of BlackBerry, after a disastrous 2011.

SA retail giant Pick n Pay CEO Nick Badmiton after five years with the company.

England manager Fabio Cappello results following his dispute with the FA over the stripping of England soccer player John Terry’s captaincy.

Stephen Williams quits as CEO of Australian Royal Bank of Scotland following the announcement of the sale of some of the bank’s units.

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15 2012/04/03 9:18 AM


TOP TIPS

MASTERCLASS

negotiate ways to

Trevor Ketler teaches people how to negotiate and win deals. He gives us his top tips.

LISTEN TO

EVERYTHING This transcript from tv show The Apprentice shows a wily negotiator at work. DONALD TRUMP

 Have an alternative

If you can’t walk away because you need the deal so badly (or perhaps the other side is the only one in town) then you are placing yourself at a serious disadvantage. Have a plan B.

 Negotiate to get a win-win

deal: If you start to negotiate before receiving this commitment you’ll concede ground and the customer will have a better starting point.

 Keep searching for variables:

A variable, tradable or concession is any factor that can be changed, and which has a (real or perceived) value. The other person may not be totally open, or even fully aware of all the possible variables that are of interest, so keep looking for them.

 Keep accurate notes:

Controlling the negotiation is vital. The other person may forget, misunderstand, or attempt to distort the interpretation of what was discussed and agreed.  Go for the best outcome: If you’re buying, aim very low Keeping notes shows that you are in but do it politely. A seller can often control, professional, and enables achieve a higher selling price than you to summarise and assess conhe anticipates if he hears what the tinually. buyer is prepared to offer first.  Summarise and clarify the negotiation as you go:  Let the other side go first: Knowing the other person’s This avoids misunderstandings destarting point before you have to give veloping, accidentally or otherwise. your own is clearly an advantage to These can be catastrophic, not so you. If pitching ask the other side if much because of the way they they have an ‘outline budget’. affect the structure of the unfolding deal, but because they undermine Find out what they need: the rapport and the trust, which is  Establish what the other person critical to being able to do business needs, including personal and in the first place. emotional aspects. Everything that is part of or related to a deal has a value. Everything has a cost to you or your organisation.

 Trade concessions - don’t give them away: Never give away a concession without getting something in return.

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 Keep the whole picture in your mind: The buyer’s tactic will be to separate out single issues, or introduce new ones later. If you allow this to happen, your position will be eroded.

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So you’re saying you can do this piece of work for three hundred and fifty thousand?

SUPPLIER

That’s right.

DONALD TRUMP

I need some movement on price. Could you do it for two hundred and fifty thousand?

SUPPLIER

No, that’s a little too low.

DONALD TRUMP

Would you have a problem at two hundred and sixty thousand dollars?

SUPPLIER

No, I could do it for two hundred and sixty five thousand.

DONALD TRUMP

Great. You’ve got a deal. The supplier just got close to a hundred thousand knocked off its price. What was the giveaway factor? The word “little”.

My style of deal-making is quite simple and straightforward. I just keep pushing and pushing to get what I’m after – Donald Trump When you’re negotiating for a 35hour week, remember they have only just got 66 hours in Taiwan, and you’re competing against Taiwan – Victor Kiam, CEO of Remington Corporation (1986) Anger can be an effective negotiating tool, but only as a calculated act, never as a reaction – Mark McCormack, entrepreneur and author

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2012/04/03 12:58 PM


TOP TERMS

UPFRONT

Words to bank

If you don’t know what Kim Kardashian has to do with getting fired, read on.

SADDLEBURN

ENCORE CAREERS

MEAN AND GREEN

get it.

Courtesy of the parting words of Pick n Pay CEO Nick Badminton: "After turning 50 last year and 32 years with the company... I think that it's a good time for me to take a sabbatical to spend some quality time with my family and my bicycle."

This is the concept that shareholders want both sustainabilty and returns. They want strong quarterly results and healthy dividends, but they also want to know that the company is going to be around for the long term.

RECYCLEOPATH

The green movement is giving birth to new terminologies. And like any birth of a language, not all of them will be flattering. Recycleopath is one of them. It refers to a person who is militant about recycling.

PROFESSIONAL BLACK People who base their life and purpose around their colour. Using the same logic, Helen Zille defines a “professional white” as “someone who is self-obsessed and claims victimhood because they are white”.

KARDASHIANED

From stand-up comedians to Twitter fanatics, almost everyone (majority of them not Kardashian fans) are using this new ‘verb’, coined following Kim Kardashian’s 72-day marriage to Kris Humphries. It means the act of being blindsided following an ill-advised wedding. Usage: "That consultant just got kardashianed."

Is fast becoming an African specialty, as countries make extraordinary advances in their development, often bypassing entire generations of development and making great strides in playing catch-up with their global counterparts.

TWITTERT

Imagine technology that replaces the unwanted messaging in your life with the next best thing to a personal assistant. IBM is developing technology that uses analytics and sense-making to integrate data into applications that present only the information you want—and then do something about it. Combining your preferences and your calendar, for example, the technology will proactively reserve tickets to your favorite band’s concert when your calendar shows you’re free, or research alternate travel plans when it detects bad weather along your route, and then tell you where to go.

MAN BUN

Not renowned for identifying business fashion trends, the New York Times decided not to stick to what it does best and laud a trend. Which one? The ‘man bun’, which is a hair bun worn by a man. This bun is similar, it said, to the one more famously worn by librarians, schoolmarms and Katharine Hepburn.

THROW IT OVER THE WALL

To pass a project or problem to another person or department without consulting with them or coordinating the transfer in any way.

# numbers

829,000 unfilled positions for skilled professionals such as doctors, accountants, engineers and artisans.

600,000 unemployed graduates whose qualifications were not suitable for employers.

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Compiled by Thulile Nxumalo, Matabello Motloung, Sarah Bullen, Sources Adcorp Analytics in Business Day

LEAPFROGGING

Coined by Fast Company magazine – this is the trend for 55+ silvertop candidates heading back to work in the second half of life. Nice work if you can

17 2012/03/29 4:08 PM


GAME PLAN

TOP TIPS

Essential Steps To

a Successful Business

Jeffrey Hollender knows a thing or two about starting businesses that do well for the planet and the bottom line. These are his tips for doing it right. If anything is going to jump-start business, it’s the next generation of entrepreneurs. But, sometimes, entrepreneurs need their own jumpstarting. That’s why I’ve put together some advice for entrepreneurs out there, based on my personal experience. Here is the essential guide to successful social entrepreneurship in 9 steps:

 Find and hire the right people.

It’s the best investment you can make. Always hire people who are smarter than you are. Make sure they are committed to the success of the business, and not participating for their own success.

 Choose your investors with greater

care than your friends. Once you take their money, it’s almost impossible to get rid of them – but they like to make sure they can get rid of you. At an absolute minimum talk to three other CEOs who have taken money from the potential investor. They should tell you what the experience has been like.

 Radical transparency is the key to

authenticity, and authenticity is the Holy Grail of good business. Be honest till it hurts. Be honest all the time. Share the good, the bad and the ugly.

Measure what really matters.

Measure what matters to your stakeholders, not just what matters to you. Make the measurements meaningful. Make measurements against predetermined goals.

Get out of your own way.

Leadership is an art. Ask questions. Don’t always

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provide answers. Invest in your own growth. Stay humble and get humbler.

 Ownership matters.

Business must stem the dangerous concentration of wealth that emanates from a world of employees who have little or no stake in the companies for whom they work. Owners perform better than employees. Every employee should be an owner.

 Corporate governance is important.

It’s boring, but critical. Your bylaws should include sustainability standards, diversity commitments, how you will report on corporate responsibility, equity in compensation and what type of open dialogue you will have with your stakeholders.

 Good vs less bad. We’ve come to

confuse “good” with less bad. Paper towels made with recycled, nonchlorine bleached fiber aren’t good, they’re less bad. So are organic vegetables grown in China and flown to SA, hybrid cars, or even a bicycle if it’s made with the wrong materials. There are “good” products, but they are few and far between. Locally grown, organic, grass-fed beef that builds up the soil and sequesters CO2 qualifies. Make sure that your enterprise introduces something good, not just less bad.

 Business as a system of nature.

Systems thinking is an essential framework based on the belief that the individual parts of anything can only be fully understood in the context of the relationships they have with other parts of the system of which they are a part.

THINGS TO REMIND YOURSELF OF

EVERY DAY:

YOUR PASSION Only do what you’re deeply passionate about. There will not only be bumps in the road, but trenches that look like they have no bottom. If you’re not doing what you love, there will be too many opportunities to give up. YOUR MISSION The change you want to see in the world that your business can impact. And make sure you can measure your progress. YOUR VISION Protect your vision by maintaining control. Money always comes with strings attached. Make sure you know what they are. YOUR PARTNERS Find the partners and collaborators who know how to do all the things you don’t know how to do.

NEVER GIVE UP NEVER GIVE UP NEVER GIVE UP Jeffrey Hollender is the author of the bestseller, How to Make the World a Better Place, A Beginner’s Guide. www.jeffreyhollender.com

WORD GAMES DISCIPLINE

Discipline is doing what you really don’t want to do so that you can do what you really want to do. It’s paying the price in the little things so that you can buy the bigger things. It requires three things. DISCIPLINED THINKING - by keeping your mind active and challenged; DISCIPLINED EMOTIONS – either you master your emotions or you will be mastered by them; DISCIPLINED ACTIONS - action separates the winners from the losers. ‘To become more disciplined: strengthen your work habits, take on a challenge, tame your tongue’. – leadership expert John C Maxwell

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change

TOP FIVE

TRENDS

ways the world will Technological innovation will change the way we work, live and play. Every year IBM lists five innovations their researchers believe will change the world in the next five years.

Imagine being able to use every motion around you—like your movements or the water rushing through the plumbing—to harness energy to power anything from your house to your city. It’s already being tested in Ireland, where IBM scientists are studying the effects of converting ocean wave energy into electricity. But instead of a buoy to capture motion, a smaller device that you wear or attach to your bicycle during a ride, for example, will collect the energy you create.

Dialing a telephone is considered so last century. Soon, overt communication with devices might be just as archaic. IBM scientists are researching how to link your brain to your devices, such as a computer or a smartphone, so you only have to think about calling someone and it happens. For example, see a cube on your computer screen and think about moving it to the left, and it will. Beyond electronics control, possible applications include physical rehabilitation and understanding of brain disorders such as autism.

PEOPLE POWER WILL COME TO LIFE

NO LONGER SCIENCE FICTION

THE DIGITAL DIVIDE WILL CEASE TO EXIST

YOU WILL NEVER NEED A PASSWORD AGAIN

The name "multifactor biometrics" sounds as intriguing as the thrillers that use it as a plot device. In real life, the use of your retinal scan or your voice as a passport to verification will replace multiple passwords for access to information and

secret hideouts, should you decide to accept the option. Your unique biological identity becomes your only password as multifactor biometrics aggregate these characteristics in real time to prevent identity theft.

Mobile devices are decreasing the information-accessibility gap in disadvantaged areas. In five years, the gap will be imperceptible as growing communities use mobile technology to provide access to essential information. New solutions and business models from IBM are introducing mobile commerce and remote healthcare, for example. Recorded messages can be transmitted to quickly deliver valuable information about weather and aid to remote or illiterate users who haven't had ready access before.

JUNK MAIL WILL BECOME PRIORITY MAIL

Imagine technology that replaces the unwanted messaging in your life with the next best thing to a personal assistant. IBM is developing technology that uses analytics and sense-making to integrate data into

applications that present only the information you want—and

then do something about it. Combining your preferences and your calendar, for example, the technology will proactively reserve tickets to your favorite band’s concert when your calendar shows you’re free, or research alternate travel plans when it detects bad weather along your route, and then tell you where to go.

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WORKING TO FILL LIVES WITH MORE YEARS As one of the most diversified companies in health care, Pfizer is committed to improving health and well-being at every stage of life. Today’s Pfizer is a leader in human and animal health, primary and specialty care, biologics and pharmaceuticals, with a robust portfolio of vaccines, nutritionals and consumer products.

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2012/03/20 PM 2012/02/23 12:50 6:50 AM


PFIZER LABORATORIES

LEADER PROFILE

A change agent who leads from the front

Brian Daniel, the current CEO and Country Manager of Pfizer South Africa’s Biopharmaceutical Division is only the second South African born to be appointed to head this business in South Africa in its six decades operating here. He tells Matebello Motloung that the global giant is embracing change in the world economy and exploring new opportunities, particularly in the generic medicine space. Name Brian Daniel Born Durban, KwaZulu-Natal Occupation and position CEO and Country Manager South African Region for the Biopharmaceutical Division First job Worked for Ezemvelo KZN Wild Life during school holidays Best advice and who gave it “Never give up.” – Father Best business book read this year The Five Dysfunctions of a Team by Patrick Lencioni Noteworthy achievements Ensuring the group’s positive and growing bottomline, halving Pfizer’s staff attrition rate and turning it into one of the most gender empowered company’s in the country with almost 70 percent of its 517 workforce being women. Business philosophy 1. The best way to forecast the future is to create it. 2. Employ the best person for the job, develop their skills and grow with them and they will ensure to take your business to new heights. Company snapshot Popularly known as the manufacturer of the ‘blue pill’, Pfizer is South Africa’s third largest pharmaceutical group and the world’s leading pharmaceutical company, employing approximately 100 000 globally. The US based multi-national now comprises of an extensive healthcare portfolio that includes a broad offering of cardio-vascular, neuroscience, women’s health, urology, anti-infectives, oncology, biological, anti-inflammatory and pain, anti-coagulation, ophthalmology and vaccines. It also consists of an additional three business units: Pfizer Animal Health, Pfizer Consumer Health and Pfizer Nutritionals. Awards & achievements over the past year Recognised as a Best Employer, awarded the SA Leading Manager Seal of Excellence, and Diamond Arrow Award for its outstanding social contribution.

B

rian Daniel is working on creating a pharmaceutical company that is entrepreneurial in its thinking, innovative in approach and open in its culture. This he believes will help differentiate Pfizer from many of the other pharmaceutical companies. After all, before Richard Branson, airline companies were not known for being dynamic, exciting, or even gutsy. Today, thanks to Virgin Airline, this has now become the norm. Not that Daniel wants or sees himself as the ‘Branson’ of the pharmaceutical industry. Far from it in fact. Sitting at his modestly decorated Sandton office in Johannesburg, Daniel exudes an aura of authority that is both impressive and inspiring. In his 50s, his strides are brisk and determined – testimony of the healthy lifestyle he leads which comprises mountain biking once a week or whenever his busy schedule allows for some downtime. “I always tell our people that we should be entrepreneurial in our thinking and not allow ourselves to be constrained by the business we are in, our ownership structure or even the industry with all of its challenges,” says the Durban-born executive, who was a senior marketing director for Pfizer Japan prior to his appointment to his current role in 2008. “Being entrepreneurial leads to people being able to make decisions fast and gives them a high risk tolerance. But underpinning all of that is that you are able to retain talent because the lower your staff turnover, the better your business growth can be. In order for people to feel valued, you need to create and provide opportunities which speak to these individual notions of recognition.” But the environment in which the company now finds itself is changing. Last year, the New York-listed drug manufacturer recorded revenues of $67.4-billion up a mere 1 percent from 2010 while income from the US, its biggest market and revenue contributor, fell 7 percent while that from the international markets rose 6 percent.

Although the South African pharmaceutical market is expected to grow at a steady pace for the next few years, globally the industry is under pressure. The growth of the counterfeit market coupled with that of generic medicines has begun to hit hard at companies’ revenues forcing many, including Pfizer, to relook their business models. Daniel says the global giant has decided to embrace the change and explore opportunities particularly in the generic medicine space. “It is an area we are expanding into,” he says. “I believe that there are huge opportunities here for Pfizer and we therefore look forward to growing our interest in this market over the next few years.” Locally, challenges that the company faces include the continuing issue of a skills shortage, quality of education, and ongoing debates around topics like nationalisation, which are raising questions around South Africa’s future stability. “What we need to understand is that business and potential investors alike, require sound commitment and assurances from stakeholders, like government, that South Africa is an investor-friendly destination and will remain so, as stability provides for good business.” Looking at the health sector specifically, the focus this year will be on the Phase 1 roll-out of the National Health Insurance (which Daniel supports) and further discussions with the DoH around the benchmarking of drug pricing and the analysis of health technology assessments (HTAs). “At Pfizer, we see the NHI as an opportunity to work more closely with government,” he says. “The pleasing thing about South Africa is that things that are not working properly, are currently being analysed and fixed by a Minister of Health, who is committed in his determination to get the healthcare system, not only working, but working well. That level of commitment needs to be both applauded and supported and from Pfizer’s standpoint, an opportunity not to be missed,” said Daniel.

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REVIEWS

TOP STUFF

Reviews

Pg.27

Top500 showcases top gadgets, luggage and cars

iPad

2

LUGGAGE

Pg.23

Pg.24

BOOKS Pg.23

GADGETS

Pg.26

CREDITS Compiled by Thulile Nxumalo

HOTELS

CARS Pg.29

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TOP TECH

REVIEWS

A gift for gadgets

In a world of constant upgrades in technology, being on the button is a definite priority.

3D COMPUTER LG has launched its A520 Notebook with full 3D technology. The glasses are free of any electronic parts or a battery, making them lightweight and more affordable than traditional shutter-type glasses other 3D notebooks require. They are also free of electromagnetic waves, making them ‘healthier’. Recommended retail price: R7 999

SAMSUNG GALAXY 8,9" TAB The new Samsung Galaxy Tab has an amazingly thin and light body. At just 465 grams and 8.6mm slim, this tablet is light as a feather. The 8.9 refers to the inches, which is the size of the screen display. With both HSPA (21Mbps) and WiFi access, you can be connected 24 / 7 wherever you are, which is the norm these days. Enjoy fast and stable connections to the internet for speedy browsing and downloads. It comes with preloaded Polaris Office so you can view, edit, and create various documents including PowerPoint, Word, and Excel. Clipboard allows you to store up to 20 text and images, so you can experience advanced cut and paste functions like you do with a PC. The tablet has both front and rear-facing cameras. Front is best for a video chat with a friend or a client, while the rear camera is best for photos and HD video. Recommended retail price: R6 999

PRINT EVERYTHING WIRELESS

BLACK AND WHITE AND FUN ALL OVER iPod Touch takes fun to the next level. It now comes in two colours: black and white.
It includes iOS 5, which gives 200 exciting new features. On the front of the iPod Touch is a built-in camera perfect for making FaceTime video calls. Recommended retail price: R1 999

IPAD 2 When you pick up an iPad, it becomes an extension of you. That’s the idea behind its innovative design. It’s just 0.34 inches thin and weighs as little as 1.33 pounds, so it feels completely comfortable in your hands. And it makes surfing the web, checking email, watching movies, and reading books so natural, you’ll wonder why you ever did it any other way. Two cameras for FaceTime and HD video recording. The dual-core A5 chip. 10-hour battery life. Over 200 new software features in iOS 5. And iCloud. All in a remarkably thin, light design. There’s so much to iPad, it’s amazing there’s so little of it. Recommended retail price: from R3 999

INSPIRED DESIGN Pure and simple: the NAD VISO 1 is one smart music streaming dock. It’s a digital music system that combines the innovative digital audio technology with NAD performance, simplicity and value. Recommended retail price: R5 999

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Top Books PLAY IN THE NEW WORLD ORDER Which agent, supermarket, cosmetics and car will you choose? Increasingly, your decision will be based on relationship, connection, trust and emotion, and not on price, quality or speed of service? Futurist Graeme Codrington and Sue Grant Marshall explain a new dominant economy, they call the emotion economy:

T

he industrial eco nomy was based on ‘make and sell’. Take, for instance, the massive production of Henry Ford’s cars and his dictum. ‘You can have any colour you want as long as you like black.’ But back in Henry Ford’s time there was little regard for the customer. The focus was on the production process. Then, starting in the late 1950s, came the information economy which is based on a ‘listen and serve’ dictum. Nearly 80 percent of the world’s employees are now in the service industries. Microsoft is the equivalent of the Ford Motor Company. The focus now is on quality and customer satisfaction: ‘the customer is always right’. Market research, segmentation models and distribution channels all contribute to making the customer king. In spite of this, customers are generally faceless because they’re lumped together in demographic segments. And the systems in place to meet their needs are, on the whole, inflexible. But a new approach is now emer ging. The emotion economy recognises that companies will have to take service and information a step further if they want to attract clients, and staff, away from their competitors. Go to a banking court and assess the points of difference between banks. Not much, is there? If you’re buying cars, cosmetics or hair care products, except for the

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very sophisticated and expensive, or the really cheap products, there’s not much in it today price-wise or product-wise. Take supermarkets – you’ll find some are a little more upmarket than others but on the whole you could shop at just about any of them with much the same quality and service. Furthermore, people are increasingly shopping on the Internet: they will call up a trolley of products from one store and compare it with a trolley from another and then make their decision to buy. The same applies to a travel agent or, indeed, any other kind of booking agent. You’ll shop around for information on the Internet and then choose your agent, or bypass them all completely and make your own purchase. Now comes the crunch. Which agent, supermarket, cosmetics and car will you choose? Increasingly, your decision will be based on relationship, connection, trust and emotion, and not on price, quality or speed of service. You’ll buy a car from, and get it serviced at the garage that makes you feel special and looks after your particular needs, and you’ll go to the bookstore with the coffee shop, where smiling staff find that book for you. Indeed, they may provide Internet access so you can search Amazon.com’s ‘inside the book’ search facility. The travel agent who delivers your tickets, knows your hotel preferences and rings you when there’s a special on she knows you’ll

enjoy, will (not surprisingly) be your first port of call. The restaurant maître d’hôtel, who welcomes you by name and treats his staff well so that they are pleasant and happy around you, will attract customers. The estate agent who paints your house for you, at her cost because she knows it will fetch a higher price for you both, or fills it with flowers on show day, will grab your attention and custom. Companies that will attract attention and custom are those that: are trustworthy and honest, make their clients feel special, provide service tailored to client preference, understand ‘mass customisation’ and ‘markets of one’, network with their clients, spreading their good name by word of mouth, take issues of the environment, corporate social responsibility and sustainability seriously, treat their staff like human beings and not just biological machines. Other names for the emotion economy include: intimate economy, relationship economy, wisdom economy, transparent economy and connection economy.

MIND THE GAP Author: Graeme Codrington and Sue Grant-Marshall. Price: R140.00


TOP READS

TOP PRINCIPLES TO SUPER RICHNESS He’s been called the godfather of hip-hop and is considered one of the most successful entrepreneurs in America today. Super Rich promises to tell you how Simmons got there. Simmons’ philosophy is spiritual and based on the inner peace he has found from 15 years of practicing yoga and meditation. We got lost in all the chanting.

Give your talents until they can’t live without it “Wake up in the morning and find out what you want to give as opposed to what you want to get,” he says. “Through this practice of becoming a good giver you become a good getter.” Simmons gives examples of many of his former selfless, tireless and upaid interns that went on to greatness, including Sean Combs, Kevin Liles and Julie Greenwald, recently named COO of Atlantic Records Group.

Relentlessly Pursue Your Goals Without Appearing Needy Simmons’ law of attraction says: “when you chase things, they will always run from you.”This principle goes hand-in-hand with principle number one by virtue of the more you give, the more good that will just find you.

If You Don’t Love it, Leave it Alone This is not only the idea that you should do what you love and a wealth of richness will follow, but also the idea that you should only do things you are “karmically” comfortable doing.“People can sell anything,” from bombs to drugs, he says, even though there are very serious ramifications to those actions. “I want to stress that making money just for the sake of getting paid is a pedestrian activity that you can rise above.” If you don’t love it, don’t do it.

Let Go of the Results “You really have no control over the results, you have control over the action,” he says. “So make sure you perform your action and your duty well.” He says that he has no recollection of his very first paycheck, but says he certainly does remember making his first good record. “All I could think is ‘when my friends hear this record’ it will make them so happy,” he reminisces. “Do things you love. Do things that you have faith will make other people happy and that will give back what you give them.”

ENTREPRENEURSHIP AND NEW VALUE CREATION Author: Kathryn Ibata-Arens Price: R 310.00

SUPER RICH: A GUIDE TO HAVING IT ALL Author: Russell Simmons Price: R130.00

LEVERAGING CORPORATE RESPONSIBILITY

Author: C. B. Bhattacharya, Sankar Sen, Daniel Korschun Price: R 330.00

REVIEWS

BEST SELLERS

OUTLIERS, by Malcolm Gladwell. Why some people succeed (it has to do with luck and opportunities as well as talent.) THE MONEY CLASS, by Suze Orman. The noted personal financial adviser offers a reconsideration of the American dream. THE TIPPING POINT, by Malcolm Gladwell. How and why certain products and ideas become fads. THE BIG SHORT, by Michael Lewis. The people who saw the real estate crash coming and made billions from it. FREAKONOMICS, by Steven D. Levitt and Stephen J. Dubner. A maverick scholar and a journalist apply economic theory to everything from cheating sumo wrestlers to the falling crime rate. 4 ESSENTIALS OF ENTREPRENEURIAL THINKING, by Cliff Michaels. Learning from “what successful people didn’t learn in school.” DRIVE, by Daniel H. Pink. A look at what truly motivates us, and how we can use that knowledge to work smarter and live better. THE CHECKLIST MANIFESTO, by Atul Gawande. A simple way to manage complexity. CLARK HOWARD’S LIVING LARGE IN LEAN TIMES, by Clark Howard. Small steps toward saving and reducing debt. New York Times Bestseller List

INVESTING IN DYNAMIC MARKETS Author: Henry Kressel, Thomas V. Lento Price: R 370.00

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REVIEWS

HOTELS

Thoughtful Design

Business travel can be stylish and fun, if you find the right place. These are our top-rated overnighters.

TOP500 LUXURY BUSINESS STAYS IN THE WORLD

THE WHEATBAKER HOTEL Lagos, Nigeria (opened 2011) MARCO POLO PARKSIDE BEIJING Beijing, China WARWICK NEW YORK HOTEL New York City, United States ROYAL WINDSOR GRAND PALACE Brussels, Belgium GRACE HOTEL SYDNEY Sydney, Australia MUNDIAL HOTEL Luanda, Africa

BEST BOUTIQUE HOTEL The Villa Zest Boutique Hotel in the Cape Town suburb of Greenpoint has been voted the trendiest hotel in the world in the TripAdvisor Travellers' Choice 2012 Best Hotels Awards. In addition to catering for the seasoned business traveller, Villa Zest Boutique Hotel accommodation offers intelligent, cutting-edge convenience to fulfil the unique needs of the media and film industry. It has total coverage WiFi access throughout the premises allowing you to work in the privacy of your own room or with the additional choice of rooftop or poolside surfing. A complete VoIP professional telephony system lets you make calls at drastically reduced rates and there is a dedicated professional broadband internet connection with 6-megabit-per-second bandwidth with dedicated access points, approximately five times the speed of standard ADSL.

www.southafrica.info

CAPE TOWN SOUTHERN SUN – CAPE SUN Central and slick, this city staple offers easy access to the Cape Town Convention Centre and other key business areas. The Cape Sun delivers top levels of service and a tailor-made experience, for all meetings, banquets and conferences for up to 650 guests.

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GRAND ROTANA RESORT & SPA Sharm El Sheikh, Egypt RAFFLES THE PLAZA Singapore

SOUTHERN SUN RIDGEWAY Lusaka, Zambia VICTORIA FALLS SAFARI LODGE Zimbabwe, Africa

JOHANNESBURG CAPE GRACE BOUTIQUE Sitting right in the V&A basin, the Cape Grace is a mini holiday for an overnighter. The conference room is formal yet intimate, accommodating up to 14 people. The outside terrace, overlooking the yacht basin with Table Mountain behind provides a perfect retreat from a busy agenda.

SANDTON SUN HOTEL The Sandton Sun is legendary, straddling the divide between Sandton City and Nelson Mandela Square (and the Sandton Convention Centre). It offers consistently good service and food.Rooms are comfortable with an iPod dock and large bed. It’s been around for yonks, and there’s a reason for its longevity.

MICHELANGELO TOWERS This dramatic hotel on Nelson Mandela Square, Sandton is both eco-friendly and luxurious. It is a hip hop away from the Gautrain station and in the heart of the business and shopping mecca. Rooms are stylish and there’s an indoor pool and fitness centre.

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TOP BAGS

REVIEWS

All bagged

up

Where corporate style meets elegance and chic. Fashionable, stylish and funky bags and luggage to satisfy all your business needs.

TUMI LAPTOP BAG Like the city itself, the Civilian collection of day bags is layered with hidden details and surprises of colour. Its modern styling is paired with ultra-functional pockets and compartments. Made from lightweight nylon with leather accents. This larger, computerfriendly crossbody bag has a zippered laptop pocket plus numerous interior and exterior pockets. Adjustable shoulder strap. Recommended retail price: R2 499

TUMI UNIVERSAL SLEEVE

QUASAR – YOU’VE ARRIVED

iPad compartment and pockets for electronic and business accessories. Luxurious detailing, refined aesthetics, organizational efficiency and technical innovation are raised to the highest levels. Incorporating the finest fabrics and ongoing dedication to absolute excellence. Recommended retail price: R799

These high impact scuff resistant shells are ultra lightweight with 4 wheels, a built in TSA lock and selfrepairing nylon zips with fun colours for the relaxed executives. Recommend retail price: From R1 195-R1 495

THULE CROSSOVER 40 LITRE DUFFEL PACK

THULE CROSSOVER 38 LITRE ROLLING-CARRY

The perfect bag for traveling abroad. This hybrid backpack duffel with back panel access ensures security of the gear inside. Recommended retail price: R1 399

Do travels call for a roller or a backpack? With wide away cool mesh shoulder straps, the answer does not matter with this one of a kind hybrid upright. Recommended retail price: R2 699

BORSAL – LIVE THE STATUS Made from the finest Italian Vachette leather to suit the professional. A versatile yet practical accessory for the executive on the go. Recommended retail price: From R1 995-R4 995

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A BIG JOB FOR A SMALL BUSINESS

WE RELY ON BRIAN MLABA AND HIS 26 EMPLOYEES TO HELP KEEP OUR SISHEN IRON ORE MINE RUNNING – NO SMALL FEAT. BUT AEF MINING SERVICES IS NO ORDINARY SMALL BUSINESS. FUNDED BY ZIMELE, OUR ENTERPRISE DEVELOPMENT INITIATIVE, AND SUCCESSFULLY RUN BY BRIAN, THE COMPANY REPAIRS OUR MINING EQUIPMENT TO TOP WORKING CONDITION. WITH A REPORTED GROWTH OF 15% LAST YEAR, BRIAN’S COMPANY IS JUST ONE OF OVER 1001* PROFITABLE BUSINESSES SUPPORTED BY ZIMELE, AND ANOTHER BEE PARTNERSHIP HELPING OUR COUNTRY TO GROW. FIND OUT MORE AT GETTHEFULLSTORY.CO.ZA *FIGURES AS AT 30 SEPTEMBER 2011

BRIAN MLABA Director of AEF Mining Services

Real Mining. Real People. Real Difference.

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TOP CARS

REVIEWS

Refined

ride

With the luxurious Jeep Cherokee Overland and Mercedes CLS 350 there is no doubt that you will be given VIP parking.

FACT BOX: 3.6L V6 Engine TV/DVD’s in the headrest 0-100km in 9.1sec Price: R531 990

2011 JEEP GRAND CHEROKEE OVERLAND 4X4 3.6L V6 I asked myself the question the other day as to why Jeep has been so quiet. The last big news they had was the launch of the Patriot. I am not wondering any longer. The 2011 Jeep Grand Cherokee Overland stands in front of me and I am overwhelmed. Being an avid Jeep fan this is a moment I will cherish. With a powerful 3.6L V6 engine and going from zero – hero (that’s 0-100km) in 9.1sec flat, this is truly a wild cat that is tamed for the urban jungle. But don’t get me wrong, this wild cat is still very wild. Off road has now got a sexy counterpart, The Jeep Grand Cherokee Overland!

I remember how you had to always jump out in the mud/river/ rocks to quickly run to the front wheel of your 4x4 and flicking it in to 4-wheel drive before you can continue in the rough terrain, not with the Overland! No Sir! From auto to sport to snow (not really applicable for us here in sunny SA) to mud and to rock. Now that’s more than enough options to get you in and out of a sticky situation without ever leaving the drivers seat, all with the turn of a button. Respect is not just given, it’s earned! Jeep, to a job well done!

MERCEDES CLS 350

FACT BOX: 3.5l V6 Blue Efficiency  More agility: lightweight construction and new electro mechanical power steering Price: R811 990

This is a truly sophisticated piece of machinery, the second generation CLS is unmistakably luxurious and an eye-catching ride that Merc bills as its “executive four-door coupé”. The minute you step inside you feel as if you have checked into a five star hotel. The interior layout and comfort is top notch, from the leather seats to the side panel lighting in the doors. A built-in ‘infotainment’ is an optional extra. From the outside the vehicle has a large presence, this is due to its sleek design with bold lines. The car can really kick, especially when in sport mode, with a 6-cylinder 350 BlueEFFICIENCY with 225 kW and 370 Nme of torque, a 0-100 km acceleration is achieved in 6.1 sec. It also has 25 percent lower fuel consumption and now has an average combined fuel consumption of 6.1l/100km.

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AIRPORTS

REVIEWS

THE BEST OF THE BEST If you’re going to fly, wait in style

01

NOT ALL AIRPORT LOUNGES ARE CREATED EQUAL. Heathrow has always been the most fiercely-fought turf with Virgin squaring off with BA in the battle of the lounges. This time Virgin takes the top honours with its private members club-style Clubhouse. Upper Class tickets give you access to the two-storey, Branson-style pad. The design is hip hotels with a ‘zen poolside lounge’ (watch a calming water wall rather than take a splash) two eateries (swanky The Brasserie and a more low key deli) and the Cowshed Spa (where Upper Class passengers can have massages, facials, pedicures and haircuts). The hands-down win factors are a circular hydro spa pool, sauna, six steam-shower rooms and a St. Tropez tanning booth. A sky lounge with actual sunlight tops the billing. The lounge also features a playground and video games for children and billiards, office space and a library for adults. Virgin Atlantic is due to open an even bigger announced clubhouse at JFK in March.

Virgin Atlantic

GLOBETROTTER Airports have become second home to jetsetting sales consultant Jehad Kasu How often do you travel? I am on a plane at least every two weeks. What is your busiest route? Mostly between Johannesburg and Cape Town. Your favourite airport and why? It must be Cape Town International Airport. In my opinion, it's where the world meets Africa. Also because when I leave, it’s emblematic of me going places and achieving my goals. And when I arrive here after a trip, I know that I am home, with those dear to me.

What do you enjoy about the atmosphere at airports? Mostly the people that I happen to meet there and the ensuing relationships that sometimes develop. If not in the business lounges, on the flight itself. You never know who you will bump into or be seated next to. I have had encounters with a long lost friend from school, and been seated next to a celebrity. What do you do to kill boredom on board? I read the paper and business journals. It’s how I keep my finger on the world’s pulse. That, and a nap keeps me happy.

ALSO NOTED... QANTAS FIRST LOUNGE, SYDNEY Super-designed by the countries leading creative talents, it boasts a vertical garden, day spa, private workstations, WiFi, and a library. Winning edge? Ultra lux (free) treatments at the day spa.

BRITISH AIRWAYS BA’s Concorde Room in Terminal 5 is reserved for First Class passengers on long-haul flights. It has all the bells and whistles, but the best feature? Hotelstyle room complete with en suite bathrooms and day beds. It has a well appointed business suite with boardroom facilities, internet and computers linked to a printer.

CATHAY PACIFIC AIRWAYS, HONG KONG INTERNATIONAL AIRPORT This in-transit first class lounge (one of the airline’s many at this airport) is a top-notch fixture in a whopper of an airport. It’s got a noodle bar, self-serve buffet and work stations, but again it’s the eight private marble-clad shower areas that got Top500’s vote.

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31 2012/04/03 12:55 PM


The turnaround

king

Maverick, entrepreneur and PSG tycoon Jannie Mouton was fired at the age of 48 but in the last 15 years he built PSG up to be one of South Africa’s most successful business empires. He tells Carié Maas that real success goes beyond rands and cents.

‘It surprises newcomers that anyone can walk into my office without an appointment.’

have often written about business and investment principles and how we apply those, which probably boils down to making money and unlocking value, an activity many would say PSG is known for. Yet a company also entails something that cannot be measured in terms of rands and cents: its distinctive culture or even “soul” – that which you can feel. Is there a good vibe? Are the people happy? Are they a team, do they want to move forward and is there real talking, or only a poor barking back and forth of emails? Is integrity the ground rule directing everyone’s actions? Companies, especially financial services companies, comprise of people – without people there is nothing. It was like that at smk and PSG is the same. I’ve done a lot of thinking about what I did wrong at smk and those are mistakes I don’t want to repeat. Thus this formulation of “the soul of a company” that I compiled back in May 1999. It reads:

‘The soul of a company – the culture determines the performance Climbing the windmill of a hierarchy – a flat structure is best.’

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A hierarchical structure scares me. To send a memo around that a guy with an honorary doctorate should hence be addressed as “doctor”, as happened at Federale Volksbeleggings. . . calling a colleague with a “title” sir, still makes my chest tighten. At PSG’s head office everyone calls me Jannie, except for our office lady, Joan Claassens, and the receptionist, Cindy Williams, probably because it makes them uncomfortable. Yet “sir” or no “sir”, when I come back from holiday or when Joan simply has a great day, I get a hug . . . and

then neither of us knows who’s more embarrassed. My daughter, Charité, works for an Oriental bank in Doha, Qatar, and there your rank determines who’s allowed to travel in the car with you from the airport. The more important you are, the higher the floor your hotel room is on. With us it’s the opposite. At a company braai you eat from your lap if you’ve missed out on a seat at the table, whether you’re a clerk or a so-called bigwig. Teamwork is much more fun. How should a company get things done if it always feels as if it’s strangled by a starched-collar mentality? An appointment to see “the boss” is as good as throwing time down the drain. Hierarchy paralyses and an open-door policy fosters resilience. Colleague Chris Otto will tell you I’ll open a closed door in the office, for closed doors create a vibe we don’t want in PSG. It surprises newcomers that anyone can walk into my office without an appointment. The days of levels have long been numbered and titles are undesirable too. In terms of the Companies

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JANNIE MOUTON

‘I don’t know my job grade. At PSG everything is equal, except for parking spaces - there I get first choice!’ Act, each company has to have a chairman, managing and financial directors and nonexecutive directors. The rest have a job to do. Surely in a bigger set-up like Capitec one can’t have the chaos of all 5 000 employees running into the office of chief executive Riaan Stassen simultaneously, but it should not be a rigid process, set in stone. I don’t know my job grade . . . We don’t even have a company procedure. At PSG everything is equal, except for parking spaces – there I get first choice!

Drowning in the e-mail ocean of a bureaucracy – formality is stupidity I see overflowing in- and out-baskets, stacks of grey or pink files, ashtrays full of cigarette butts and maybe somewhere a half-jack hidden in a drawer when I hear the word bureaucracy. Every day Charité has to ensure that every single e-mail sent or received by an employee at the bank where she works is noted down and signed off. I detest senseless communication that wastes time and attention. As useful as email can be, there are people who measure “indispensability” by how many e-mails there are in their inboxes when they return from two days out of the office. I simply get worried about my business if I get too many “in case” e-mails. I plainly call it cover your arse, for why do you send me e-mail so you can have the excuse of “I’ve told you

OPINION

about it” if something goes wrong? If something is important enough, someone has to phone me; else I don’t want to know about it. A problem is not solved because you’ve sent e-mail about it. Directions, rules and regulations stifle a company. We encourage an open, informal and creative environment where decisions can be made quickly. Yes, the more haste the less speed and because of that culture we sometimes make mistakes, but only someone who never takes a decision will go through life without mistakes.

Empower others or sweep the office yourself People laugh when I say this, but it’s true. I’ve overdone delegation to the extent that I do almost nothing. I don’t really work at the office. It’s a singular privilege. I want time to think. I want to philosophise and I want to come up with opportunities. There are people who like being involved everywhere, as if that would make them seem important. One should rather become unimportant. It consumes an endless amount of time if you as manager don’t trust people. Former General Motors president Alfred P Sloan Jnr put it this way: “Every executive has to recognize sooner or later that he himself can’t do everything that needs to be done.” The same decision-making principle that applies to bureaucracy is valid here. Someone who works with a certain matter daily knows exactly what each aspect entails and therefore he or she will take the right decision nine out of ten times. If he wants you to decide on his behalf, he would motivate for a decision in a certain direction anyway. Someone with a problem can walk into my office any time, but I don’t want to know about every trifle. You can come and tell me once you’ve made an important decision. Chris Otto will also tell you I’m the best delegator he’s ever met. He also knows that in fact I do nothing: “Jannie doesn’t want to be on boards. He’s not a control freak, but he expects something to be done, and then it gets done.” There’s something else to the art of empowerment. If you trust others to take good decisions, you also have to respect your employees and give credit where it’s due. Labour can never be rewarded with money alone.

‘If something is important enough someone has to phone me; else I don’t want to know about it. A problem is not solved because you’ve sent an email about it.’

One of South Africa’s greatest success stories, Jannie Mouton built his business from scratch after getting fired at age 48. Straight-talking Mouton tells the inside story of how he started PSG, turning it into a triumphant success in only 15 years. Today the companies he is involved in have a market capitalisation of R61 billion. Published by Tafelberg

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BRAINFOOD

SOCIAL MEDIA WHAT IS IT? Sometimes the truth cannot be kept from the chief executive any longer. Even the most cloistered and secluded boss will have heard that there is something out there called social media and that it is proving rather popular. And, finally, the moment comes when he or she cannot be held back any longer. It is time to give it a try. But the results can be a little embarrassing. Forget ‘dad dancing’. Out there in cyberspace, where nothing can be deleted forever and people have long memories, a digital mis-step could cause major commercial damage. WHERE DID IT COME FROM? All bosses know they are supposed to be good communicators. They ought to have a story to tell that is ‘compelling’. So with each technological advance hopeful leaders get out there and… communicate. Company-wide letters were replaced by emails and voicemails. Blogs were started, and sometimes maintained. Facebook pages were launched and now not even Twitter is safe. Branson, Alan Sugar and Tesco boss Phil Clarke have all had a go. But the first big media surprise of 2012 was the unlikely arrival of @rupertmurdoch on Twitter timelines. He started out keenly enough, sometimes in too much of a hurry to punctuate. WHERE IS IT GOING? You might feel that once a boss as (in)famous as Murdoch is on Twitter there’s a danger he’ll spoil it for everyone. Within hours of him being onboard, #murdochsdeletedtweets started trending but disappeared quickly and mysteriously. That’s the problem with the transparency of social media – people really can see what you are getting up to. In theory, it is good for bosses to be out there and visible, promoting their businesses. But they also have other tasks to attend to. Tweet if you must, but tweet carefully. GRADIENT: Steep and slippery.

ECONOMICS How do we tell whether or not an economy has grown? GDP measures the quantity of goods and services produced in a country in a year. If an economy produces 100 000 goods in Year 1 and 110 000 goods in Year 2, then clearly production has expanded by 10 percent. So, we can say that the economy has grown by 100 percent. Indeed, the annual percentage change in the real GDP is the actual method generally used to measure annual economic growth. It is all very well saying that production has grown by 10 percent in Year 2, but suppose that the population also increases by 10 percent. Are more goods available to each individual in a Year 2 than in Year 1? No, of course not. The real GDP per capita (that is, per person) will be unchanged. If, on the other hand, the population had grown by only 4 percent in Year 2, then the GDP per capita would have risen by 6 percent. Bearing in mind, many people define economic growth as the percentage change in real GDP per capita. A final note, Remember that economic growth can be negative. If real GDP in Year 1 was R100-million and R95-million in Year 2, the economy has actually shrunk by 5 percent. So, negative economic growth in any particular year means that the production of goods and services is less than that of the previous year. To further complicate matters, the economy can, for example, grow at 2 percent in Year 2, but because the population grows at 4 percent, the real GDP per capita will fall by 2 percent.

* Andre Roux author of Everyone’s Guide to the South African Economy - 10th edition

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THE BOSS DOES

WHAT IS.....

indispensable ways to be

NERVOUS ABOUT YOUR ROLE IN THE COMPANY? HERE'S 10 WAYS TO MAKE YOURSELF INDISPENSABLE

Show commitment – go beyond your basic duties Publicise your achievements Figure out where the business is going ... ... and make yourself an essential part of it Take the initiative Ask for feedback Pay attention. Anticipate what else your company needs Be versatile Network, both inside and outside the company Be likeable

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Words from Management .com

LEARNING CURVE

IDEAS

35 2012/04/03 9:58 AM


WHAT MAKES A TOP COMPANY?

Top500 aims to identify the top five companies across 100 business sectors monitored by the Topco Research Department. To be classed as one of South Africa’s best companies, we expect companies to excel in three key spheres, namely financial performance, people, and policy (or accreditation). This ranking is based on the results of the year 2010 with results from 1 January - 31 December 2010.

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RESEARCH METHODOLOGY

T

he criteria within financial performance speak to the ideas of top companies being large, growing, profitable and productive institutions that are leaders by virtue of their size and dynamism. Financial performance is measured by four indicators: turnover, rate of growth, rate of profit, and employee contribution rate. Size is both an indicator and an outcome of whether or not a company is a top company. From the perspective of financial performance, turnover is used to proxy company size and is the single largest component in the scoresheet, accounting for the highest weighted points in the criteria. The dynamism of top companies is reflected in their ability to expand and grow, and so we include relative indicators of growth in the scoresheet, accounting for medium-level points. Top companies are more profitable than other companies and the profitability indicator, which gives a relative indicator of profitability in the scorecard, account for medium-level points. Top companies are more productive than other companies and the final performance indicator speaks to this characteristic. Overall, the financial performance sphere is the most important sphere in our understanding of being one of South Africa’s best companies, and it accounts for two-thirds of the overall score. The business sector has an important role to play in promoting equity, social transformation and training, and the people criteria account for

one-fifth. Top compnies are committed to fulfilling this role, and this commitment is measured using six criteria. Two of these criteria focus on companies’ commitment to the goal of transformation as demonstrated in their employment profiles, the shares of black and women employment accounting for low-level points. Top companies, however, go further than just employment, and are committed to ensuring greater diversity at the level of management and control. The shares of black and women executive and non-executive directors contribute low points each to companies’ scores. Top companies are required to be at the forefront of people development and thus training is essential and the last indicator in the people criteria, indicated as a low contributor to the companies score. Top companies are involved within communities and are committed to quality. This sphere of policy and accreditation contributes less than onefifth out of the total. In gauging companies’ engagement and involvement within communities, this indicator contributes low points of the weight to the overall score. Companies are also judged on the existence of written policies and will be awarded low points. Commitment to quality is proxied, contributing low points to the overall score. Topco has the added component of having an ear to the ground and boardroom access to talk to industry players and experts. The exact weightings that have been applied comprise proprietary information, and are therefore not made public.

FOREMATTER

THE FINAL RANKINGS OF SOUTH AFRICA’S TOP COMPANIES ARE CALCULATED AFTER A SERIES OF STEPS:  Data collection  Identifying leading companies according to each individual criterion  Allocation of points  Calculating scores and ranking companies

SUMMARY

To be recognised as a Top500 Company there are three spheres of achievement, namely performance, people and policy. Performance is very important in our understanding of a top company, and so it receives twothirds of the weighting. Using a top-down approach – first defining what is being measured, then identifying spheres of achievement, and then specifying relevant criteria – makes for a coherent, logical, transparent scoring system.

‘The financial performance sphere is the most important sphere in our understanding of being one of South Africa’s best companies.’

*Developed by Topco Research Department in partnership with Morné Oosthuizen Deputy Director, University of Cape Town Development Policy Research Unit.

COMPOSITION OF THE TOP500 SCORE SHEET PERFORMANCE

EMPOWERMENT

POLICIES

Turnover

high

Share of female employees

low

CSI expenditure (percent)

low

Growth

med

Share of black employees

low

Written company policies

low

Profitability

med

Share of black executive directors

low

Company accreditations

low

Productivity

med

Share of female executive directors

low

Training

low

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In order to determine this years’ Top500 companies, the Topco Research Department collected and analysed data from over 4 000 companies. Companies were rated against a wide range of criteria differing in some sectors due to the nature of the business of those sectors. Through this process we are able to give you this year’s Top500 companies. The classification system followed identifies 100 subsectors clustered in 11 economic groups, in turn located in three economic segments. Shaheema Albertyn-Burton Research Manager

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INDUSTRY CLASSIFICATION

INDEX

PRIMARY RESOURCES 1. COAL

2. GOLD

3. PLATINUM

Anglo American Thermal Coal

Gold Fields Limited

Anglo American Platinum Limited

Exxaro Coal

Harmony Gold Mining Limited

Impala Platinum Holdings Limited (Implats)

Sasol Mining (Pty) Ltd

AngloGold Ashanti Limited

Lonmin plc

Xstrata SA

Great Basin Gold Limited

Aquarius Platinum South Africa (Pty) Ltd

Sumo Coal (Pty) Ltd

DRD Gold Limited

Northam Platinum Limited

Coal of Africa Limited

Royal Bafokeng Platinum Limited

Gold Fields Limited has taken the top spot in the gold Wescoal Holdings Limited sector for the fourth time by virtue of its sheer size, Taking top honours again profitability and turnover. this year in this fiercely It is the largest company in fought sector is Anglo the sector with a turnover of American Thermal Coal almost three times the size - by virtue of its strong of any other player and an growth. Anglo won with employee base of over a 15.9 percent growth in 43 000. It increased its turnover in a sector that had turnover by 8.5 percent, a tough year. Also highly significantly less than commended is the sector’s AngloGold Ashanti Limited largest player (in terms of (which achieved the highest turnover), Exxaro Coal which growth in turnover), but had an 8.9 percent growth Gold Fields still takes top in turnover and strong staff spot in its profitability productivity. Sasol (second margins and employee in size of turnover) had a 10.9 efficiency. Overall, the sector percent growth in turnover. showed an increase, with Wescoal Holdings Limited moderate growth. topped the charts with employee efficiency. Optimum Coal Holdings Limited

Anglo American Platinum Limited dominated – a position they have held for five consecutive years. Amplats is the biggest player in the market with the highest turnover (almost double that of the second largest in this sector Implats). They clocked up a 24.6 percent growth in turnover during this period. Despite their size, they also showed the highest profitability per employee (of which they have over 54 000). The sector itself has been on the increase, with only Implats showing a 2.6 percent decline in turnover from last year. Most companies give favourably towards CSI, with Royal Bafokeng Platinum Limited contributing the most at a full 1 percent of turnover.

Primary sector Business making direct use of natural resources by extracting and harvesting from the land or sea for industry. Analysed by: Shaheema Albertyn-Burton

4. METALS & MINERALS

5. DIVERSIFIED MINING

6. GAS

7. DIAMOND MINING

Kumba Iron Ore Limited

Anglo American South Africa Limited BHP Billiton SA Holdings Limited

The Petroleum Oil & Gas Corporation of SA Limited (PetroSA)

De Beers Consolidated Mines Limited

Foskor (Pty) Ltd Merafe Resources Limited

African Rainbow Minerals Limited

Palabora Mining Company Limited

Exxaro Resources Limited

Metorex Limited Assmang Limited

For the third year running Kumba Iron Ore Limited has snatched first place in the growing metals and minerals sector. Kumba has the largest turnover, almost doubling the turnover of its closest competitor. Kumba also showed a 65.3 percent growth in turnover. Interestingly, despite having almost double the turnover, its staff complement is not significantly higher. But its turnover per employee is three times higher than other sector players. As a sector, this one has strong contributions to CSI. The black employee representation is distinctive in that it ranges between 60 percent and 80 percent for all firms, irrespective of size. Female representation lies between 9 percent and 40 percent.

Sasol Gas Limited Air Liquide (Pty) Ltd

The diversified mining sector enjoyed an increase in turnover over this period averaging 11 percent across the industry. Anglo American South Africa Limited totally dominates and has taken the number one spot for the third time running. They clocked up a 19 percent growth in turnover from last year with strong productivity per employee – considering they employ over 91 000 people – that is almost eight times higher than other players. Exxaro Resources Limited makes the largest contribution to CSI. The company with the best net profit after tax (NPAT) was BHP SA Holdings Limited at 37 percent of turnover. On the whole, this sector is booming.

Easigas (Pty) Ltd African Oxygen Limited t/a Afrox

This was a closely fought sector with high profitability and rising turnover for all the contenders. For the second time, The Petroleum, Oil & Gas Corporation of South Africa (PetroSA) snatched the lead. BP Southern Africa has also previously won this title twice out of five times. Why did PetroSA win this year? They had the highest turnover. So big that it is R3-billion rand greater than the second contender. Giving PetroSA a run for its money is Sasol Gas Limited closely competing with PetroSA for the greatest turnover per employee figure.

Alexkor Limited Petra Diamonds Southern Africa Rockwell Diamonds Incorporated Trans Hex Group Limited

It seems effortless for world dominant De Beers to maintain the top position in this sector. It is simply the biggest player in the schoolyard in terms of turnover with its figures inching towards R6-billion. It also showed a 53 percent increase in turnover from last year, a result the company described as “an exceptional year”. Alexkor and Trans Hex are to be noted for their high turnover per employee, a mark of a well-managed company. Petra Diamonds also showed significant growth in turnover of 135 percent and has close on 70 percent black employees of its staff component.

Only the Top Company in each sector is indicated with a crown, the other companies are not ranked in a position but all are ‘highly commended’.

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SECONDARY BASIC INDUSTRIES 1. SPECIALITY CHEMICALS

2. PAINT MANUFACTURERS

3. BUILDERS MERCHANTS

Sasol Limited

Freeworld Coatings Limited

Massbuild (Pty) Ltd t/a Builders Warehouse

Omnia Group Investments Limited

ICI Dulux (Pty) Ltd

Cashbuild Limited

AECI Limited

Chemical Specialities Limited t/a Chemspec

Iliad Africa Limited

African Oxygen Limited t/a Afrox

Dekro Paints (Pty) Ltd

Distribution & Warehousing Network Limited

Sud-Chemie SA (Pty) Ltd

Prominent Paints (Pty) Ltd

Italtile Limited

The sector’s most dominant player Sasol Limited is really in a league of its own. It takes the number one spot for the fifth year running and is consistently the most profitable company in the speciality chemicals sector. It has no contenders with a turnover almost 11 times higher than its closest competitor. The entire sector took a knock with all companies with the exception of AECI showing a decline in growth of turnover. Sasol’s growth dipped 11.3 percent, while Omnia Group Investments Limited holds the highest black staff at 65.7 percent. 4. BUILDING & CONSTRUCTION MATERIALS

Showing the highest turnover in the paint manufacturing sector is Freeworld Coatings, leading despite a rocky year just ahead of a hostile takeover bid by its majority shareholder, Japan’s Kansai Paint. It was a rough year for Freeworld with headline earnings per share dropping by 50 percent and cashflow down 47 percent. But its sheer size carries it to the top spot, with a turnover double the size of the second contender. Freeworld has taken the lead for the second year running.

Mica Investment (Pty) Ltd

Taking top honours in the building merchants sector is Massbuild, trading as Builders Warehouse, on the back of a surge in sales and strong growth. Massbuild DIY division of Massmart - is the largest business in the category with an estimated 13 percent market share. Massbuild recorded the highest turnover, the highest rand growth and the highest turnover growth. Cashbuild and Mica Investments scored higher in turnover per employee than its competitors, the mark of a well-managed company in our rankings.

5. CEMENT

6. CONSTRUCTION GROUPS Aveng Limited

PG Bison Limited

Pretoria Portland Cement Company Limited (PPC)

Ceramic Industries Limited

AfriSam (South Africa) (Pty) Ltd

Corobrik (Pty) Ltd

Lafarge Cement – a division of Lafarge South Africa (Pty) Ltd

WBHO Construction (Pty) Ltd

Afrimat Limited

Basil Read Holdings Limited

Afrimat Limited Masonite (Africa) Limited

PG Bison took top honours this year as it has the highest turnover in their sector and had the highest rand growth. Also noted are Ceramic Industries Limited and Corobrik. Ceramic Industries Limited has the second highest turnover and the highest turnover per employee, while Corobrik is the largest employer. Black representation in this sector is high averaging around 80 percent, while female representation is fairly low averaging around 20 percent.

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Pretoria Portland Cement (PPC) takes the lead by virtue of its place as the sector’s largest player and the company with the highest turnover. PPC has taken the number one spot four out of five times. Their turnover is the second highest in the industry. Leveling the playing field is Afrisam South Africa, offering some stiff competition for PPC. Black representation in the cement industry averages around 71 percent showing the industry is largely dominated by black employees. Females are once again withdrawn in this industry, with a shy 16 percent presence. CSI contributions are fairly favourable, but could be improved.

Murray & Roberts Holdings Limited Group Five Limited

Stefanutti Stocks (Pty) Ltd Erbacon Investment Holdings

Taking top honours in the construction group sector is Aveng Limited. It snatched the top spot from Murray & Roberts, who won last year. Aveng grew in turnover by an almost flat 0.8 percent, but its total turnover at over R33-billion took it straight to the lead in this sector. Worth noting is the very strong growth in turnover from Erbacon and Stefanutti. Like the cement industry, black representation in this sector is dominant with the highest account at 91 percent in Erbacon Investments Limited. Once more, female representation is low averaging 10.5 percent.

Secondary

sector

Business involved in manufacturing finished goods from the output of the primary sector.


INDUSTRY CLASSIFICATION

INDEX

GENERAL INDUSTRIALS 7. FORESTRY & FOREST PRODUCTS

8. STEEL

1. AEROSPACE & DEFENCE

Sappi Manufacturing (Pty) Ltd

ArcelorMittal South Africa Limited

BAE Land Systems

Mondi Limited

BSI Steel Limited

Denel (Pty) Ltd

Komatiland Forest (Pty) Ltd

Cape Gate (Pty) Ltd

York Timber Holdings Limited

Macsteel Service Centre SA (Pty) Ltd

Reutech Radar Systems a division of Reutech Limited

Hans Merensky Holdings (Pty) Ltd

Evraz Highveld Steel & Vanadium Limited

Sappi Manufacturing takes the honours once more with 10 percent growth in turnover. The entire sector is under pressure with rising prices of raw materials and apart from Sappi and Mondi, other players showed a decline in growth. Competing furiously is Mondi with a similar size turnover and a 5.2 percent growth. Mondi brought in the highest staff efficiencies.

Aveng Trident Steel (Pty) Ltd Scaw Metals Group

Steel giant ArcelorMittal South Africa scoops top honours in the steel sector. For the fifth year running, the company has not budged from the top spot by virtue of its sheer size – it has a turnover three times bigger than other rivals clocking in at over R30-billion, and it has grown that turnover by 18.1 percent year on year. It also keeps its staff trim, pushing profitability per employee.

Thales Defence Systems (Pty) Ltd SAAB Grintek Defence t/a SAAB Grintek Avitronics Armaments Corporation of South Africa (ARMSCOR)

This year BAE takes the prize with the highest turnover per employee, the highest net profit after tax (NPAT) and the second highest turnover. A close runner-up is Denel who has the biggest turnover and is far greater in numbers, but BAE Land Systems with its small staff count took the top slot.

2. DIVERSIFIED INDUSTRIES

3. ELECTRICAL EQUIPMENT

4. ELECTRONIC PRODUCTS

The Bidvest Group Limited

Power Technologies (Pty) Ltd

Reunert Limited

Barloworld Limited

Actom (Pty) Ltd

Allied Technologies Limited ( Altech)

Eqstra Holdings Limited

Circuit Breaker Industries Limited

Siemens SA Limited

Argent Industrial Limited

Voltex (Pty) Ltd

Saab Grintek Technologies (Pty) Ltd

KAP International Holdings Limited

South Ocean Holdings Limited

Control Instruments Group Limited

For the second year running, The Bidvest Group took the top spot – largely due to its dominant size as a large and diversified industrial group. The industry as a whole showed negative growth, with company turnovers declining at an average of 10.8 percent. But, the biggest kid on the block saw turnover growth dip just 1.5 percent.

Control Instruments Group Limited

Moving from the second position last year, Power Technologies rises to number one. They have the highest turnover and the second highest turnover per employee – a key mark of a well-managed company. Even though they underwent a slowdown in turnover, they still come out tops in the sector. Close rivals are Actom and Voltex, both gunning to take the next top seat.

On the overall, this sector is fairly stable with all companies experiencing growth in turnover. The highest turnover growth was from Saab Grintek Technologies. Even so, the company that came out on top was Reunert Limited who had the highest turnover and an exceptional rand growth.

5. INDUSTRIAL PRODUCTS & EQUIPMENT

6. HEAVY MACHINERY

7. ENGINEERING GROUPS

Invicta Holdings Limited

Bell Equipment Limited

Aurecon South Africa (Pty) Ltd

Winhold Limited

Humulani Marketing (Pty) Ltd t/a CSE/Northmec

Hudaco Industries Limited

ELB Group Limited

PD Naidoo & Associates Consulting Engineers (Pty) Ltd

Kairos Industrial Holdings Limited

SA French Limited

Austro Group Limited

Komatsu Southern Africa (Pty) Ltd

Invicta Holdings Limited wins with the highest turnover, almost double that of the second highest earner. The company is a strong leader in its field clocking up the highest employee productivity rates. Black representation is fairly strong in the sector overall, with a moderate female representation.

Moving from the third position last year, Bell Equipment Limited is now the top company in its sector. Why are they the top dog? They sport the highest turnover along with the highest growth in turnover totalling a strong 31.2 percent. A close contender is Komatsu Southern Africa, with the second highest turnover per employee.

WSP Group Africa (Pty) Ltd Kaulani Civils (Pty) Ltd BKS (Pty) Ltd

Number one last year. Number one this year. Aurecon South Africa is first in its sector once again. How did they make it? They are the largest company in the sector, along with a substantial turnover, far greater than its competitors. Overall, the sector has hit a slump during this period, with dips in turnover across the board. T O P 5 0 0 / 5 th E D I T I O N

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CYCLICAL CONSUMER GOODS 8. CONSULTING ENGINEERS – MINING & INFRASTRUCTURE Gibb (Pty) Ltd Bateman Africa (Pty) Ltd Bigen Africa Services (Pty) Ltd HHO Consulting Engineers (Pty) Ltd Vela VKE Consulting Engineers

Gibb snatched the number one position for the period. Their results show substantial growth at 18.3 percent and they have a strong turnover, as well as strong efficiency per employee. All in all it has the key factors of an well managed company. The sector on the whole has been experiencing some losses, leaving further room for growth and innovation.

9. MINING SERVICES

1. AUTOMOBILES

Murray & Roberts Cementation (Pty) Ltd

Mercedes-Benz South Africa (Pty) Ltd

Sentula Mining Limited

Toyota South Africa Motors (Pty) Ltd

Manhattan Corporation Limited

Volkswagen South Africa (Pty) Ltd

Trollope Mining Services (2000) (Pty) Ltd

Ford Motor Company of Southern Africa (Pty) Ltd

SRK Consulting (South Africa) (Pty) Ltd

Kia Motors SA (Pty) Ltd

Westdawn Investments (Pty) Ltd t/a JIC Mining Services

Hyundai Automotive SA (Pty) Ltd

Metso Minerals SA (Pty) Ltd

With a turnover double that of the second contender, Murray & Roberts increased its turnover by 36.6 percent with this set of results. The biggest percentage increase in turnover was by JIC Mining by a massive 46.4 percent. On the whole the sector has experienced flat or negative growth, with only the very big companies maintaining their ground.

General Motors South Africa (Pty) Ltd

For the fourth time Mercedes Benz has made number one. It has the highest turnover per employee. CSI contributions are favourable within the sector, along with good black representation. and an 18 percent female representation. Leaping in as highly commended is Toyota South Africa with the second highest turnover in the sector.

2. COMMERCIAL VEHICLES

3. AUTOMOTIVE COMPONENTS

4. HOUSEHOLD APPLIANCES

Man Truck & Bus SA (Pty) Ltd

Metair Investments Limited

Defy Appliances (Pty) Ltd

Hino Trucks – a division of Toyota South Africa Motors (Pty) Ltd

Faurecia Emissions Control Technologies (Cape Town) (Pty) Ltd

Whirlpool South Africa (Pty) Ltd

UD Trucks Southern Africa (Pty) Ltd

Control Instruments Group Limited

Iveco South Africa (Pty) Ltd

Behr South Africa (Pty) Ltd

TATA Automobile Corporation SA (Pty) Ltd

Bosal Afrika (Pty) Ltd

Man Truck & Bus SA has seen a steady increase in turnover of 23.3 percent over the period and it took the award as the sector’s largest player – overtaking UD Trucks by clocking up the higher turnover. Generally, the sector seems quite stable. The highest growth in turnover was 24.3 percent by Hino Trucks, marginally greater than the number one contender.

Metair Investments Limited is number one in the automotive components sector for this set of results. The company saw a 12.3 percent increase in turnover. The sector overall is doing well, with most companies seeing increases in turnover. Metair is the largest employer, followed by Behr South Africa.

Ellies Holdings Limited Amalgamated Appliance Holdings Limited Nu-World Holdings Limited

Defy takes the award this year. Winning four out of five times, the company certainly has its foot firm on the ground. Moving up two spots from last year (the only year it didn’t make it to number one), Defy holds the highest turnover, had the second fastest growth and is the largest company in terms of size.

NON-CYCLICAL CONSUMER GOODS 1. BEVERAGE – SOFT DRINK

2. BEVERAGES – BREWERIES

3. DISTILLERS & VINTNERS

Amalgamated Beverages Industries

The South African Breweries Limited

Distell Group Limited

Ceres Fruit Juice (Pty) Ltd

Namibian Breweries

The Company of Wine People (Pty) Ltd

Quality Beverages 2000 (Pty) Ltd

United National Breweries (SA) (Pty) Ltd

DGB (Pty) Ltd

Coca Cola SA (Pty) Ltd

Halewood International South Africa (Pty) Ltdd

Orange River Wine Cellar Co-operative Limited

Brandhouse Beverages (Pty) Ltd

KWV South Africa (Pty) Ltd

Appeltiser SA (Pty) Ltd

Amalgamated Beverage Industries (ABI) is certainly the leader in its sector boasting a turnover almost five times bigger than its competitors and is also the largest company in its sector. Coca Cola SA also experienced the highest growth in turnover at 36.8 percent while ABI had a 6.5 percent growth.

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T O P 5 0 0 / 5 th E D I T I O N

SAB is one of the global leaders in the sector and the group continues to show healthy net profits, and efficiencies across their operations. Graham MacKay (see page 61) has carried SABMiller from an old fashioned conglomerate and into a R400-billion, globally dominant group.

Holding its rank from last year, the Distell Group has the highest turnover and is the largest employer in terms of size. To top that, the company makes the second highest turnover per employee with an 8.7 percent increase.

Defy clocked up the largest turnover and the second fastest growth.


INDUSTRY CLASSIFICATION

4. AGRICULTURE

5. FARMING

6. FISHNG

Senwes Limited

Rainbow Chicken Limited

Oceana Group Limited

Afgri Limited

Astral Foods Limited

Premier Fishing SA (Pty) Ltd

GWK Limited

Sovereign Food Investments Limited

Irvin & Johnson Holding Company (Pty) Ltd

Country Bird Holdings Limited

Foodcorp (Pty) Ltd t/a Marlpro Trawling

Vrystaat KoĂśperasie Beperk (VKB) Kaap Agri Limited Oos Vrystaat Kaap Bedryf Beperk (OVK)

For the fourth time Senwes has made it to the top position. The company holds the highest turnover and the highest turnover per employee for the year. Noted for strong growth are Kaap Afgri Limited and GWK Limited.

Rainbow Chicken is market dominant and our sector leader this year. The company has a high turnover and a good turnover per employee. Overall the sector is experiencing lows. Sovereign Foods Investments has the highest positive growth in turnover at 16.2 percent. In terms of size, Rainbow Chicken is the largest employer, while Country Bird follows on at a close second.

Coming up from the third spot in the last issue, Oceana Group is number one in its sector. Why did they win? Oceana Group has the highest turnover, highest turnover per employee and had a low but positive 3.7 percent growth in turnover. I&J is noted for strong turnover, but a dip in turnover growth.

7. DAIRY PRODUCTS

8. FOOD PROCESSING GROUPS

9. SUGAR

Clover SA (Pty) Ltd

Tiger Brands Limited

Tongaat Hulett Limited

Parmalat SA (Pty) Ltd

Pioneer Food Group Limited

TSB Sugar RSA Limited

Dairybelle (Pty) Ltd

AVI Limited

Illovo Sugar Limited

Leading as a top company in the dairy products sector is Clover SA. Clover is the largest employer in the industry, almost triple the size of the other contenders. Clover SA had a 9.5 percent growth in turnover. Dairybelle experienced the highest turnover growth at 40 percent. Clover SA has 90 percent black representation and 70 percent female representation.

Premier Foods McCain South Africa (Pty) Ltd

Tiger Brands clocked up the highest turnover as well as the highest employee efficiencies. Levelling the playing field is Pioneer Food Group with a similar staff count and some stiff competition for the leading position in the industry. Overall, the sector has been on a low, with only some companies showing growth in their turnovers.

10. MEDICAL AID SCHEMES

11. MEDICAL AID ADMINISTRATORS

Discovery Health (Pty) Ltd

Discovery Health (Pty) Ltd

Bonitas Medical Fund

Momentum Medical Scheme Administrators (Pty) Ltd

Fedhealth Medical Scheme

Allcare Administrators (Pty) Ltd

MediHelp Medical Scheme

Sechaba Medical Solutions (Pty) Ltd

BestMed Medical Scheme

Private Health Administrators – a division of Sweiden Trust

Discovery Health has maintained its ground for the fifth year. At the top, once again, Discovery certainly seems to have monopolised its sector with a turnover four times bigger than the second runner-up. Discovery has grown its turnover from 16.2 percent over the year. Notable is Bestmed Medical Scheme, which has showed phenomenal growth in turnover at 126.4 percent.

INDEX

Scooping top honours for the second year running is Tongaat Hulett. The company holds the greatest turnover, almost double that of the other companies. The turnover per employee is at an average, even though Tongaat Hulett is the largest employer.

A sector leader in two areas, Discovery Health again dominates. It is the largest player in its field, the company has a beneficiaries percentage of 44.9 of the market share. The company contributes 12.5 percent of its gross contributions to medical aid administrators, which is the highest in the industry.

Discovery Health held onto the top position for its fifth year. T O P 5 0 0 / 5 th E D I T I O N

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12. HOSPITAL MANAGEMENT & LONGTERM CARE

13. PACKAGING

14. CONSUMER ELECTRONICS

Netcare Limited

Nampak Limited

Samsung Electronics SA

Medi-Clinic International Limited

Astrapak Limited

LG Electronics SA

Life Healthcare Group Holdings Limited

Mpact Limited

Sony South Africa (Pty) Ltd

Clinix Health Group Limited

APL Cartons (Pty) Ltd

Philips South Africa (Pty) Ltd

Bowler Metcalf (Pty) Ltd t/a Bowler Plastics

Hisense SA Development Enterprise (Pty) Ltd

Netcare Limited is number one for the fifth year running. Although the company experienced a slowdown in growth over the period it is still the most profitable in the sector. MediClinic International Limited has the highest turnover per employee while the greatest growth in turnover was enjoyed by Clinix Health Group Limited at a healthy 40 percent.

Golden Era Group of Companies (Pty) Ltd Consol Glass (Pty) Ltd

Number one in the packaging sector is Nampak Limited. Taking the lead five times in a row, Nampak has the highest turnover in the sector, along with the highest employee efficiency (and a favourable CSI contribution). Also noted is Golden Era, which experienced the highest turnover growth for the year at a strong 35 percent.

Samsung is a wellestablished brand name and clear market leader in terms of size, taking the title of top company. The sector showed strong growth but it is largely dominated by Samsung – whose turnover is double that of the next largest, LG Electronics. The company is the largest employer with 300 employees and their turnover per employee is productive. Hisense SA had the highest growth in turnover for the year at 71.6 percent.

15. PERSONAL PRODUCTS

16. BEAUTY PRODUCTS

17. PHARMACEUTICALS

Unilever South Africa (Pty) Ltd

L'Oréal South Africa Holdings (Pty) Ltd

Aspen Pharmacare Holdings Limited

Colgate-Palmolive (Pty) Ltd

Revlon South Africa (Pty) Ltd

Adcock Ingram Limited

Amka Products (Pty) Ltd

Avon Justine South Africa (Pty) Ltd

Sanofi-aventis South Africa (Pty) Ltd

HPC–a division of Tiger Brands

Estée Lauder Companies (Pty) Ltd

AstraZeneca Pharmaceuticals (Pty) Ltd

Kimberly-Clark South Africa (Pty) Ltd

Avroy Shlain (Pty) Ltd

Pfizer Laboratories Limited

Winning five out of five times, global giant Unilever is the undisputed top dog in its sector. Unilever’s turnover is almost eight times bigger than the second contender Colgate Palmolive. The company is also the largest employer. It takes top prize. ColgatePalmolive is noted for managing an exceptional 59.5 percent growth in turnover, while Unilever’s increased by 18.7 percent.

L’Oréal South Africa is the queen of beauty products. Winning five years in a row, L’Oréal’s growth in turnover grew by 30.8 percent over this period. It has the highest turnover in its sector, it is also the largest employer. The sector seems fairly stable with only Avroy Shlain showing a 40 percent drop in turnover growth.

Cipla Medpro South Africa Limited

Winning four out of five times, Aspen Pharmacare has done it again. Moving up from second place last year and back into the number one spot, the company experienced a 31.2 percent growth in turnover. It is the sector’s largest player with a turnover topping R5.6-billion. The second largest player for the period was Pfizer Laboratories. The highest sector growth was celebrated by AstraZeneca at 50 percent of turnover. The whole industry has done well with all players showing significant growth.

Global giant Unilever is the undisputed top dog.

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INDUSTRY CLASSIFICATION

INDEX

TERTIARY

CYCLICAL SERVICES 1. SHOPPING CENTRES

2. DIRECT RESPONSE MARKETING

3. DIVERSIFIED RETAILERS

Sandton City Shopping Centre

Verimark Holdings (Pty) Ltd

Massmart Holdings Limited

Victoria & Alfred Waterfront (Pty) Ltd

Homemark (Pty) Ltd

Woolworths Holdings Limited

Eastgate Shopping Centre

Glomail (Pty) Ltd

Clicks Group Limited

Menlyn Park Shopping Centre

JD Group Limited

Canal Walk Shopping Centre

Verimark made number one after reporting the highest Sandton City Shopping turnover as well as the Centre has made it to the top, strongest turnover growth. winning for the second time. Also noted is Verimark, Situated in the ever-growing which grew the most in business hub in Sandton, it shows the greatest value per its sector by 37.6 percent. Glomail had the highest square metre. Vying for the top spot as well is Canal Walk, net profit after tax as a percentage of turnover. which is the highest valued centre. Gateway Shopping Centre

Dominating the diversified retailers sector, Massmart has the highest turnover, almost double that of the second contender. It is the third largest in terms of size, but has strong efficiencies per employee. Massmart saw a 10 percent growth over the (pre-acquisition) period. The highest growth was by Woolworths, who beat Massmart by a marginal 0.4 percent.

4. RETAIL– SOFT GOODS

5. FURNITURE RETAILERS

6. SPORTS APPAREL

Edcon (Pty) Ltd

JDG Trading (Pty) Ltd

Nike South Africa (Pty) Ltd

Mr Price Group Limited

Lewis Group Limited

Adidas SA (Pty) Ltd

Truworths International Limited

OK Furniture – a division of Shoprite Holdings

Puma Sports Distributors

The Foschini Group Limited

Ellerines Holdings Limited

New Balance SA (Pty) Ltd

The Platinum Group (Pty) Ltd Rex Trueform Clothing Company Limited

Four out of five times Edcon has made the top position. The company has the highest turnover, double that of other competing companies. Following from a distance is The Foschini Group who comes second in terms of turnover.

Winning the furniture retail component is JDG Trading. The company has the biggest turnover, almost triple that of the Lewis Group. JDG Trading also has the highest turnover per employee and saw a 2.3 percent growth in turnover. OK Furniture experienced the highest growth in turnover at 16.7 percent.

Nike is certainly doing it, once again scooping the number one position in the sports apparel sector. Closely following in turnover is Adidas SA. Companies in this sector have maintained their ranks over the period. The highest growth in turnover was by Adidas at 5 percent.

8. HOTELS

9. TRAVEL & TOURISM

Sun International Limited

Protea Hospitality Group (Pty) Ltd

Tourvest Holdings (Pty) Ltd

Tsogo Sun Group

Southern Sun Hotels

Flight Centre SA (Pty) Ltd

Phumelela Gaming & Leisure Limited

Three Cities Management Limited

HRG Rennies Travel (Pty) Ltd

Peermont Global (Pty) Ltd

City Lodge Hotels Limited

South African Airways City Centre (Pty) Ltd t/a South African Travel Centre

Sun International is at the top in gaming and leisure. It recorded the highest turnover and the company also saw the highest growth in turnover at 20.95 percent. Tsogo Sun Group is the largest in terms of size, followed closely by Sun International Group. Overall, this sector has seen positive growth in turnover for competing companies.

Protea Hospitality Group takes the lead in turnover, along with the highest productivity per employee. Southern Sun Hotels is second in turnover, even though it experienced a slight slowdown in growth.

The services sector results show strong growth and productivity in our competing companies.

Hi-Tec Sport Distributors (Pty) Ltd

7. GAMING & LEISURE

Legacy Hotels & Resorts (Pty) Ltd

Tertiary sector

Sure Holdings Limited Cullinan Holdings Limited

Tourvest is number one again for the second year running. Its turnover is just pipped by HRG Rennies, but it seals the deal with its strong growth and dominant size.

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10. BROADCASTING CONTRACTORS

11. MEDIA GROUPS

12. MEDIA AGENCIES

Multichoice South Africa Holdings (Pty) Ltd

Naspers Limited

OMD SA (Pty) Ltd

e.tv (Pty) Ltd

Primedia (Pty) Limited

The MediaShop (Pty) Ltd

SABC Limited

Avusa Limited

Media Edge CIA (Pty) Ltd

Primedia (Pty) Ltd

Kagiso Media Limited

Nota Bene (Pty) Ltd

African Media Entertainment Limited

Caxton & CTP Publishers & Printers Limited

MediaCom SA (Pty) Ltd

Multichoice South Africa is a Top Company in this sector. With a turnover three times bigger than its competitors, it is the largest with 3 989 employees, and records the strongest efficiencies in turnover per employee. This sector is fairing well, with all companies showing an increase in turnover.

Naspers Limited dominates for the fifth time in a row. With a turnover six times greater than the other contenders in the field, Naspers Limited has a whopping 7 000 employees. It also showed the stongest growth at 7.7 percent.

Moving from the third spot last year into number one this year, OMD SA has the highest turnover and strong efficiencies per employee. Noted for its profitability ratings is Media Edge CIA with just 62 staff members.

13. BRANDING & DESIGN AGENCIES

14. ADVERTISING

15. OUTDOOR MEDIA

Exp SA (Pty) Ltd

Ogilvy South Africa (Pty) Ltd

Continental Outdoor Media (Pty) Ltd

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TBWA South Africa (Pty) Ltd

Primedia Outdoor – a division of Primedia

The Brand Union (Pty) Ltd

JWT SA (Pty) Ltd

Outdoor Network Limited

Grid Worldwide Branding & Design (Pty) Ltd

Draftfcb South Africa (Pty) Ltd

Wideopen Platform (Pty) Ltd

Maintaining the number one position this year is EXP SA. It is the largest employer and recorded the highest turnover in the period, along with the highest productivity levels. 34 made the largest growth in turnover. Overall, the sector is stable, with growth all round.

Saatchi & Saatchi SA

Ogilvy South Africa is at the top again. Making the highest turnover by far within its sector, Ogilvy is certainly the tycoon. It is also the most efficient with the highest productivity per employee, closely followed by JWT SA, then TBWA South Africa.

Initiative Media (Pty) Ltd

Continental Outdoor Media is the largest in the outdoor media industry. With 165 staff members, the company enjoyed the biggest growth in turnover with a 36.8 percent increase. The greatest turnover per employee was by Wideopen Platform. Overall the sector is stable.

16. FOOD SERVICES

17. LEGAL SERVICES

18. EXHIBITION & CONFERENCE FACILITIES

Compass Group South Africa (Pty) Ltd

Webber Wentzel

Cape Town International Convention Centre

Feedem Pitseng (Pty) Ltd

Edward Nathan Sonnenbergs Inc.

RoyalMnandi (Pty) Ltd

Norton Rose South Africa

Sandton Convention Centre–a division of Tsogo Sun Group

Air Chefs (Pty) Ltd

Adams & Adams

Compass Group South Africa took the top spot with its highest turnover in the sector as well as recording the most productivity per employee. Air Chefs had the highest growth in turnover over the period, rising by 20.8 percent. All participating companies experienced a positive growth, with the lowest at 1.6 percent.

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ICC Durban (Pty) Ltd

Cliffe Dekker Hofmeyr Inc.

Thebe Venue Management (Pty) Ltd t/a The Coca-Cola Dome

Werksmans Incorporated

CSIR International Convention Centre

Webber Wentzel dropped off the Top500 radar for a few years, and now it shows up to scoop the number one spot. With the highest turnover in the sector, the company is also the second largest in the industry. The largest employer is Edward Nathan Sonnenbergs with 805 staff and a 10 percent growth in turnover. The greatest growth in turnover was by Cliffe Dekker Hofmeyr at 19 percent.

Cape Town International Convention Centre has climbed the Top500 ranks to become a Top Company. Why did they win? They have the highest turnover, highest turnover per employee and the second highest turnover growth. The company moved up from the 2nd position last year. The highest growth in turnover was by CSIR International Convention Centre at 31.4 percent.


INDUSTRY CLASSIFICATION

19. BUSINESS PROCESS OUTSOURCING

20. RESEARCH CONSULTANTS

21. RECRUITMENT GROUPS

Innovation Group (Pty) Ltd

TNS Research Surveys

Adcorp Holdings Limited

Aegis BPO Holdings South Africa (Pty) Ltd

The Nielsen Company (Pty) Ltd

Kelly Group Limited

Direct Channel Holdings (Pty) Ltd

Ipsos Markinor

Workforce Holdings Limited

DigiCall Solutions (Pty) Ltd

Citizen Surveys

Primeserv Group Limited

TNS Research Surveys is number one in its sector The Innovation Group held again. It reported the second onto its number one spot. highest turnover from Despite a 9 percent dip in participating companies, turnover growth, the Group still has the highest turnover and a 10.1 percent turnover in its sector – almost double in growth, along with the that of second largest Direct highest efficiences per employee. Noted is The Channel Holdings. The Nielsen Company who highest growth in turnover reported a 75 percent growth was by Aegis BPO Holdings in turnover over the period South Africa with 24.7 and is climbing the Top500 percent. ranks. Global Telesales (Pty) Ltd

Manpower SA (Pty) Ltd Cozens Recruitment Services

Adcorp Holdings won with its superior turnover (double that of the second contender Kelly Group) and its solid growth in turnover for the year. The highest efficiencies per employee was from the Kelly Group, with the highest turnover growth from the Primeserv Group at 27.1 percent.

22. WASTE MANAGEMENT

23. PRIVATE SECURITY SERVICES

24. CORPORATE SECURITY SERVICES

Enviroserv Holdings (Pty) Ltd

ADT Security (Pty) Ltd

Fidelity Security Group (Pty) Ltd

Interwaste Holdings Limited

Chubb Security SA (Pty) Ltd

The Protea Coin Group

The Waste Group (Pty) Ltd

Securitas Specialised Services (Pty) Ltd

G4S Secure Solutions (Pty) Ltd

Command Security Services SA (Pty) Ltd

Enforce Security Solutions (Pty) Ltd

Enviroserv Holdings has kept its top spot. The the company has the highest turnover, along with the solid efficiencies per employee. Enviroserv saw a 9.1 percent growth in turnover, a significant 55.6 percent growth from The Waste Group and an 8.6 percent from Interwaste Holdings is noted.

In the private security services arena, ADT Security takes the title this year. It has the highest turnover, and grew it 15 percent in the period. It is also the largest employer with 8 198 staff. Running a close second is Chubb Security which recorded strong efficiencies over a staff base of 2 700.

INDEX

Bidvest Magnum Shield Security Services (Pty) Ltd Stallion Security (Pty) Ltd

Fidelity Security Group takes the top ranking. The field was tight with the two dominant players Protea Coin and Fidelity vying for the top spot. Fidelity took the place as its turnover edged to the R2–billion mark for the period. Enforce Security Solutions had the highest growth in turnover of 34.3 percent.

25. CONTRACT CLEANERS Prestige Cleaning Services (Pty) Ltd Supercare Services Group (Pty) Ltd RoyalServe Cleaning Services (Pty) Ltd

Prestige Cleaning Services has made it to the number one spot in the contract cleaners sector. With the highest turnover, the company is the largest employer with 32 000 employees. In terms of growth in turnover, Prestige had a 9.9 percent increase. The highest increase in turnover was by RoyalServe Cleaning Services at 13.3 percent.

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26. HYGIENE SERVICES

27. AIRLINES

28. CAR HIRE

Bidvest Steiner (Pty) Ltd

South African Airways (Pty) Ltd

Avis Rent A Car South Africa – a division of Barloworld South Africa (Pty) Ltd – Avis

Rentokil Initial (Pty) Ltd

1Time Holdings Limited

With only two companies vying for the top spot this year, Bidvest Steiner took the top post in its sector. Bidvest Steiner had the highest turnover, and made the greatest turnover growth by 20 percent. Rentokil Initial is smaller than Bidvest Steiner by 457 staff members but had the highest turnover per employee.

Comair Limited SA Airlink (Pty) Ltd

South African Airways leads the sector. It dominates with a turnover of over R16–billion, almost seven times greater than the second contender. It is also the most profitable, even though it saw a 15.8 percent decline in turnover over the period. Comair also experienced a decline, with positive growth coming from 1Time and SA Airlink.

Budget Rent A Car – a division of McCarthy Limited Europcar – a division of Imperial Group (Pty) Ltd Unitrans Automotive (Pty) Ltd t/a Hertz First Car Rental

Remaining in the number one spot, Avis Rent A Car South Africa is still the largest in the car hire sector. They have the sector’s highest turnover, the highest growth percentage, strong efficiencies and are largest in terms of size with a staff complement of 1 569.

29. FLEET MANAGEMENT & VEHICLE TRACKING

30. FREIGHT FORWARDING

31. COURIER SERVICES

Altech Netstar (Pty) Ltd

Bidvest Panalpina Logistics

DHL Global Forwarding (Pty) Ltd

MiX Telematics Limited

DHL Global Forwarding (Pty) Ltd

Globeflight Worldwide Express (SA) (Pty) Ltd

Eqstra Holdings Limited (Passenger & Commercial Fleet division)

Hellmann Worldwide Logistics (Pty) Ltd

Dawn Wing – a division of DPD Laser Express Logistics (Pty) Ltd

Fleet Africa (Pty) Ltd DigiCore Holdings Limited

Kuehne-Nagel (Pty) Ltd Clear Freight (Pty) Ltd Kintetsu World Express South Africa (Pty) Ltd

TNT Express Worldwide (SA) Pty Ltd Berco Express (Pty) Ltd Crossroads Distribution t/a Skynet

Altech Netstar has done it again. This fleet management and vehicle tracking sector was a really tight one with Altech and Eqstra really vying for the Top Company ranking. Eqstra has the highest turnover in the sector and a strong profitability per employee. But Altech Netstar took the top spot thanks to its stronger growth in turnover over the period.

Bidvest Panalpina Logistics moves up from the second position last year. It recorded the highest turnover, and is the sector’s largest employer. DHL Global Forwarding is noted for its high turnover per employee. The biggest growth in turnover was a whopping 127.3 percent by Hellmann Worldwide Logistics.

32. POSTAL SERVICES

33. ROAD FREIGHT

34. SHIPPING

South African Post Office

Unitrans Holdings (Pty) Ltd

Grindrod Limited

Imperial Logistics – division of Imperial Holdings Limited

Toll Global Forwarding (SA) (Pty) Ltd

Super Group Limited

Berry & Donaldson (Pty) Ltd

Crossroads Distribution (Pty) Ltd t/a Skynet

Safmarine (Pty) Ltd

Cargo Carriers Limited

MOL South Africa (Pty) Ltd

Here, there can be only one. Elite in the postal services sector is the South African Post Office. Completely monopolising the sector, there are no competitors and the company remains the only organisation generating its service.

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Heneways Freight Services (Pty) Ltd

Savino Del Bene (South Africa) (Pty) Ltd Value Group Limited

With the highest turnover in its sector, Unitrans has made it to the top. Savino Del Bene shows notable growth and high productivity per employee.

Ram Transport SA t/a Ram Hand-to-Hand Couriers

DHL Global Forwarding is the courier services kingpin with a R10–billion turnover, far greater than all competitors combined. They also have the highest turnover per employee. Berco Express made the biggest growth in turnover at a strong 16.4 percent, while the second highest turnover growth was by Dawn Wing.

A magnate in the shipping industry, Grindrod makes the highest turnover, has the second highest turnover per employee along with a 9.1 percent growth in turnover.

SAA dominates with a turnover of over R16-billion, almost seven times greater than its closest competitor.


INDUSTRY CLASSIFICATION

INDEX

NON-CYCLICAL SERVICES 1. FOOD RETAILERS

2. TELECOMMUNICATIONS – WIRELESS

3. TELECOMMUNICATIONS – FIXED LINE

Shoprite Holdings Limited

Vodacom Group Limited

Telkom SA Limited

Pick 'n Pay Stores Limited

MTN Group Limited

Neotel (Pty) Ltd

Spar Group Limited

Cell C (Pty) Ltd

Woolworths (Pty) Ltd – Food Retail

Vodacom lead the pack in this sector, tipping the scales Shoprite Holdings wins as with its strong turnover this year’s Top Company. figures with over R58–million It has the sector’s highest for the period in review. The turnover, and is the biggest sector is tight and all three employer with a staff players showed growth. count of 85 000. Shoprite But Cell C stands out with a also showed a 13.6 percent strong 31.3 percent growth increase for the year in review, Spar Group Limited is in turnover as it climbs in noted for its efficiency, with market share. the highest efficiencies per

This has really always been a one-horse race. Neotel is nipping at Telkom’s absolute market dominance, but in small bites. Telkom shows healthy profits after tax and strong efficiencies, making it a Top Company in every sense.

FINANCIALS

UTILITIES 1. ELECTRICITY

2. WATER

1. BANKS

Eskom

Rand Water

ABSA Bank Limited

Johannesburg Water

The Standard Bank of South Africa Limited

Umgeni Water

FirstRand Limited

Sedibeng Water

Nedbank Group Limited

Bloem Water

Capitec Bank Holdings Limited

Eskom is the big daddy in the electricity supply industry, having lit up South Africa for many decades. The company is the only player in its sector, thus it comes out top in all aspects.

Rand Water is number one in the water sector. It is the biggest player (though it is closely chased in terms of both size and turnover by Johannesburg Water). Rand Water clocked up an 8.7 percent increase in turnover, above industry average of 7.6 percent.

Absa Bank takes top honours in this sector. It comes in during the period under review with the highest turnover and solid growth. The highest return on equity comes from FirstRand Bank Limited, with the lowest cost to income ratio.

2. SHORT-TERM INSURANCE

3. LIFE ASSURANCE

4. INVESTMENT HOLDING COMPANIES

Santam Limited

Old Mutual Life Assurance Company Limited

Remgro Limited

Mutual & Federal Insurance Company Limited

Liberty Holdings Limited

Hosken Consolidated Investments Limited

Zurich Insurance Company South Africa Limited

Sanlam Limited

Royal Bafokeng Holdings Limited

Regent Insurance Company Limited

MMI Holdings Limited

Brimstone Investment Corporation Limited

Hollard Life Assurance Company Limited

Sekunjalo Investments Limited

Clientele Limited

Mvelaserve Limited

Santam Limited is the Top Company in the short-term insurance sector. Why did they win? They have the highest turnover – double that of closest rival Mutual & Federal. They are the largest employer. Santam also has the highest turnover per employee and was the only participating company who had growth in turnover. All other companies suffered a loss in turnover averaging 7.5 percent.

Cell C stands out with a strong 31.3 percent growth in turnover as it climbs in market share.

Old Mutual Life Assurance Company Limited maintained its position at number one to take the title of Top Company. The industry figures jumped over the period due to a merger between Metropolitan and Momentum. They joined forces to become MMI Holdings in 2010 and clocked up the highest growth in turnover for that period at 123.4 percent. MMI is the largest employer in the life assurance industry.

This sector is unwavering, with companies maintaining their ranks from the previous year. Remgro has made it to the top spot having increased their turnover by 25.4 percent. Turnover growth for the investment holding companies sector averages around 14 percent, while Hosken Consolidated Investments makes the highest turnover per employee.

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5. REAL ESTATE HOLDINGS & DEVELOPMENT

6. AUCTION HOUSES

7. MICRO-FINANCE INSTITUTIONS

Growthpoint Properties Limited

Claremart Auction Group

African Bank Investments Limited

Redefine Properties Limited

Auction Alliance (Pty) Ltd

Real People Investment Holdings

Hyprop Investments Limited

Aucor Sandton (Pty) Ltd

Finbond Group Limited

Pangbourne Properties Limited Resilient Property Income Fund Limited

Growthpoint Properties takes top honours in its sector. With a 23.2 percent increase in turnover growth, Growthpoint Properties has the highest turnover and strong efficiencies per employee. The company is also the largest listed property company with current market capitalisation of R29.1-billion. 8. ASSET MANAGEMENT Old Mutual Investment Group (South Africa) (Pty) Ltd (OMIGSA) Stanlib Limited Allan Gray Limited Coronation Fund Managers Limited Peregrine Holdings Financial Services Limited

Old Mutual Investment Group South Africa (OMIGSA) moved up from last year’s list. It clocked up the top turnover in the sector as well as the highest turnover per employee. The highest turnover growth was recorded by Coronation Fund Managers at 31 percent. The sector as a whole had a good year, with all participating companies increasing in turnover.

Claremart Auction Group takes the title of Top Company. It recorded the highest turnover, highest turnover per employee and comes second in turnover growth. Also noted are strong results by Auction Alliance and Aucor Sandton.

PwC has kept its coveted title and also declared a 10 percent jump in worldwide gross revenues.

Blue Financial Services Limited

Scooping first place in the micro-finance institutions sector is African Bank Investments Limited. Why did they win? African Bank had the highest turnover, showed a 7.9 percentage growth in turnover and had the highest net profit after tax.

9. ACCOUNTING & CONSULTING PwC Deloitte KPMG Ernst & Young Grant Thornton THL Consulting

PricewaterhouseCoopers (PwC) has kept its coveted title as the leading international accountancy and consulting firm and also declared a 10 percent jump in worldwide gross revenues. Deloitte had the highest turnover. PwC is the largest employer in the industry.

INFORMATION TECHNOLOGY 1. COMPUTER HARDWARE

2. TELECOMMUNICATIONS EQUIPMENT

3. IT COMPONENT DISTRIBUTORS

Dell Computer (Pty) Ltd

Ericsson South Africa (Pty) Ltd

Pinnacle Technology Holdings (Pty) Ltd

IBM South Africa (Pty) Ltd

Tellumat (Pty) Ltd

Axiz (Pty) Ltd

Mustek Limited

Alcatel-Lucent South Africa (Pty) Ltd

Rectron (Pty) Ltd

Hewlett Packard South Africa (Pty) Ltd

Altech Alcom Matomo (Pty) Ltd

Sahara Computers (Pty) Ltd

Acer Africa (Pty) Ltd

Dell Computer takes the lead in providing customised computer technology, products and solutions to businesses and home consumers. Moving up from the second position last year, Dell has the second highest turnover and the highest turnover per employee. IBM South Africa is the largest employer in the industry.

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Ericsson South Africa has kept its position as Top Company in the telecommunications equipment sector. The company experienced the highest turnover even though its turnover growth took a dip. Ericsson showed the highest turnover per employee in the sector. Growth in the sector was slow overall.

The largest provider of information and communication technology products in Africa is Pinnacle Technology Holdings. Structured to be a premier ICT distributor, Pinnacle Technology Holdings has the highest turnover, along with the highest turnover per employee. The sector on the overall is on the rise with all companies making steady growth.


INDUSTRY CLASSIFICATION

4. OFFICE AUTOMATION & EQUIPMENT

5. INFORMATION TECHNOLOGY GROUPS

6. TELECOMMUNICATIONS SOLUTIONS

Nashua Group

Dimension Data (Pty) Ltd

Vox Telecom Limited

Bytes Document Solutions

Business Connexion (Pty) Ltd

Westcon SA (Pty) Ltd

Itec Group SA (Pty) Ltd

GijimaAst-Group Limited

TeleMasters Holdings Limited

Ricoh South Africa (Pty) Ltd

Bytes Technology Group South Africa (Pty) Ltd

Huge Telecom (Pty) Ltd

Kyocera Mita South Africa (Pty) Ltd

Datatec Limited

Tellumat (Pty) Ltd

The Nashua Group is the Top Company and market leader in the supply of copiers, multi-function printers, laser printers, consumables and digital software solutions to the southern African market. The group has the highest turnover by far in its sector at R6.8–billion. Also noted is a significant growth in the far smaller Kyocera Mita which clocked up at 33 percent growth in turnover and strong efficiencies.

INDEX

EOH (Pty) Ltd

Dimension Data has moved up from being ranked fifth last year to the top spot this year. The company operates in 47 countries around the world and is positioned at the forefront of networking and communications. It took the top spot with the highest turnover in the industry for reasons including its strong financial results and an 11.7 percent growth in turnover. The highest growth in turnover came from EOH at 38.1 percent.

Vox Telecom is at the top of its game in the telecommunications solutions sector and takes the title Top Company. It is the sector’s largest employer and the market leader showing strong efficiencies and good sales.

EDUCATION 8. BUSINESS SOFTWARE SOLUTIONS

1. UNIVERSITIES

Microsoft SA (Pty) Ltd

University of Cape Town

SAP South Africa (Pty) Ltd

University of Witwatersrand

MTN Business Solutions (Pty) Ltd

UCS Group Limited

University of KwaZulu-Natal

Data Pro (Pty) Ltd t/a Vox Datapro

Softline (Pty) Ltd

University of South Africa

iBurst (Pty) Ltd

SAS Institute (Pty) Ltd

University of Stellenbosch

7. INTERNET SERVICE PROVIDERS Internet Solutions – a division of Dimension Data (Pty) Ltd

MWEB Connect

Internet Solutions has done it again. The Dimension Data division has held its rank at number one and has the highest turnover and strong turnover per employee. Also noted are strong results from MTN Business Solutions, which stands highly commended in the sector.

Microsoft dominates the business software solutions sector for a second year. It is the largest player with a turnover double the size of other entrants, and it increased turnover by 14.3 percent over the period. UCS Group Limited is the biggest employer in the sector, while SAP South Africa had the highest turnover per employee.

The University of Cape Town takes the award this year again. Their financial performance is strong with the highest turnover per employee and a 21 percent growth in turnover. They win best-managed university.

2. BUSINESS SCHOOLS Graduate School of Business - University of Cape Town WITS Business School Gordon Institute of Business Science (GIBS) University of Stellenbosch Business School (USB) UNISA Graduate School of Business Leadership

Maintaining its rank, the University of Cape Town Graduate School of Business (UCT GSB) is the crown of well-managed business schools. It takes the honours on strong financial results and profitability – including clocking up the highest turnover on a smaller student body.

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Q&A with

SILVER SPONSOR

Dave Coutinho Name Dave Coutinho Born 1963 Position MD of Nashua Mobile First job Packing shelves in Pick n Pay while still at school Best business book read over the past year Steve Jobs: The Exclusive Biography by Walter Isaacson Most inspiring business leader Richard Branson, Jack Welsh and Jeff Immelt from GE. There are also some really good South African leaders, such as Whitey Basson from Shoprite, Simon Sussman from Woolworths, and Anton Rupert. Mental fitness goal Keep sharp, keep abreast, don’t lose track Way you relax There’s nothing nicer than beach, sun, and chilling out. That’s the ultimate. Business philosophy Business is not just about bricks and mortar, but is centred around people. They are the fundamental assets of any business. Managing and getting the best out of them is key to success.

‘I hate sitting in an office. I want to see our franchisees, talk to people who are facing problems. I love going to customers. It’s the biggest thrill, to see someone upset and be able to say, we were wrong and I’m going to fix it for you’.

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Dave Coutinho started as a technician at franchise and office automation group Nashua, now part of the Reunert Group, and worked his way up the ranks, culminating in his appointment as MD of Nashua late last year. He tells Top500 what makes him tick. How would you describe Nashua? Nashua offers printing equipment across all ranges and sizes. We cater for every printing segment and we have very sophisticated software to enable document flow in corporate environments and improve business processes. Nashua’s philosophy is that we’re looking for a customer for life. We don’t take a short term view. We’re looking for a long-term relationship. That’s something we live and die by. Can you tell us the story of Nashua? Nashua has been around for 30 years, and I’ve been at the company for 24 years. It’s been an incredible journey. There’s such a unique culture at Nashua. Our franchise partners are like family. We have an oldfashioned ethos that people stay in the company for a long time. In past years, we were a supplier of hardware. The world around us is changing. We are moving from an old environment to solutions selling. We’ve become consultants on how to do things more efficiently, and the hardware becomes secondary. Our alignment is more strategic, as a supplier to a trusted partner. That’s a challenge we’ve got to embrace. It’s about adding value to a customer, not just giving them a device for copying or printing. Companies out there need to grow, make money, and show a return on investment to shareholders. The new conversation we have with our clients is about, “How can I help you to get to your objectives? How can we ensure you save money or make your operations more effective?” It’s a different conversation. Tell us about your management style? A company is made up of people. It is vitally important to embrace those people. They’re the doers. They’ll fight for deals,

talk to customers, fix what goes wrong. We have a strong focus on people and a total open-door policy. For people to grow, you have to let them fail. They need to make mistakes, or they won’t learn. You have to encourage people to grow by doing things, and getting things wrong. I don’t think I’m the easiest person to live with – I’m demanding and resultsdriven – but that’s the culture I want to develop in my staff. I don’t know everything. I want my staff to challenge my thinking. Just because I’m the MD, it doesn’t mean I’m always right. What’s the hardest part about your job? I hate sitting in an office. I want to see our franchisees, talk to people who are facing problems. I love going to customers. It’s the biggest thrill, to see someone upset and be able to say, we were wrong and I’m going to fix it for you. Then I’ve got that customer for life. Customers tell you where the problem is. Our whole management team regularly interfaces with franchisees. But as the MD, you don’t have the flexibility to do that all the time, because the responsibility is so much more. But it helps having a great team. Another challenge is to move from thinking in the box to solutions. We’ve all been here so long, we’re so set in a particular way of doing things, that it’s hard to change that mindset. What inspires you? It’s never the same. Not one day is the same, it’s never boring. What are the most important challenges you’ve had to face as a leader? Being appointed MD and coming in to lead the organisation has been a challenge, because you have to get people to believe in your vision, to motivate them.

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NASHUA OFFICE AUTOMATION GROUP

LEADER PROFILE

Another challenge I would like to see us achieve is to move from being known as a copier company to a solutions-type company. No one stands out in the space for services. That’s an opportunity for us to be known as a services company. Tell me about your career path? I’d just come out of the army, and I was always stripping down my dad’s old radio. I was good with my hands. I got into technology, went to a technical school, and got qualified. I joined Nashua as a technician, and then moved into marketing in a junior role. I was pushed into it, as I saw myself as someone who wanted to get his hands dirty, but I liked it, and I started studying again. For each step I progressed in the company, I improved myself. And the only way to do that is to grow your brain. I eventually did my MBA. Then one day I woke up and was told, you’re the new leader. It came as a surprise? It came as a surprise to me. New management came in to restructure Nashua. It was a difficult time but we have now got through it and we can move on. My first task was to try and stabilise the staff. It’s people that make the place work, and they had been threatened. I had to restore confidence. It was a big challenge. The changes were not positive. In fact, they had been destructive. So my first task was to try and provide a vision in which they could believe again. It’s people that make the place work, and they had been threatened, I had to focus on the staff. Morale was low – people were out job hunting, all the wrong indicators for a people focused business. What do you rate as your biggest career achievement? In the past I’ve been involved in massive deals. Bringing new suppliers to South Africa was also a highlight. At Nashua we have a nice history of doing things differently. The greatest challenge now is to make the company solutions-focused. That’s going to be a big one. But Rome wasn’t built in a day, and we have a three year strategy. By the end of 2014, we want to have reached certain milestones. It’s important to start the process. Who are the people you most admire for their professional success? Richard Branson and Jack Welch. I love Jack Welch. I would have given anything to work for him for a year. Steve Jobs was also unbelievable. I thrive on achievements and success. I don’t ask anyone to do something I’m not prepared to do myself. If you had to start your working life over again, what advice would you give yourself in hindsight? I would have been an investment banker! My advice would be: be honest, be open, have integrity. Your handshake is worth more than a written contract. Don’t burn bridges. Don’t think you’re better than anyone else. People often say they would have acted more quickly. I want to be one of those who acted quicker, but not so as to undermine the businesss.

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IF YOU’VE BEEN BRUISED BY HIGH MEDICAL AID COSTS,

RELIEF IS JUST A FEW STEPS AWAY What does it take to ensure quality healthcare that’s affordable? Looking for a medical scheme that has long-term viability and financial stability is the best starting point. Here are 10 steps you can take to ease your condition: 1. Look for a high solvency ratio. By law every medical scheme must have cash reserves of at least 25% of the contributions made by members. Bonitas maintains an extremely high solvency ratio - the second highest at 36.5%. Some schemes in the top ten have failed to meet this obligation.

The Advertising Booth/BON193/E

2. Look for a medical aid with a low age profile. The younger the age profile of a scheme the fewer claims are made, which means more affordable contribution increases. According to the Council of Medical Schemes (CMS) Bonitas has the youngest profile among the top ten open schemes. 3. Look for a low pensioner ratio. Again, according to the CMS, we have the lowest pensioner ratio of all the ten largest open schemes. 4. Look for a scheme that’s financially solid. Last year Bonitas recorded a cash surplus of R280 million. Something else that ensures that we keep our increases to a minimum.

5. Look to ensure your savings go the distance. Compared to some other schemes, we pay more from risk and less from your savings. Our dental and optical benefits are also among the most generous available. 6. Look for a large network of doctors. Our GP Network is arguably the largest in the country. In all, 4 800 doctors have agreed to only charge the Bonitas rate, which means our members receive quality healthcare without having to make co-payments. 7. Look for the lowest non-healthcare costs. At Bonitas this is well below the market average, which means more money available to pay claims. 8. Look at the scheme’s claims paying ability: Our ability to pay claims promptly has meant that we retained our A+ status. In fact, last year 98.2% of our members’ claims were processed in 10 days. 9. Look to go big. The old adage that there’s safety in numbers is true for medical aids as it spreads the risk. Being the second largest open scheme – with 268 000 members and almost 620 000 beneficiaries, says it all. 10. Look at the contact details below and call us now. Or call your broker.

0860 002 108 | www.bonitasmedicalfund.co.za

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BONITAS MEDICAL AID

Delivering results

LEADER PROFILE

SILVER SPONSOR

Bonitas Medical Scheme CEO Gerhard van Emmenis stays away from hype and frills, preferring to deliver solid services to a huge spectum of members. Not all stress is bad, some stress is good and contribute to bring out the best in us. If success is a journey then stress is the fuel getting there.

What are you putting your attention? Currently only seven million South Africans are cared for by the private sector. That means the other 43 million are being treated in underfunded state resources. Bonitas Medical Fund is striving to position itself as the medical fund for the people and we are working hard to be in communities. We would like to achieve this goal and be part of the broader society by delivering our products to communities. The biggest challenge is to find new ways to get more people onto affordable health insurance.

Name Gerhard Van Emmenis Born Pretoria 1962 First job Recruitment Consultant Best advice Live according to your own values. And, life is not a spectator sport. – Both from my father Best business book read this year The Tipping Point – Malcolm Gladwell Most inspiring business leader Bobby Godsell Fitness goal To be healthy enough to enjoy life Golf handicap 22

‘Bonitas is not black empowered, it’s when empowered and head office boasts a ratio of two women for every man.’

Which comes first: people or profit? Always people, as people make all efforts worthwhile. People are also responsible for profits at the end. What we do as a Fund also impacts on the lives of thousands of people, so the way we do it is important. For me that focus has been to add real value to the lives of our members by offering them products and solutions that work for their lives and needs. What impact does global economic instabilily have on your sector? It means that our trading partners are under pressure. Europe’s economy has less of an effect on us due to the fact that we now part of the BRICKS countries and trading more widely international divers our risk. Europe risks of being left behind if they don’t sort their structural problems in the economy. In general the demand for medical cover is linked to economic growth so as business improves, so does demand. What drives you now that you have achieved professional success? In the past personal goals played an important part in driving me harder and pushing me to further myself. But it is now a lot easier as my emphasis is on making a difference. I hope to

make a small contribution to a better society. What makes me passionate about coming to work every day is knowing that we often make a difference in some peoples’ lives. Achieving your level of success has traditionally been considered a stressful journey; Stress is a part of life and one needs to manage it. Not all stress is bad, some stress is good and contribute to bring out the best in us. If success is a journey then stress is the fuel getting there. Sustainability in business is becoming hard to ignore; how do you define it? I see sustainability as the inclination of a business entity to be around for longer, in order to be part of society’s growth rather than to maximise profit in the short-term. If you could advise government on policy, what critical suggestion would you make right now? I would say “Never to forget that you represent and serve the people”. On a specific policy let us not repeat the mistakes of the past and be transparent in what you do.

* Bonitas Medical Fund is the second largest open scheme in the country that caters for more than 600 000 beneficiaries. Bonitas offers six products which are a combination of new generation options with a savings account whereby members manage their day to day expenses individually; traditional options whereby members cross-subsidies each other on the full risk of cover provided; and a capitation option where the premium is sensitive to the income of the principal member.

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MANAGEMENT

LEADERS

The world of business is constantly changing and new leaders are emerging that challenge our models and stretch the boundaries. Some say the CFO is the new CEO, others predict that the leaders of the future are ones that marry a social conscience with a profit agenda. Over the next few pages we recognise leaders who stand out from the rest.

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MICHAEL JORDAAN FIRST NATIONAL BANK CEO

“I believe in channelling ambition into business rather than into ego,” says FNB CEO Michael Jordaan. For the past seven years, that’s precisely what he has done at the bank “and we were able to do that because of our unique style of management that is very empowering and very entrepreneurial”. Together they innovated and began to stand out among the other high street financial institutions. They are now the only bank to exist on a smart phone. They send out 70 million free SMSs a month to keep their clients up to date. They offer money-back to clients on certain everyday purchases. And they plug an aggressive and relentless publicity drive. Throughout his tenure Jordaan hasn’t been shy about delegating responsibility and nurturing the talent that is around him. The bank has a number of profit centers and each man and woman who heads up the various business units performs as if they were a CEO in their own right. “It’s real life training for CEOs”, as he sees it. But the lifespan of each CEO is also limited and Jordaan has given himself another two or three years at the helm before he hands over to the next generation of leaders.

The younger CEO is the thing of the future, he believes, but they must appreciate diversity. “Not just black and white, but young and old and the wisdom the various people bring,” says the forty-something incumbent. Is there a model CEO in his midst? “No. It’s not about an individual, but about a set of attributes. You must have ambition, channel it through the company, be big enough to surround yourself with the best, even if they are better than you. And have the discipline to see your ambition through.”

‘Jordaan hasn’t been shy about delegating responsibility and nurturing the talent that is around him.’

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SIFISO DABENGWA MTN CEO

MTN CEO Sifiso Dabengwa is the relatively new chief on the telecommunications block and with the exception of the negative publicity that emerged last month around the group’s Iran deal, the markets agree he is steering Africa’s leading telecommunications company in the right direction. The 54-year-old Zimbabwean is an electrical engineer by training but has spent the best part of his professional life in executive positions. When he completed his MBA in the early 1990s, he joined state-owned power utility Eskom and headed up the distribution division. He then moved to MTN in 1999 as the MD of the telecommunications group’s South African operations and began to work his way up through the group’s ranks from there. In 2004 he was appointed group COO but was

also CEO of MTN Nigeria at the same time. Throughout this period he worked closely with then CEO Phuthuma Nhleko and when Dabengwa returned to South Africa, the pair worked closely together on the group’s growth strategy. There were few surprises, therefore, when the announcement came at the end of 2010 that Dabengwa would step into Nhleko’s shoes in March 2011, the latter had not only groomed him but given him the responsibility of overseeing the group’s two biggest markets; South Africa and Nigeria. Yet despite heading up a telecommunications giant that serves more than 155 million customers in 21 countries, little is known about Dabengwa. He is a discreet operator, something his shareholders tend to find slightly disconcerting. Rarely is he talked of or written about, preferring to perform instead. “That’s what leadership is about,” he says. “Getting results.”

‘Rarely is he talked of or written about, preferring to perform instead. “That’s what leadership is about,” he says. “Getting results.”’ T O P 5 0 0 / 5 th E D I T I O N

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‘You learn that power is not something you use, it’s something you are a custodian of and through which you make things happen.’

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MARIA RAMOS

ABSA GROUP CHIEF EXECUTIVE The role Maria Ramos played in shaping the new South African economy is often an understated one. When the ANC was unbanned in 1990, she joined the liberation movement’s Department of Economic Planning as a young economist and embedded herself in the ranks of the soon-to-be ruling party. When Trevor Manuel was appointed finance minister in 1996, he named Ramos as his director general and the pair worked closely in positioning South Africa as a free-market economy. In 2004, she was appointed CEO of Transnet, which was then a lagging state-owned rail, pipeline and ports agency but which she steered back to financial health and efficiency during her five years at the top. Three years ago she joined Absa, a subsi-diary of Barclays Bank, as group chief executive. Within two years Absa’s profits were up by 19 percent. Success and respect follow the petite woman in large measures. Her reputation is solid all over the world. How does she do it? I don’t take anything for granted, she says. The key is to know your market and have a vision and “set high standards for yourself and those around you”. And even if she is speaking from the other side of the most important desk in the bank, she tends to surround herself with people who are “infinitely smarter” than she is, the kind of people who challenge her and who are open to be challenged. “You learn that power is not something you use, it’s something you are a custodian of and through which you make things happen.”

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‘When he took the leadeship in 1994, SAB was a very different company with diversified holdings.’

GRAHAM MACKAY CEO SABMILLER

Since he was marked as the heir apparent in 1994, Graham MacKay has carried SABMiller from an old fashioned conglomerate into a R400-billion globally dominant beer and other beverage group. He started at the company with a job revamping its computer systems in 1978 and when he took the key leadership in 1994, SAB was a very different company. It still had various diverse interests such as Lion Match, the Edgars clothing chain and the OK supermarket. MacKay niched it.

Known as “a thoughtful and shrewd tactician with an appetite for bold business moves”, he is always backed by his right hand man and acquisitions expert Malcolm Wyman, the chief financial officer. One bold move was to move the group’s primary listing to London, but his largest to date was the mega-acquisition of Miller in 2002, the second-largest brewer in the US. Other large moves were to buy Peroni in 2003, Grolsch in 2007, and to merge Miller and Coors in 2008. SAB now operates in over 75 counties and has 200 brands. In 2010 MacKay was chosen as European Business Leader of the Year by a group of his peers at the CNBC awards.

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MICHAEL O’LEARY RYANAIR HEAD

Millions of people all over the world depend on Michael O’Leary’s low-cost carrier Ryanair but few really warm to the 51-year-old Irishman. He gloats at being called a capitalist chancer. He hails Margaret Thatcher and Ronald Regan as political icons. He has a runaway mouth that he exercises with great frequency but with little etiquette and only very rare social charm. “Our ideal passenger is someone with a pulse and a credit card, who will follow the simple instructions to lower our costs to the maximum,” he says. Yet O’Leary, or as some call him O’Really, is one of the hottest CEOs in the industry. When it started out more than 25 years ago, Ryaniar ferried 5 000 passengers between Dublin and London annually in a single aircraft. Today, the company has in excess of 270 aircraft that fly more than 75 million passengers to 160 destinations across Europe each year. His airline took off during Europe’s boom years but soared during the grinding recession that set in four years ago and has churned out impressive results ever since. Across the continent, German, British and French airlines have been crippled, but Ryanair has stayed the course. “It’s not many industries where the Irish can beat the Brits, the Germans and the French,” he scoffs. He now wants to double his fleet in the hope of catching the customers flocking from main carriers in search of cheaper travel but his critics warn him against such haste. So big a move could unravel Ryanair’s success story. Let’s see.

Gallo Images/Getty Images

‘He has a runaway mouth that he exercises with great frequency but with little etiquette and only very rare social charm.’

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Gallo Images/Getty Images

‘If you give me $5-billion, I will not invest any abroad, I will invest everything here in Nigeria.’

ALIKO DANGOTE

DANGOTE GROUP HEAD Sitting on a $14-billion corporate fortune, Aliko Dangote is the richest person of African descent in the world, a wealth he amassed by building up his Dangote Group from a one-man show in 1977 to a continental conglomerate. It deals in cement manufacturing, sugar, textiles, salt processing, flour milling, real estate and oil and the flagship company is Dangote Cement. The 52-year-old billionaire found his way in business with a sharp entrepreneurial mind. From his humble beginnings

as a small-time trader he started the Dangote Group in 1981. Within the space of a decade, it had diversified its trading base and become the country’s largest trading conglomerates. During the 1990s he began to exploit a gap in the Nigerian market, which until then had relied heavily on imports, and Dangote slowly shifted from a trading based company to a manufacturing operation, and from there the empire grew. Yet despite his economic presence, he found himself on the fringes of the Yar’Adua administration but was drawn into the fold of Goodluck

Jonathan’s team and now sits on Nigeria’s council of economic advisors. He has worked well with the current administration and last year agreed to lower the price of cement per bag in a bid to boost construction in the local economy. He is a firm believer in public private partnerships and in the need for business to help the government reach its goals. “If you give me $5-billion today, I will not invest any abroad, I will invest everything here in Nigeria,” he says. “Let us put our heads together and work.”

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THEY’LL CHANGE THE WORLD The next few pages of leaders are remarkable people who are leading their organisation by pressing forward a sustainable business solution. Not only are they leaders in their fields, but they are making long-lasting, positive changes to society by embracing a social conscience.

DAVID KURIA IKOTOILET’S BOSS

Kenyan David Kuria is on a mission to make toilets social. Around 60 percent of urban Kenyans live in overcrowded slums where there is little or no effective waste disposal. Safe and clean sanitation is a service many middle class people take for granted. But in sub-Saharan Africa, where 80 percent of illness is water-born, over two thirds of people lack access to basic sanitation. In Kenya, as in many other countries, toilets are also a taboo subject in polite society. That means less time is spent ensu-ring adequate access to sanitation – and that in turn affects public health.

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But Nairobi-based social entrepreneur, Kuria is challenging all that by making toilets very public. He has designed and constructed public sanitation facilities or “Ikotoilet”, a community hub of stores and services built around the public toilet – or, as Kuria describes it, a “toilet mall”. People can use the ablution facilities, and at (almost) the same time, they can also buy cooldrinks, get their shoes shined, and use ATMs. To underscore the importance of sanitation, celebrities, religious leaders and politicians are invited to visit the new facilities. Each Ikotoilet facility of 50 square metres employs 10 young people to clean and service the facility.

‘He has designed and constructed “Ikotoilets” and a hub of stores and services built around the public toilet. It is a toilet mall.’

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‘If we don’t create value for the communities in which we work, we are not creating a sustainable future for our business.’

MARK CUTIFANI

ANGLOGOLD ASHANTI CEO The words “mining companies” and “sustainability” are not often found in the same sentence. Mark Cutifani, AngloGold Ashanti’s straight-talking CEO, aims to change that. Sustainability has to be at the centre of the mining agenda, says Cutifani, and he makes no apologies for that. “If we don’t create value for the communities in which we work, we are not creating

a sustainable future for our business,” he said. “Sustainability is about being able to build and operate mines that can protect the environment and the community and generate robust returns.” South Africa’s gold mines are among the deepest in the world, and as a result, among the most dangerous. Since 2006, when 37 people were killed during operations, AngloGold has made changes to its injury and frequency rate. Cutifani is making sure that AngloGold Ashanti is at the forefront of mine safety.

“We cannot continue to operate sustainably with such an unacceptable toll on our people, people who leave their families in trust to work with us each day... The elimination of fatal accidents is our most important business goal and we continue to work towards this objective.” The group aims to reduce fatalities by 70 percent by 2012 and to achieve by 2015 an all injury frequency rate of less than 9 per million hours worked.

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MIKE BROWN NEDBANK CEO

Mike Brown took over the reins at Nedbank from Tom Boardman in March 2010 and has has continued his predecessor’s work in ensuring that SA’s “green bank” continues to be a market leader when it comes to sus-

tainability, environmental impact, and climate change. Under his watch, the bank hit carbon neutral status in July 2010, and is the first African financial services group to do so. This was attained across the group’s 13 head offices and regional buildings and more than 490 branches.

“We are determined to continue leading the charge, particularly within corporate South Africa, and intend using our influence wherever possible to ensure that businesses in this country become more aware of the vital role they have to play in mitigating climate change through positive action,” Brown said at the time. “Carbon neutrality has provided the platform on which Nedbank can develop environmentally driven products, services and solutions,” says Brown, helping to drive climate change mitigation for all the bank’s stakeholders. Nedbank prefers to keep its purchase of carbon credits to a minimum by reducing its own emissions as much as possible, and only offsets unavoidable emissions. Even then it only buys from African projects that benefit both the environment and local communities. It is also one of only three companies with JSE primary listings to be included in the Dow Jones Sustainability Index.

‘Carbon neutrality has provided the platform on which Nedbank can develop environmentally driven products, services and solutions.’

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JOANNE YAWITCH THE NATIONAL BUSINESS INSTITUTE CEO

Joanne Yawitch is on a mission to make companies think more about how good practice can save the company money. “Companies that integrate sustainability into their core business find that, after initial investments, there are big cost savings. Renewable-energy retrofits and water and fuel efficiency trans-

late into financial returns,” Yawitch wrote in a recent opinion piece. These days, the former bureaucrat’s full time job is to make the business case for sustainability. After a lengthy government career during which she helped to shape national climate change policy and led South Africa’s negotiating team at international talks, Yawitch switched focus to the private sector. From being a deputy director-general at the department of environmental affairs, she’s now head of the National Business

Initiative, a non-profit association of companies working to promote sustainable growth and development. The NBI’s work is particularly relevant when it comes to climate change. It introduced the Carbon Disclosure Project to South Africa, which asks listed companies to reveal their carbon footprint and how they are working to reduce it. South Africa now has the second highest response rate in the world, demonstrating corporate leaders’ willingness to examine their companies’ environmental impact. While the country is particularly vulnerable to climate impacts, water scarcity represents an ongoing challenge which has gained greater attention in the last few years. For this reason, the CDP process has been extended to include water disclosure. The first CDP Water Disclosure Report was produced for 2010. Electricity price increases are starting to impact on corporate bottom lines, making energy efficiency not only the green thing to do, but also the smart thing. To help companies meet this challenge, the NBI has produced case studies of local businesses who have successfully cut back on their energy usage while maintaining, or even increasing their productivity.

‘These days, the former bureaucrat’s full time job is to make the business case for sustainability.’ T O P 5 0 0 / 5 th E D I T I O N

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WAYNE DUVENAGE AVIS CEO

Duvenage may have made red the brand that carries Avis’ name, but he is green at heart. Avis clams to be the first company in South Africa to achieve carbon neutral status, in 2008/9, but it hasn’t been resting on its laurels. The company walked away with a Climate Change Leadership Award for extending its sustainability initiatives beyond carbon offsetting to holistically reduce its impact on the environment. The car hire group has introduced water recycling plants at its three main depot car wash facilities in Johannesburg, Durban and Cape Town, saving 95 million tons of water a year. In addition, the Cape Town facility also has a 180 000 litre underground water reservoir to store rain water.

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Duvenage says carbon management is a key part of Avis’ business strategy and that the group has taken action “because we believe it is the right thing to do”. “An extremely valuable spin-off of these green initiatives is that we have gained remarkable new insights into our operations and have been able to reduce waste and increase efficiencies substantially. It is a journey we urge all businesses to embark on, not only for the sake of our environment, but for the benefit of their own performance, productivity and savings,” Duvenage says.

‘They will need to be adaptable, quick thinking and have the ability to network and work on teams. The greatest attribute the leader of tomorrow will need is not just business aptitudes or skills, but also a real feeling for his or her industry and its markets, because change at an accelerated pace will be the norm.’

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NELISIWE MAGUBANE

DEPARTMENT OF ENERGY DG Nelisiwe Magubane is in charge of ensuring that renewable energy and energy efficiency projects not only succeed in generating spare capacity for hard-pressed Eskom, but also that they deliver on the promises of local jobs and local component manufacturing. South Africa’s energy sector, which is largely reliant on coal, contributes just under 80 percent of the

country’s total emissions, according to the National Climate Change Response White Paper. Energy is a key target for policies which aim to reduce overall emissions. But cutting greenhouse gas emissions often means raising electricity prices, because newer technology comes at a higher cost than our existing coal capacity. Higher prices, of course, are politically unpopular in a country where cheap energy has fuelled economic growth for decades. Despite low historic prices, in 2007 Stats SA found that 20 percent of house-

holds in South Africa do not use electricity for lighting, either because they lack access or because they cannot afford it. If Magubane gets it right, not only will the country’s exports avoid carbon penalties in later years, but it will also build a climate-resilient and internationally competitive economy – one where, hopefully, every household will be able to afford clean electricity.

‘If South Africa gets it right, it will also build a climateresilient and internationally competitive economy.’

Continued on pg 74

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Continued from pg 69

JAIME LERNER ARCHITECT & URBAN PLANNER

In urban development circles, Jaime Lerner is a superstar. As mayor of Curitiba, the capital of Brazil’s Parana state, Lerner led the city’s transformation from tropical backwater into a global poster city for sustainable development. An architect by training, Lerner set about ensuring that Curitiba’s urban planning put people first – not cars. Lerner’s mayoral leadership was all about making clever, cost-effective reforms which stretched the city’s budget further than conventional solutions would have.

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‘Lerner’s mayoral leadership was all about making clever, cost-effective reforms which stretched the city’s budget further than conventional solutions would have.’

The tropical city is vulnerable to flooding, but instead of building concrete levees, as New Orleans has done, Curitiba instead turned the floodplain into stretches of city parks, which provide recreation facilities to all the city’s inhabitants, while absorbing the waters in times of storm. A waste management plan incentivises barrio residents to collect and separate rubbish, which they can swop for groceries. It’s not incidental that Curitiba’s bus rapid transit system is significantly cheaper than a subway system to develop and run. But it’s not as though service delivery was sacrificed on the altar of the bottom line, because Curitiba’s buses are so effective that

that in a 20 year period, car traffic decreased by 30 percent even though the population trebled. The same network has been replicated in Los Angeles, Bogota, and Panama City, according to The Guardian, and provided inspiration for Joburg’s Rea Vaya bus system. Lerner has been appointed mayor three times since 1971, and in 1994 became governor of Parana state, where he concentrated on implementing innovative programmes and making the best use of the state’s scanty resources. He gave up politics in 2002, and now advises planners around the world on urban sustainability.

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‘Many development projects fail because they are driven by outsiders and implemented in isolation as pilot projects that are never scaled up.’

SOMSOOK BOONYABANACHA

THE ASIAN COALITION FOR HOUSING RIGHTS SECRETARY GENERAL Like many developing countries, Thailand struggles to provide housing for its estimated 30 million city dwellers, and this has led to the mushrooming of informal settlements and shanty towns. Somsook Boonyabanacha helped to found the Asian Coalition for Housing Rights in 1988, a grassroots forum for NGOs, com-

munity organisations, NGOs, professionals, and urban social activists to address issues of urban poverty and housing across the region. She now serves as its secretary general, and in 1991 was awarded an Ashoka fellowship in recognition of her work in this field. One of her organisation’s key projects is the Asian Coalition for Community Action (ACCA) which allows people to take charge of their own development and make changes as quickly as possible on a citywide scale. Unlike other development projects, it engages poor people

as active participants in improving their own communities and neighbourhoods. “Many development projects fail because they are driven by outsiders and implemented in isolation as pilot projects that are never scaled up,” she says. “ACCA is different. It supports citywide activities and national processes and is driven by the demands of the poor communities, who lead and partly fund action to improve housing and infrastructure, and supply water, sanitation and electricity.”

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BUSINESS SOFTWARE SOLUTIONS

Microsoft: The possibilities are endless Be what’s next.TM

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magine a business traveller who’ll never experience what it’s like to get lost, and who will travel the world with the confidence that friends, family and colleagues are just a gesture away. Imagine a researcher who can test the results of a new drug in 24 hours instead of 24 days. Imagine a small business that can compete on a level playing field with the largest competitors, even though its budget is small. Imagine a big business that can manage the flow of its supply chain in real time, and deal with the peaks and troughs of demand with the flick of a switch. Imagine governments and NGOs tackling some of society’s toughest challenges, from the environment and education, to health care and economic expansion.

COMPANY ADVERTORIAL

Today, the transformation to a world of devices connected to online services is well underway. We Bing. We tweet. We like. We Skype. We post. We tag. We check in. We engage. As we transition to this always-on world of software and services, of computing devices of all sizes and shapes connecting to the cloud, we’re focused on delivering our customers any information, on any device, anywhere in the world. 

We can imagine. And we can dream.

‘Today, the transformation to a world of devices connected to online services is well underway.’ The possibilities are limited only by the imaginations of our customers. At Microsoft, we’ve always believed that making technology less expensive and available to more people would unleash human creativity on a scale never seen before. That fundamental belief that technology can change the world and improve people’s lives is why we do what we do. It drives our long-term investments. And it’s why Microsoft has a long history of rejecting conventional wisdom and taking on the toughest challenges in pursuit of bringing technology to more people. In a world where technology spans our busy lives at home, at work, at play and on the go, we remain committed to providing everyone – people, businesses and brands – with the tools to be more effective, more creative, and more connected with the information and people that matter to them.

Tel: 0860 225 567 Website: www.microsoft.com

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Our Knowledge – Your Improved Efficiency Savino Del Bene’s promise to clients is the delivery of expert intelligence. In a world where time is money – having information at your disposal – makes all the difference. That is why we no longer compete based only on our ability to deliver ‘the package’, but rather we are focused on turning the data and information around the package into something valuable. When our knowledge results in your improved efficiency – that’s Intelligence Delivered.

Johannesburg | 60 North Reef Road, Elandsfontein, Germiston Cape Town | Cnr. Modderdam Road & Symphony Way, Bellville South Durban | 14 Mahoganyfield Way, Springfield Park www.savinodelbene.com | info@savino.co.za | 0114373000

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SAVINO DEL BENE

INFORMATION TECHNOLOGY/ LOGISTICS SOLUTIONS

COMPANY PROFILE

BRONZE SPONSOR

VALUE PROPOSITION

Directors

KOBUS MAREE

CHIEF EXECUTIVE OFFICER

S

avino Del Bene was founded by Savino Del Bene at the beginning of the 20th century, in Florence, Italy. By the late 1990s, Savino Del Bene was one of the Top 10 freight forwarding and logistics companies in the world, and in 2009 Strategic Logistical Alliance, Kobus and Juanita Maree’s business, became part of the group. The group now operates worldwide through 60 subsidiaries, operating in 37 countries, with 137 commercial offices, and over 2 600 employees. The group has since opened facilities in America, Africa, Asia, Europe, Australia and the Indian sub-continent. Savino offers logistics solutions which result not only in an integrated supply chain, but a value chain solution. Savino assists clients with the effective reduction of operating costs, reducing risk, and the improving of efficiencies in terms of forwarding, logistics and warehousing by focusing on using information intelligently. Savino is proud of its world-class business intelligence platform and methodologies. The team of data analysts make use of the latest technologies to provide clients and business units with the necessary analysis, reporting and statistics. This valuable information allows clients and internal business units to make important business decisions based on accurate data, sound analysis and facts. Savino Del Bene believes in delivering the highest level of service to its clients, the development and success of its business, and the tangible growth of its people. Savino endorses B-BBEE, the Codes of Good Practice, and is dedicated to developing its employees alongside the business. Intelligence Delivered is a brand declaration which reflects the company’s focus on being the ultimate information expert when it comes to logistics. Savino Del Bene uses knowledge to create benefits for its clients and in the process develops an entire value chain as opposed to simply operating a supply chain – that is Intelligence Delivered.

www.savino.co.za

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded: 1996 Founders: Kobus and Juanita Maree Employees: 340 Branches: Johannesburg, Durban, Cape Town

BUSINESS & FINANCE

Turnover: R2.3-billion Financial year-end: December Holding company: Savino Del Bene Spa Bank: Nedbank Auditors: BDO

CONTRACTS & AWARDS

Awards: Logistics Achievers Awards 2010 – Silver, Logistics Achiever Awards 2000 – Gold, Top Performing Companies 2007

TRAINING & CSI

Training initiatives: Business for Empowerment Trust

CONTACT INFORMATION CEO: Kobus Maree CFO: Juanita Maree Directors: Kobus Maree, Juanita Maree, Ivano Angelotti, Sergio Bazzurro, Mamonare Masipa Sales & Marketing Manager: Dee Egersdorfer Human Resources Manager: Elvera Pitt Physical address: 60 North Reef Road, Elandsfontein, Germiston, Johannesburg Postal address: PO Box 965, Isando 1600 (South Africa) Tel: +27 (0)11 437 3000 Email: headoffice@savino.co.za Website: www.savino.co.za

EMPOWERMENT STATUS

Black Empowerment Level: executive directors/senior management: 11% / total staff: 57% Empowerment rating: Level 5

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INSURANCE/ MEDICAL AID SCHEMES BONITAS MEDICAL AID

COMPANY PROFILE

SILVER SPONSOR

Directors

VALUE PROPOSITION

O

ur target market is the middle to low income earners and we have seen tremendous growth in this space over the last five years. As people age, their medical aid costs rise and this tends to increase the monthly contributions. Our average beneficiary age and pension ratio are much lower than those of the vast majority of open schemes in the medical aid industry. Bonitas exists for the benefit of its members and we believe that the most important consideration when designing and costing benefit options is value-for-money, something the medical aid industry is grappling with. The industry is consolidating as more and more schemes struggle to pay claims. Our GP Network initiative is aimed at managing claims and improving the quality of healthcare service the member receives. With R2.3-billion in reserves and a solvency ratio of 36.5 percent Bonitas members can be assured that their claims will be honoured timeously and efficiently. We are a medical aid company that covers the whole spectrum from the cleaner to the CEO. We offer the following options: Standard option - this option is the flagship of the Fund and still offers the old tried and tested reliable traditional benefits which are simple to understand by all of our members and potential members. This option is like all other Bonitas options; very transparent, you get what you buy. The majority of the Bonitas members are in this option. Primary option – this option is targeted at lower income members. It has benefits that are similar to the Standard option with lower limits than that of the Standard option. This option offers value for money and is the second biggest option in the Fund. BonSave option - this option is aimed at the young, healthy and upwardly mobile members, who can afford to pay for the day-to-day benefits out of their savings but want peace of mind in terms of major medical expenses. BonCap option – Boncap is a low cost capitated option which is targeted at low income earners and union members. It is restricted in terms of general practitioners; the member can only use doctors that are in the capitation agreement. BonComprehensive option - this option is the new generation top-of-the-range option which is targeted at the high income earners and decision makers in organisations. BonEssential – this is a hospital cover, and pricing and benefits of the option have been revised to make it attractive as a hospital cover.

PETA SMUTS

ACTING CEO: BONITAS MARKETING

www.bonitasmedicalfund.co.za

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded:1982 Trade affiliations: BHF, IFHP Memberships: BMF, BHF, IFHP Strategic partnerships: Medscheme, PPN, Denis, Primecure, Netcare 911, Aid for Aids, Faranani Health Solutions, Pharmacy Direct

BUSINESS & FINANCE

Turnover: R6.1-billion Operating profit: R437.6-million Net profit: R156.7-million Reserves: R2.3-billion (36,5%) as at December 2010 Financial year-end: 31 December 2011 Approximate market share: Estimated at 12% of membership Bank: Nedbank Accountants: KPMG Current customer base: 274 501 and 610 000 beneficiaries as at the end of December 2011 Major accounts / key clients: Eskom, Telkom, Local Government, Kumba Iron Ore, VWSA, Anglo Platinum

NATURE OF BUSINESS

Description of activity: Medical Scheme Products/services offered: Standard Option, Primary Option; BonSave; BonCap; BonComprehensive; BonEssential Export activity: We are a proudly South African company and believe we still have a lot of ground to cover in South Africa

CONTRACTS & AWARDS

Recent awards: African Access National Business Customer Service Award 2009 Recent major contracts: JIC Mining

TRAINING & CSI

Training programmes: Product training; financial planning; CRM, business intelligence Empowerment initiatives: Wildlands Treepreneurs CSI initiatives: Wildlands Trust, Comrades and Tree Planting Initiative

EMPOWERMENT STATUS

Black Empowerment Level: shareholding: >50.1% black shareholding Gender Empowerment Level: >25.1%-50% female shareholding Executive directors/senior management: >50.1% black executive directors Black Empowerment - total staff: >50.1% female executive directors

FAST FACTS 1. Proud 30-year heritage of providing value-for money healthcare 2. Second largest open medical scheme in SA 3. Beneficiary base of 610 000 4. Prides itself on social investment sponsorships that uplift communities

CONTACT INFORMATION Principal Executive Officer: Bobby Ramasia Acting CEO Bonitas Marketing: Peta Smuts Acting Marketing & Communications Manager: Michael Macamo Sales Manager: Inland – Michael Macamo;

Coastal – Clementine ‘Makhoana Human Resources Manager: Refilwe Maboea Other executives: Operations, Peta Smuts; IT, Gary Salgado; Finance, (Acting) Brian Phillips Physical address: 1st Floor Block G, Pinmill Farm, 164 Katherine Street, Sandton Postal address: P O Box 651428, Benmore, 2010 Telephone: +27 (0)11 262 7000 Fax: +27 (0)11 262 6546 Email: gerhardve@bonitas.org.za Website: www.bonitasmedicalfund.co.za

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Our Knowledge – Your Innovation Savino views technology as something that has to enable greater competitive advantage for us & our clients. Our Group & In-house IT departments are dedicated to delivering forward-thinking technologies that make it possible to mine an ever greater degree of business intelligence. Where technologies don’t exist yet or where it needs to be customised to suit individual requirements – that’s where our ability to innovate, is game-changing. When our knowledge results in innovation for your business – that’s Intelligence Delivered.

Johannesburg | 60 North Reef Road, Elandsfontein, Germiston Cape Town | Cnr. Modderdam Road & Symphony Way, Bellville South Durban | 14 Mahoganyfield Way, Springfield Park www.savinodelbene.com | info@savino.co.za | 0114373000

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MANHATTAN CORPORATION GROUP

Chris Pouroullis

LEADER PROFILE

BRONZE SPONSOR

From concept to implementation, Manhattan group chairman Chris Pouroullis shares the successes of the mining and mineral processing plant organisation.

Name Chris Pouroullis Born 6 June 1966 Occupation and position Engineer and Chairman Steps to success Integrity, vision, humanity Business philosophy The detail is important

Manhattan strives to be the Business Partner of Choice in the provision and supply of turnkey solutions and minerals processing plants. Manhattan’s products are packaged to enhance the efficiency of a customers’ business through production efficiency improvements, cost-effective and functional technical design, latest technology new capital equipment. The group was founded in 1992 and is focused on being a leading mining services provider to the mining industry. For the last 10 years, the group has focused its solutions in newly designed and manufactured process plants with a wide customer base involved in gold, manganese, iron ore, coal, platinum, diamonds, copper, cobalt, nickel and zinc. Projects have been successfully concluded in the fields of smelting, materials handling, ore processing, mining and beneficiation. Manhattan is currently represented in 20 African countries. Manhattan provides solutions to mining companies wishing to improve their operating and capital cost per tonne, volume throughput and recovery efficiencies. This could include the turnkey supply of a new plant, upgrading or refurbishment of existing machinery or the addition of modules that increase total plant capacities and efficiencies. In your experience, which comes first: people or profit? They operate symbiotically. Without people you cannot generate profit. Without profit you cannot keep people. The global markets seemed to be stabilising. It looks as though Europe is not as stable as was thought. What impact is that having on business in South Africa? Any global market instability is going to impact business confidence. In the mining field a low growth scenario will curtail demand for mined commodities, hence plant and production equipment supply. Fortunately, growth in the BRIC countries (Brazil, Russia, India and China) has created a healthy market for commodities. We expect the possibility that the next 12-24 months could be stagnant in terms of growth from other markets, however commodities remain a real tangible asset class for development and investment purposes.

Sustainability in business is becoming hard to ignore; how do you define it? Sustainability for Manhattan is created through business efficiency, growth and success. Staying in tune with our client’s requirements has always been a core focus for Manhattan, implying that change and adaptation are part of the modus operandi. If you could advise government on policy, what critical suggestion would you make right now? Communication, integrity and team work. We are all in this together. Focusing on the creation of 5 million jobs in South Africa requires a combined effort, and understanding from both sides of the spectrum, government and the private sector on what needs to be done to remain competitive, increase exports of beneficiated commodities, and ensuring an attractive and an easy to do business environment for foreign investment. What is your company doing in terms of job creation? Manhattan has developed a number of joint ventures over the past year, and has planned a roll out of additional business units in the future. These include mining and process plant supply joint ventures, which involves a partnership to empower black professionals and women in technical and engineering companies, as well as the development of additional mining projects in diamonds and gold mining. Initiatives in the agricultural and small scale mining sector are also being developed for implementation, which would include the facilitation of finance, technical development, and training of small scale miners in specific sectors that the group operates in. It is a fairly unique and pioneering model that will create a segment of new entrepreneurs and new businesses. Manhattan’s job target within 5 years, could potentially reach 10 000 new jobs being created, but market conditions will affect all job creation initiatives in terms of timing. What’s next for your company? Manhattan will develop its technology and business capacity further. Africa is an enormous growth target that is in Manhattan’s strategic vision. T O P 5 0 0 / 5 th E D I T I O N

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shutterstock.com

How to lead a merger The media excitement of the Walmart/Massmart merger put a spotlight on bold business moves. But it also highlighted the potential minefield of issues that come with mergers and acquisitions. Up to 80 percent of mergers fail, one way or another. Madeleine Barnard looks at why some companies need a marriage counsellor.

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TOP STRATEGIES: MERGERS & ACQUISITIONS

‘The historical reality is 60 percent of all mergers fail to achieve their financial goals and 20 percent actually reduce the value of the merged company.’

A

fter several hearings the Competition Tribunal finally approved the gargantuan retailer Walmart’s proposed R16.5-billion merger with Massmart mid last year. But that is not the end of the deal. Already three state departments have raised concerns, and the South African Commercial, Caterers and Allied Workers’ Union (SACCAWU) has appealed against the clearance. Economic Development Minister Ebrahim Patel stated that there should be better protection for local jobs in the Massmart supply chain than what are currently in place. There is an evident external concern about how jobs, and people, are going to be handled. This raises one of the key tricks of a merger – how do you handle the people factor?

FEATURE

NO SLOWDOWN The *Zephyr Report is a database of mergers and acquisitions, private equity and venture capital deals. It showed a total of 374 deals in SA in 2011 with a value of $17.1-billion, compared with 270 deals in 2010 valued at $22.7-billion. SA’s total ranked the country 16th in the world. The US was first with a total of $1-trillion, followed by China with $239-billion and the UK with $163-billion. The greatest activity had been in manufacturing (26 percent), followed by property (15 percent), financial (7 percent) and mining (6 percent).

Lead deals included:

Growthpoint acquired the V&A Waterfront in a deal valued at $1.43-billion. Chinese group Jinchuan acquired Johannesburg-based mining firm Metorex for $1.3-billion. ECSI Limited of Australia bought a 74 percent stake in the Johannesburgbased uranium mining firm Makhaha Resources for $1.25-billion. In terms of minority stake deals, the report includes Shanduka Group selling 25 percent to China Investment Corporation, as well as the 22 percent stake acquired by Remgro in Grindrod. *The Zephyr Report is published by Bureau van Dijk.

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Take another merger on the cards tabled between mining companies Xstrata and majority shareholder Glencore International. It has raised some eyebrows already, with the Wall Street Journal’s Andrea Hotter noting a glaring key concern: “How would Glencore’s traders, widely reputed to be among the best in the business, integrate with Xstrata’s team? Cultural integration has been the stumbling block in several deals, and the management style of the two firms is very different.” Merger and acquisitions have often filled the hearts of many workers with fear, and the whispers of job losses are surely dogging the aisles of many a Massmart subsidiary store. Not only does change bring the possibility of job losses and less local procurement, there is also the very real fear that the two corporate cultures that are brought together in this marriage of convenience might not actually gel. Although the big-business side of things tends to be the reason why these mergers happen – synergies leading to cost-cutting, access to new technologies and new markets, among others – the most challenging hurdle of all is the two sets of employees who have to deal with a new way of doing business and a new culture. Without contented employees working at full capacity, you’re in for some

major problems as a newly evolved corporate entity. Change management guru Christine Hermanson helps companies deal with mergers and acquistions in as professional and painless a manner as possible. She stresses that the best change agent is simply that managers need to have continuous awareness. “A corporate leader needs to be aware that any change will have an impact on people in your organisation. The best way to manage this is to spend quality time engaging with them in order to understand their challenges and explain to them how this will work. You might even have to change some of your implementation plans depending on the issues you discover during these dialogues.” She stresses that there is no fixed formula on hand. The process is a merger of two companies, but management has to take employees on this journey with them. “This is not mechanical; it’s organic!” is her mantra. With all the risks involved, and an 80 percent failure rate, what are the benefits of mergers and acquisitions? There are many: the opportunity to develop new skills, to work with new products and a broader customer base, the chance for the company to operate globally, working with

cutting-edge technology, bigger and better career opportunities and more marketability of employees, as well as new and innovative ways of working. And for leaders – more opportunities to rotate globally, and the chance to grow and lead a bigger organisation. But Hermanson stresses that the two companies’ leaders must be taught how to embrace change, talk to their people about this and lead not only as leaders, but as change leaders.

“THE HISTORICAL REALITY IS 60 PERCENT OF ALL MERGERS FAIL TO ACHIEVE THEIR FINANCIAL GOALS AND 20 PERCENT ACTUALLY REDUCE THE VALUE OF THE MERGED COMPANY. Why do 80 percent of all mergers fail to produce the anticipated results? Because mergers only succeed when they generate synergy and synergy is created only when the employees of the companies are successful at working together. Most mergers don’t achieve the synergy that prompted the merger decision in the first place because managers fail to focus on the impact that two distinct and different organisational cultures are going to have on the success of the merger, even though it is the performance of the combined workforces that ultimately determines the success of any merger.” Fast Company blogger Paul Glover, author of The Art of Successful Acquisition Planning and Integration

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types of successful

RED TAPE ALERT Mergers and acquisitions are subject to rigorous legal requirements. Jennifer Finnigan of law firm Shepstone & Wylie gives some insight into some of the Acts and regulating bodies involved in the M&A process:

The Competition Act, for example, requires the competition authorities to consider certain public interest issues such as job losses, and, as in the case of the Massmart/Walmart merger, loss of local procurement, which those opposing the merger are concerned may lead to retrenchments. The Companies Act, for example, prohibits the implementation of a

Ten steps to manage

change

Why are we doing this? Clarify and define the main purpose for the merger/acquisition with the combined leadership as well as your key shareholders. Where are we going with this? Create a clear, simple vision (will the two companies become one, with one leadership group; or will the two work together with certain beneficial areas that overlap?) Draw up a discussion document that leaders can take to their employees to get buy-in. How do we plan for this? Design a strategy and roadmap with key deliverables. This has to describe the impact on the business as well as on its people – how it will affect the way they work, how they can work most effectively, how secure they will be in the “new world” they’re entering and what their development opportunities will be? What can we gain from this? Identify benefits for both organisations as well as the possible synergies between them that will optimise growth. This will in turn affect the new company’s business and operating models. Measurement must be clear for both.

What’s the impact going to be? Do a thorough impact analysis on both organisations. How do we approach our people? Create a robust engagement plan with all employees which must be driven by leadership. Are our people ready for this? Conduct a change readiness assessment and see to it that you can identify where resistance lies. Design a plan, aligned with the change programme, to deal with the identified resistance. Talk to the people. Find formal and informal structures in both companies to share information with both sets of employees. How do we manage the new organisation? Design governance structures to enable smooth management and decision-making. How do we build the new organisation? Define the new organisation’s architecture, and build it to support the existing system and process architecture.

merger which involves the company disposing of all or the greater part of its assets or business until that company’s shareholders have passed a special resolution approving the merger. It also requires that the boards of all the companies involved in a merger must be satisfied that, after the merger is implemented, the companies will be solvent and liquid. In terms of the Insolvency Act, the seller of a business remains responsible for the debts of that business for six months after it is sold, unless it has advertised the sale in accordance with the requirements of section 34 of that Act. The Labour Relations Act go-verns the transfer of employees as a result of a merger (and also retrenchments). The Pension Funds Act steps in where employees change employers because of a merger, and this may affect their pensions.

The following regulators may play a role in mergers and acquisitions: The Competition Commission or Tribunal is involved in mergers which fall within the compulsory reporting thresholds. The Takeover Regulations Panel considers transactions specified in the Act and involving regulated companies (those are public companies, certain state-owned companies and any private company where more than 10 percent of that company’s shares have been transferred between unrelated parties within two years immediately before the merger). The Minister of Finance has to give the thumbs-up in bank mergers.

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The no-merger merger When it comes to acquisitions, some Asian companies are forging a novel path through the thicket of postmerger integration; they aren’t doing it. According to a McKinsey’s report, over a third of recent deals involved only a limited function integration. Their focus for value creation is on the stability and growth of the business acquired instead of the immediate broad cost-reduction efforts that most Western companies go for. They’re not forcing integration and change, but rather taking a more hands-off approach. This may seem counter-intuitive as the point of a merger is to capture synergies. “These inexperienced acquirers also gain some breathing room as they learn how to operate effectively in new and unfamiliar situations. In many cases they are acquiring a complete business in a new geography, so value creation depends on the stability and growth of the business – not, for instance, on broad cost reduction.” Their rationale: minimise integration activity and disruption to the acquired company, leaving most of its operations intact, and focus unobtrusively on those synergies that its managers feel will capture most of the available short-term value. They prefer to keep the core team in place at the acquired business, rather aiming for effective oversight through, for example, a board or supervisory committee that combines the acquirer and incumbent’s management along with select external appointees. If the acquired business is situated in another country, and team members need to be replaced, the acquirer prefers to appoint local executives rather than fly over its own people. The acquirer’s executives focus on collaborative discussions with existing management teams, focusing on performance potential and priorities of the business and avoiding intrusive scrutiny or pressure for fast results. The acquirer uses a limited set of key performance indicators (KPIs), choosing a few top sources of synergy for results instead of diluting their focus across too broad a portfolio of projects. There is limited back-office integration. Asian companies tend not to do an initial review of the acquirer’s back-office functions in order to coordinate KPIs and catch data reliability issues. Although it’s too early to tell whether this gentle approach will eventually lead to the full integration of two companies that is the ideal of M&As, people are definitely sitting up and ta-king notice. * McKinsey on Finance, Issue 34: A lighter touch for postmerger integration, by David Cogman and Jacqueline Tan.

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KEEP IN MIND... Once the merger or acquisition has happened, and the change people have packed up and gone home, what do leaders have to remember? Continue communicating with your people (try and make this in person). Establish a rigorous training programme to help employees work with new systems, processes and governance structures. Create dedicated support teams to back up the training programmes. Celebrate achievements, and in so doing, build your employees’ pride in working for the new organisation. Don’t reinvent the wheel – if something works, enhance and build on it. Don’t change everything at once – take the Asian example and focus on synergies; communicate benefits. Create informal groups where leaders and employees can talk about their concerns. Clarify roles and responsibilties and ensure rewards and recognition.

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types of successful

acquisitions

There is no magic formula for making acquisitions successful. According to McKinsey each deal must have its own strategic logic. In its report it sets out the five strategies for acquisitions that typically do create value.

IMPROVE THE TARGET COMPANY’S PERFORMANCE Put simply, you buy a company and radically reduce costs to improve margins and cash flows. In some cases, the acquirer may also take steps to accelerate revenue growth. Keep in mind that it is easier to improve the performance of a company with low margins and low returns on invested capital (ROIC) than that of a high-margin, high-ROIC company. Consi-der a target company with a 6 percent operating-profit margin. Reducing costs by three percentage points, to 91 percent of revenues, from 94 percent, increases the margin to 9 percent and could lead to a 50 percent increase in the company’s value.

CONSOLIDATE TO REMOVE EXCESS CAPACITY FROM INDUSTRY As industries mature, they typically develop excess capacity. In chemicals, for example, companies are constantly looking for ways to get more production out of their plants, while new competitors continue to enter the industry. The combination of higher production from existing capacity and new capacity from recent entrants often generates more supply than demand. It is in no individual competitor’s interest to shut a plant. However, companies often find it easier to shut plants across the larger combined entity resulting from an acquisition.

ACCELERATE MARKET ACCESS FOR PRODUCTS Often relatively small companies with innovative products have difficulty reaching the entire poten-

tial market for their products. Small pharmaceutical companies, for example, typically lack the large sales forces required to cultivate relationships with the many doctors they need to promote their products. Bigger pharmaceutical companies sometimes purchase these smaller companies and use their own largescale sales forces to accelerate the sales of the smaller companies’ products. IBM, for instance, has pursued this strategy in its software business. From 2002 to 2009, it acquired 70 companies for about $14-billion. By pushing their products through a global sales force, IBM estimates it increased their revenues by almost 50 percent in the first two years after each acquisition and an average of more than 10 percent in the next three years.

‘Even if your acquisition is based on one of these archetypes, it won’t create value if you overpay.’ In some cases, the target can also help accelerate the acquirer’s revenue growth. In Procter & Gamble’s acquisition of Gillette, the combined company benefited because P&G had stronger sales in some emerging markets, Gillette in others. Working together, they introduced

their products into new markets much more quickly.

GET SKILLS OR TECHNOLOGIES FASTER OR AT LOWER COST THAN THEY CAN BE BUILT Cisco Systems has used acquisitions to close gaps in its technologies, allowing it to assemble a broad line of networking products and to grow very quickly from a company with a single product line into the key player in Internet equipment. From 1993 to 2001, Cisco acquired 71 companies, at an average price of approximately $350-million. Cisco’s sales increased from $650-million in 1993 to $22-billion in 2001, with nearly 40 percent of its 2001 revenue coming directly from these acquisitions. By 2009, Cisco had more than $36-billion in revenues and a market cap of approximately $150-billion.

PICK WINNERS EARLY AND HELP THEM DEVELOP THEIR BUSINESSES The final winning strategy involves making acquisitions early in the life cycle of a new industry or product line, long before most others recognise that it will grow significantly. Johnson & Johnson pursued this strategy in its early acquisitions of medical-device businesses. When J&J bought device manufacturer Cordis, in 1996, Cordis had $500-million in revenues. By 2007, its revenues had increased to $3.8-billion, reflecting a 20 percent annual growth rate. J&J purchased orthopedic-device manufacturer DePuy in 1998, when DePuy had $900-million in revenues. By 2007, they had grown to $4.6-billion, also at an annual growth rate of 20 percent.

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KUMBA IRON ORE

MINING/ OTHER MINERAL EXTRACTORS & MINES

Directors

VALUE PROPOSITION

COMPANY PROFILE

CHRIS GRIFFITH

CHIEF EXECUTIVE OFFICER

A

nglo American’s South African iron ore business, Kumba Iron Ore Limited, is a leading value add supplier of the highest quality iron ore to the global steel industry. It has been mining iron ore in South Africa, in one form or another, for over 70 years. Kumba is a pure-play iron ore company, extracting iron ore from mines in the Limpopo and Northern Cape provinces of South Africa, with corporate offices in Gauteng. It operates two open cast mines, Sishen and Thabazimbi, with a third, Kolomela, currently in the development phase. The company is the fourth largest supplier of seaborne iron ore in the world, exporting more than 34 million tonnes per annum to steelmakers in Europe, the Middle East, and Asia. Kumba has reserves of more than one billion tons of high quality haematite. It is a fully empowered company in terms of the 2014 equity ownership requirements set out in the South African Mining Charter. Shareholders include Anglo American (63 percent), the Industrial Development Corporation (13 percent) and minorities (24 percent). In gearing to maintain its position as a leader in iron ore mining and beneficiation, Kumba is committed to creating a stimulating and rewarding workplace, offering progressive training and development while creating ownership options for its staff through Envision – the employee share participation scheme. Safety and occupational health, human resources, employment equity, community development, and limiting the company’s environmental impact are at the heart of Kumba’s approach to enabling sustainable development. Kumba’s role in development includes interventions designed to alleviate poverty, building infrastructure and supporting community development. Development programmes are guided by Kumba’s social and labour plans, company policies and strategies, and interaction with all levels of government and community representatives.

www.angloamericankumba.com

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded: 2006 Employees: 5 851 Branches: Two open cast mines – Sishen Mine (Northern Cape), Kolomela Mine in development (Northern Cape) and Thabazimbi Mine (Limpopo)

BUSINESS & FINANCE

Turnover: R38 704-million Operating profit: R25 131-million Net profit: R18 289-million Financial year-end: 31 December Subsidiaries: Sishen Iron Ore Company (Pty) Ltd Holding company: Anglo American Bank: Absa Auditors: Deloitte JSE listing & date: November 2006 Key clients: Nippon Steel (Japan), Bao Steel, Voestalpine( Austria), POSCO (South Korea), Salzgitter, Thyssen Krupp (Germany)

CONTRACTS & AWARDS

Recent awards: Top500 Companies (sector leader – metals and minerals); Sunday Times, Business Times Top 100 Awards (runner up); Nedbank Capital Green Mining Awards (Anglo Zimele Small Business Hub – joint winner of the socio-economic category); 2010: African Access National Business Awards – Top Performing Company of the Year; Chief Executive Chris Griffith –Top Businessman of the Year; Environment,

Sustainability and Governance Award; and Exporter of the Year (honourable mention); 2011: African Access National Business Awards-Fast Growth Award; Top Performing Company of the year. Nedbank Green Mining Awards-Joint, Socioeconomic category – Winner – sustainability category

TRAINING & CSI

Training programmes: Young Talent Pipeline (engineering and geology skills) – 116 students in total; MQA accredited training facility for technical and functional training at Sishen (683 learnerships) Empowerment initiatives: Training people from the community in civil trade through the Tshipi and Itereleng Skills Development Centres at the mines; Anglo Zimele Small Business Start-up Fund. Corporate social investment initiatives: Rural empowerment (Bomme Itsoseng); improving healthcare (Ulysses Gogi Modise Wellness Clinic); and improving education (from pre-primary to tertiary).

EMPOWERMENT STATUS

Black Empowerment Level: shareholding: 25.1%-50% / executive directors/ senior management: 5%-25% / total staff: 25.1%-50% Gender Empowerment Level: total staff: >50.1%

CONTACT INFORMATION CEO:Chris Griffith CFO: Vincent Uren Executive Head Public Affairs:

Yvonne Mfolo

Global Head Iron Ore: Marketing & Logistics:

Timo Smit

Executive Head Human Resources:

Virginia Tyobeka

Executive Head Projects: Francois Louw Executive Head Safety & Sustainable development: Alex Mgadzah Executive Head Technical Services:

Christo van Loggerenberg General Manager: Sishen Mine: Andrew Loots General Manager: Thabazimbi Mine: Cornelia Holtzhausen General Manager: Kolomela Mine: Aart van den Brink Company Secretary: Vusani Malie Physical address: Centurion Gate, 124 Akkerboom Street Postal address: PO Box 9679, Centurion 0046 Telephone: +27 (0)12 683 7000 Website: www.angloamericankumba.com

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LEADER PROFILE HARMONY GOLD MINING COMPANY LIMITED

Graham Briggs As Chief Executive Officer of Harmony, Graham Briggs has 36 years in the field. He shares his path to success. Please provide a brief summary of your company’s journey up to now? There have been significant changes at Harmony in the past six decades. Harmony began as a single operating entity running a modest yet flagship operation, in the then new gold fields in South Africa’s then Orange Free State province. The company has transformed itself, particularly over the past 15 years, into a significant global producer with a substantial asset base in South Africa and PNG, a first-class management team, a global shareholder base, and enviable growth prospects.

Name Graham Briggs Born Britain, 1953 Occupation and position Chief Executive Officer Steps to success Graham began his career in geology as a field assistant in 1972. Prior to university, Graham was introduced to gold exploration in the Free State, South Africa. On completion of his degree – BSc (Hons) (Geology), (PrSciNat) at the University of Natal, he joined Gengold where he spent time on various mines in South Africa including Buffelsfontein, West Rand Consolidated, Grootvlei and was Ore Reserve Manager at the Beatrix mine. He has 36 years of experience in the field. Graham joined Harmony in 1995 as New Business Manager and was promoted a decade later to Chief Executive of Harmony Australia. He accepted the role of Chief Executive Officer of the Harmony Group in 2008.

“Wafi-Golpu in PNG is the ‘find of the century’.”

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What strategy is used for your company’s success? Our long-term strategy is to generate earnings to fund growth and dividends. We have invested significant capital in developing and commissioning some of the best gold mining assets in South Africa and the benefits of these investments will be fully realised in the future. The transformational efforts and strategic initiatives undertaken over the past few years have all been aimed at achieving robust and sustainable financial results, with better controlled cash costs and improved grade. How do you ensure that your long-term strategy is achievable? At the heart of our strategy is the determination to create a sustainable company – one that generates earnings to fund both dividends and growth. Three key objectives underpin this strategy, namely: • Growth in quality, through our growth assets and geographic diversification • Growth through partnerships and exploration • Optimising our asset portfolio by improving cash costs and productivity What kind of changes did Harmony need to make, and what will it still have to do to ensure that the long-term objectives of this strategy are met? Our emphasis is on safe, profitable ounces and important steps have been taken to ensure that these goals are and will be met. To ensure this we have: • closed high-cost mines to give us a better mix of assets; • commissioned excellent gold mines in South Africa and in Papua New Guinea (PNG); • tailored each mine’s business plan to its unique

requirements; • pro-actively addressed ongoing industry challenges; • aimed to improve production and productivity; and • increased our exploration exposure. What makes your company stand out from the rest? Our number one priority is safety. Our people are our most important asset. We are one of the best explorers worldwide. Wafi-Golpu in PNG is the ‘find of the century’. We remain unhedged with a low level of debt. We have built low-cost, high-grade mines. We have an experienced, committed, focused management team. We have exciting long-term possibilities and we aim to pay dividends. How do you overcome safety related issues within your company? Ensuring the safety, health and well-being of our employees is a major area of focus for Harmony. Although our safety record has improved, we acknowledge that ensuring that workplaces are safe is a daily, constant task. Several initiatives exist to encourage safe behaviour on the part of employees; for instance, employees at all levels in the organisation are rewarded by way of bonus schemes that are linked to their safety performance. How do you expand or diversify? This is an exciting time for Harmony as many of our growth projects are starting to deliver and are building up to peak production over the next couple of years. We have been very successful in acquiring valuable exploration tenements. Our aim is to enhance our competitive edge at an earlier stage by expanding our geographic diversity, and to leverage off our existing resource base in one of the world’s premier new gold regions, PNG. What does your company do to ensure that production is environmentally friendly? Central to our vision at Harmony is that we are good neighbours. To this end we have dedicated executives who are responsible for environmental management and community relations, including corporate social responsibility and local economic development.

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HARMONY GOLD MINING COMPANY LIMITED COMPANY PROFILE

MINING/ GOLD MINING

Directors

VALUE PROPOSITION

GP BRIGGS

CHIEF EXECUTIVE OFFICER

H

armony Gold Mining Company Limited (Harmony), one of the world’s largest gold mining companies, operates in South Africa and in Papua New Guinea (PNG). Safety remains Harmony’s number one priority as its aim is to mine safe, profitable ounces. In South Africa, the company has 10 underground and several surface operations. In PNG, Harmony has a 50 percent interest in Morobe Mining Joint Ventures (MMJV), which includes Hidden Valley, an open-cast gold and silver mine which began production in FY10, the Wafi-Golpu project, and extensive exploration tenements. Harmony’s partner in MMJV is Newcrest Mining Limited (Newcrest), which acquired its interest in this venture from Harmony, the original developer, in FY09. Harmony’s exploration portfolio focuses principally on highly prospective areas in PNG (through MMJV) and more than 7 700km² of exploration tenements which are 100 percent owned by Harmony. Harmony’s corporate headquarters are located in Randfontein, Gauteng, South Africa. Significant capital expenditure in recent years is aimed at accessing the group’s extensive resources and extending the lives of its mines. As at 30 June 2011, Harmony reported mineral reserves of 41.6 million ounces and mineral resources of 163.9 million ounces. Harmony is a publicly listed company. The group’s primary listing is on the JSE Limited (share code: HAR) in South Africa. Harmony’s ordinary shares are also listed in the form of American Depositary Receipts on the New York Stock Exchange (HMY), and as International Depositary Receipts on the Brussels exchange (HMY) and Berlin (HAM1). At the end of June 2011, the group had in issue 430 million ordinary shares and a market capitalisation of R38.69-billion (U$5.7-billion).

www.harmony.co.za

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded: 25 August 1950 Employees: Employees at end of June 2011: 42 615 (39 226:SA and 3 349: PNG) of which 35 822 (34 345: SA and 1477 :PNG) are full time and 6 793 (4921:SA and 1872 :PNG) are contractors Subsidiaries: Randfontein Estates, Evander Gold Mines, ARMgold/Harmony Freegold JV, ARMgold, Avgold, Kalahari Goldridge Mining Company and Harmony Gold (Australia) Acquisitions: Lydex in 1997, Evander in 1998, Kalgold in 1999, Randfontein in 2000, ARMgold in 2003 and Avgold in 2004

BUSINESS & FINANCE

Activity: Gold mining and exploration Turnover: R12 445-million (FY11) Operating profit: R901-million (FY 11) Net gain: R414-million (FY 11) Earnings per share: 144 SA cents (FY11) Financial year-end: June Extended auditors: PricewaterhouseCoopers Inc. Stock exchange listings: JSE Limited (HAR); with American Depositary Receipts (ADRs) on the New York Stock Exchange, and International Depositary Receipts (IDRs) on the Brussels and Berlin exchanges

TRAINING & CSI

CSI initiatives: Various, such as skills development (graduate development programme), Bridging School, Leadership Development Programme, Supervisory Development Programme, Portable Skills Training *Please refer to the sustainability report on Harmony’s corporate website: www.harmony.co.za/ sd/reports/2010/

CEO: GP Briggs COO: Jaco Boshoff (North Region);

EMPOWERMENT STATUS

Tom Smith (South Region) Financial Director: F Abbott

BEE contribution level: B-BBEE procurement expenditure totalled R2 036-million (38% of total expenditure) for FY10: Capital at R1 498-million (27%); Services at R307-million (5%); and Consumables at R231-million (4%)

FAST FACTS 1. Founded in 1950 2. Employs 42 615 including contractors 3. Turnover of R12 445-million 4. R2 036-million spent on B-BBEE in FY10 5. Listed on two stock exchanges

CONTACT INFORMATION

Executive Corporate & Investor Relations

Marian van Der Walt Investor Relations Officer:

Henrika Basterfield Physical address: Corner Main Reef Road & WardAvenue, Randfontein 1795 Postal address: Randfontein Office Park, PO Box 2, Randfontein 1760 Telephone: +27 (0)11 411 2000 Fax: +27 (0)11 692 3879 Email: corporate@harmony.co.za Website: www.harmony.co.za

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Treading more lightly on the planet. Sustainability is a duty that cannot be left until the crisis point. As a responsible corporate citizen, Sappi continually seeks ways to lessen our impact on the environment. We’ve devoted 28% of our land to biodiversity conservation, and on the rest, we plant 35 million trees every year, more than compensating for those we fell. By adding recycled paper to the wood we use in making paper, we create thousands of jobs in the waste industry, while minimising actual waste. To reduce our carbon footprint, we generate 50% of our own energy at our mills, with 35% coming from natural waste materials. And our investment in ‘green’ energy is increasing as we continue to reduce our reliance on fossil fuels. In a low-carbon world, Sappi provides value, utility and innovation from a renewable resource in a responsible manner. www.sappi.com

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SAPPI

FORESTRY & PAPER/ PAPER

Directors

VALUE PROPOSITION

COMPANY PROFILE

RALPH BOËTTGER CEO

S

appi is a global leader in the manufacture of coated fine paper used in the production of glossy magazines, calendars, coffee-table books, catalogues and brochures and chemical cellulose used in the production of consumer and pharmaceutical products as well as fashionable clothing made from viscose fibre. We are inspired to create, develop and market products that are sustainable and relevant to our customers. All of our products originate from a renewable resource – wood fibre. We have manufacturing operations in nine countries across Europe, North America and Southern Africa, as well as a joint venture operation in China. Sappi Trading, based in Hong Kong, operates a trading network for the international sales and distribution of the company’s products outside our three operational regions. We have customers in over 100 countries. In Southern Africa we also focus on plantation forestry and the manufacture of packaging, printing and writing paper and tissue. As a responsible corporate citizen, we are guided by the principles of sustainable development (“meeting the needs of this generation without compromising the ability of future generations to meet their own needs”). Our products are not only measured on quality and service, but also on our commitment to sustainability, from procurement to production. In every region where we operate, we have strict policies underpinned by independent, internationally recognised forest products’ certification programmes such as the Forest Stewardship Council (FSC), the Sustainable Forestry Initiative (SFI®) and the Programme for the Endorsement of Forest Certification (PEFC). In our production processes, we focus on reducing greenhouse gases and increasing our use of renewable energy. We do not bleach with elemental chlorine, we include pre-and postconsumer waste in many of our products, and we have launched product ranges that meet the needs of environmentally-conscious customers, including our Triple Green and Masuga ranges in South Africa. Sappi is listed on the JSE in South Africa and the NYSE in New York.

www.sappi.com

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded:1936 Founding members: Union Corporation Employees: 14 900 Branches: Manufacturing on four continents; in nine countries. Customers in over 100 countries Trade affiliations: Paper, paper pulp and chemical cellulose Strategic partnerships: JV in Jianxi Chenming Paper Co. in China

TRAINING & CSI

Empowerment initiatives: Project Grow – a tree-growing initiative with subsistence farmers CSI initiatives: Protec; KwaDukuza and Umjindi Resource Centres; Arbor and Library Weeks

CEO: Ralph Boëttger Financial Director: Mark Thompson Marketing & Communications Manager:

André Oberholzer

Human Resources Manager: Esther Letlape Physical address: 48 Ameshoff Street,

BUSINESS & FINANCE

Operating profit: (excl special items) $404-million Net profit: $232-million Financial year-end: September Holding company: Sappi Limited Bank: Nedbank Accountants: Deloitte JSE listing and date: 1937 Foreign listing and date: NYSE Current customer base: 100 countries worldwide

CONTACT INFORMATION

FAST FACTS 1. Listed on the JSE and the NYSE 2. Operating profit of $404-million to year end September 3. All products originate from a renewable resource of wood fibre 4. Manufacturing operations in nine countries across Europe, North America and Southern Africa 5. Joint venture with Jianxi Chenming Paper Co. in China

Braamfontein 2001 Postal address: PO Box 31560, Braamfontein 2017 Telephone: +27 (0)11 407 8111 Fax: +27 (0)11 403 8238 Email: corporateaffairs@sappi.com Website: www.sappi.com

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Africa calling The drive into Africa started as a trickle, but has become a tsunami of investment and trade. Investors are keen, but cautious. But what are the new opportunities and who is taking advantage of them? Kerry Dimmer investigates both the promises, and the pitfalls.

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OPEN FOR BUSINESS

‘Outside the main cities in Africa infrastructure is poor and it’s being addressed. If this is speeded up, companies will expand at a faster rate. Poor infrastructure adds costs to business, and some places are hugely underserviced simply because the cost of doing business there is too high’. – Leslie Rance, BAT’s GM East Africa Markets

t is both thrilling and disconcerting to consider that Africa (yes the darkest continent), is going to be accelerating its own economic growth to an average of 5.8 percent in 2012. Africa is so ready to be the new frontier. The continent is quite simply, as Shanta Devarajan, the World Bank’s chief economist for Africa, puts it “the hottest investment destination.” While the prospect of the growth is exciting, the concern has been lurking as to whether African governments are ready to embrace investment in a way that is ordered, ethical, sustainable and in the best interests of its people. There are innumerable reasons as to why Africa – with its wealth of natural resources and arable land – is an obvious magnet for overpopulated and underresourced nations. Emerging economies like Brazil, India, China (BIC) are hungry for resources and have realised the benefit of investing in younger markets; internally, peace and good policy pay dividends – in terms of attracting private investment; government policies are more conductive to business – both domestic and foreign; and a burgeoning middle-class with more disposal wealth – increasing the vibrancy of the domestic market. “We are seeing better macro and micro economic policies on the one hand, and more demand for good governance from citizens across the continent,” Devarajan says. It all looks rosy, especially if you add to this mix a strengthening of labour forces, improved infrastructure, and a fast-growing and fastintegrating domestic market. Depending on whom you speak to, the opportunities that exist for business development and invest-

FEATURE

THE INDIAN CONNECTION “Indian-African current total trade equates to some $50-billion annually,” says Bundeep Rangar, chairman of IndusView, the London-based advisory service for multinational companies looking for business opportunities that come from India’s fast growing economy. “But you have to go beyond the figures and look at where India wants to be in 10-15 years, and that is a leading economic power. This presents a number of challenges not least of which includes gaining access to large quantities of natural resources; and finding a growing market for its products. “Africa is a natural choice. India has a strong history with Africa and already has a diaspora network that it taps into,” he says. “It’s not a surprise therefore that you see acquisitions like the $10-billion acquisition by India’s Bharti Airtel of telecom giant Zain’s African operations.” There are two major differences between the way China and India do business in Africa, according to Rangar. “China’s penetration is stateled, India’s is more private sector and entrepreneurial; China’s style is characterised by investment; India’s leans towards trading and acquisitions.” Rangar points out that it is not easy to do business on the continent, due in part to the lack of infrastructure – both physical and regulatory/legal – which corresponds to a lesser developed financial services sector alongside a very youthful technology and digital environment. “Some might say that this is where India was some 15 years ago but in saying that, that is where the opportunities are. If Africa had welldeveloped enabling environments, then we would be struggling in a mature market with less potential for growth. “The fact that the Indian government has made a pledge to provide $5-billion in loans to Indian companies wishing to trade with Africa is indicative of how critical the continent is to India.”

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ment cover a whole gamut of choices; agriculture, energy, telecoms, manufacturing, education, minerals, in fact just about anything you can think of. “Africa has vast, untapped resources,” says Devarajan. “There is also an opportunity on the demand side, given that Africa is a large and growing market. As the income base and skill level of the workforce increase, the buying power on one hand, and qualified labour on the other, can generate a range of business opportunities.” So what are the problems? The last decade has seen an enormous financial flow into Africa, largely from the BIC countries that appear not to be intimidated by some of the pervasive constraints of doing business. Devarajan points out that barriers to trade, difficulties in accessing secure and developed land, poor infrastructure, low levels of competition and the high levels of red

‘Margins are high and we see strong rates of return on FDI. The risks are also high, but they are manageable but this can’t be done from Switzerland or London. It’s just too hard to see the risks clearly from there.’ Dirk Hoke, Siemens Africa region CEO.

tape have trapped many enterprises into low productivity and informal activities. “A single factor that exacerbates these problems and restricts resolution thereof, is governance,” Devarajan says. “Across the board, when there is poor governance, the cost and risk of doing business increases and this deters investment and restricts competition which is critical for increasing innovation and productivity. However many African countries are making progress towards removing these constraints, and investors have noticed.” The BICs are very interested in Africa’s still largely untapped vast mineral wealth. Take China for instance. Its own dwindling natural resources and fast growth dictates that it must look elsewhere for new reserves of iron ore, coal, oil, copper and other base minerals. Africa’s exports to China, says Devarajan, have increased from less than five percent of total exports to 18 percent between 2000-2010. “High commodity prices are attracting large amounts of FDI from China and other emerging market countries into the extractive industries sector in Africa.” Domestic investment FDI however doesn’t only come from external countries. South Africa and Mauritius are important investors in other African nations. Together both countries are driving technological and skills transfer which in turn contributes to the economies of (in particular) the southern region as a whole. But, say the punters, what is vitally important to the success of homegrown entrepreneurship is re-

(Source: Forbes Africa)

RICHEST PEOPLE IN AFRICA Country

Aliko Dangote (54) Nicky Oppenheimer & family (65) Nassef Sawiris (50) Johann Rupert & family (60) Mike Adenuga (57) Miloud Chaabi (82) Naguib Sawiris (57) Christoffel Wiese (70) Onsi Sawiris (81) Patrice Motsepe (49)

Nigeria South Africa Egypt South Africa Nigeria Morocco Egypt South Africa Egypt South Africa

top500_africa.indd 4

Where will Africa be in 50 years? Quoting from its publication ‘Africa in 50 Years Time’, the African Development Bank confirms that mineral resources remain attractive but there are also bountiful possibilities to develop new trends in technology. Consider for example three key technological regimes that will have a profound impact on the transformation of Africa in the coming decades: agricultural biotechnology; health and health innovation systems; and new energy technologies – particularly low-carbon, climate-sensitive technologies. There are 54 countries to choose from and an increasingly competitive labour force keen to gain new skills. But some

INVESTOR’S PLANS IN AFRICA

Name and age

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gional integration. Given that much of the developed and developing world is looking at new sources of growth and continued prosperity, there is an urgent need for Africa to come to the party. This means it needs to speed up the process of regional integration and the development of a common market. African countries will be in a better position to benefit from one another’s comparative advantages and expand their value proposition to the increasingly interested foreign and domestic investors. According to a survey undertaken by Ernst & Young – It’s Time for Africa – it is important for domestic companies to invest in growth areas ahead of FDI. By securing key parts of the supply chain, and given that foreign investors are playing in unfamiliar territory, domestic investors will have an enormous advantage when partnering with foreign investors.

Withdraw from Africa

Net Worth US dollars

10.1 billion 6.5 billion 4.75 billion 4.7 billion 4.3 billion 3 billion 2.9 billion 2.7 billion 2.6 billion 2.5 billion

1%

Can’t say 8%

Maintain operations in Africa

19%

43%

Invest in Africa

29% Not invested in Africa

* Ernst & Young Africa Attractiveness. Survey 2011

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‘Africa is rich with possibility, but also holds many pitfalls for the unwary. My position is that any venture into the emerging markets of Africa should be based on sound, considered business principles and be conducted with impeccable ethics. Ventures should also be done in tandem with experienced partners who understand the landscape and can help start-ups navigate the challenges and avoid the pitfalls.’ - Mandisa Ntloko, Dimension Data Middle East & Africa African nations are in a better position to drive robust investment. They include South Africa, Nigeria, the DRC, Mozambique, Kenya and Ethiopia. Even smaller countries like Rwanda, Ghana, Botswana and Mauritius have proven their worth by focusing on creating an enabling environment for business. Financial services In the Ernst & Young Survey it is clear that investment activity is very diversified. Surprisingly, the category of metals, coal, oil and natural gas is not faring as well as financial and business services, communications, real estate and industrial machinery. Except for Rwanda and Tunisia, financial services features as a top sector for FDI projects in 17 countries. The liberalisation of the financial sector has manifested in increased flows of crossborder investment facilitated by the growing number of indigenous commercial banks that are now able to provide stiff competition for the multinational banks. Further proof of the financial sector’s value comes from Forbes Africa’s inaugural list of the Top 40 Richest People in Africa (see side bar) with a combined wealth of US$64.9-billion. The second biggest industry for personal wealth among the 40 was finance, accounting for the fortunes of eight listed members. There is a vast amount of persuasive evidence that says not only is it Africa’s time, but that it is likely to be the catalyst for change in global economics. Best put your running shoes on, the race is on.

WHO’S DRIVING NORTH? ABSA Together with its UK partner Barclays plc, Absa intends to boost its profits by expanding further into Africa, with the introduction of an Africa unit. It is interested in Zambia, Kenya and Nigeria with existing activities in Mozambique, Namibia and Tanzania. MTN Already operating in 15 nations, the South African MTN Group is considered Africa’s largest cellphone operator.  It is currently pursuing a 50 percent increase in its subscriber numbers in Sudan.   CITY LODGE Expansion plans are underway to invest R1.5-billion in the southern Africa region, with the construction of up to 20 hotels. Cities being considered for development include Nairobi, Gaborone, Lusaka.   MR PRICE GROUP The fashion retail chain opens its first store in Nigeria in March. The organisation is looking at two other sites in Nigeria and is also eyeing Angola and Ghana as part of the ‘internationalisation’ of its business.   THE SPAR GROUP Outside South Africa, the group has stores in Namibia, Botswana and Swaziland; and a stake in a Zimbabwean business that operates 68 Spar stores. It intends to expand in southern Africa before heading north.   WOOLWORTHS The clothing and food retailer has laid out plans to double its presence on the continent over the next three years. It already has stores in 10 African countries, excluding SA.   TIGER BRANDS SA’s largest food producer is investigating potential acquisitions in Africa. Recent acquisitions include: 51 percent of the food and consumer interests of East Africa Group of Companies in Ethiopia and of biscuit manufacturer Deli Foods (Nigeria); and 49 percent of UAC Foods (Nigeria).   CIPLA MEDPRO SA’s third largest drug company plans to accelerate growth through African expansion, initially with a partnership with a Nigerian company; and product launches planned for 2012 in Tanzania and Kenya.

HOW AFRICA RANKS IN THE GLOBAL EASE OF DOING BUSINESS SURVEY 2011 Ease of Doing Business

Starting a Business

Mauritius 23rd 15th South Africa 35th 44th Rwanda 45th 8th Tunisia 46th 56th Botswana 54th 90th (Source: International Finance Corporation)

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cities

summit Conference, Expo and Awards

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THE KEY TO UNLOCKING YOUR CITY’S PUBLIC & PRIVATE PARTNERSHIPS FOR A

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DESIGNING SMART CITIES By 2050 up to 80% of South Africa’s population will live in cities. The challenges presented by the rapid population growth demand that cities transform. The Smart Cities Summit in Durban, June 6 - 8 will be the most future-focused event on urban planning in Africa. It is a space where public sector problems will meet innovation and solutions. The three-day event, endorsed by the Department of Environmental Affairs, covers every facet of modern city management. Be part of the future. There is limited exhibition space and seats are running out fast.

Media partners:

ESG

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Contact Inge: Email: inge.rix@topco.co.za Tel: 086 000 9590 or visit the website www.smartcities-africa.co.za

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Your success is our success

Aurecon provides engineering, management and specialist technical services for government and private sector clients globally. The group has been involved in projects that span multiple industries across Africa, Asia Pacific and the Middle East. We understand that success means different things to different clients and communities. Accordingly, our ‘One Aurecon’ business model focuses on establishing our clients’ definitions of success and tailoring the best Aurecon team across industries and regions to engineer that success. This approach ensures clients receive market leading, customised solutions for every project Aurecon undertakes.

Industries: Construction Data and Telecommunications Defence Energy Government International Development Assistance Manufacturing Property Resources Transport Water

We look forward to partnering with you on your next project. For more information contact us at tel: +27 12 427 2000 or email: aurecon@aurecongroup.com

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AURECON SA

ENGINEERING & MACHINERY/ ENGINEERING – GENERAL

Directors

VALUE PROPOSITION

COMPANY PROFILE

PAUL HARDY

CHIEF EXECUTIVE OFFICER

A

urecon provides engineering, management and specialist technical services for government and private sector clients globally. The group believes its focus on fostering human achievement will enable it to achieve its vision of leading globally. Aurecon has been involved in projects that span multiple markets across Africa, Asia Pacific and the Middle East. Aurecon understands that success means different things to different clients and communities. Accordingly, the group’s ‘One Aurecon’ business model focuses on establishing its client’s definition of success, and then tailoring the best Aurecon team across markets and regions to engineer that success. This approach ensures clients receive market leading, customised solutions for every project Aurecon undertakes. Aurecon is ranked Number 1 in the South African Engineering Group sector by Top500 Best Managed Companies, and Number 42 according to the Top 150 Global Design Firms ranking compiled annually by the prestigious industry publication, Engineering News-Record. Aurecon’s success can be attributed to its shift beyond engineering – acknowledging that its staff and its relationships with its clients are at the very heart of its business.

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded: 2009 Founding members: Africon 58/1951, Connell Wagner 75/1934, Ninham Shand 77/1932 Employees: >6 000 Branches: Over 80 offices in 23 countries Memberships: Consulting Engineers South Africa (CESA), Association of Consulting Engineers Australia (ACEA) Strategic partnerships: Aurecon Hatch

ent

CSI initiatives: ‘Aurecon Cares’ is an ongoing programme which aims at encouraging all staff to embrace the philosophy of giving back to the communities in which it operates.

EMPOWERMENT STATUS

Black Empowerment Level: shareholding: 5%-25% / executive directors/ senior management: 25.1%-50% / total staff: 25.1%-50%

BUSINESS & FINANCE

Turnover: US$950-million Accountants: KPMG/Ernst & Young

Gender Empowerment Level: shareholding: 5%-25% / executive directors/senior management: 5%-25% / total staff: 25.1%-50%

CONTRACTS & AWARDS

BEE rating: Level 2 – BEE Verification Agency (Pty) Ltd

Awards: Winner, 2010 CESA/Glenrand M.I.B. Engineering Excellence Award for Mentoring Company of the Year; Six Professional Management Review (PMR) Awards in 2011; Diamond Arrow Award (highest rated in category): Civil Consulting Engineers; Golden Arrow Award: Structural Consulting Engineers, Combined Civil and Structural Consulting, Electrical Consulting Engineers, Combined Electrical and Mechanical Consulting Engineers; Silver Arrow Award: Mechanical Consulting Engineers

TRAINING & CSI

Training programmes: Skills development and mentorship programmes. Empowerment initiatives: Growing black enterprises through enterprise development initiatives.

www.aurecongroup.com

CONTACT INFORMATION CEO: Paul Hardy Chairperson: Prof. Jakes Gerwel General Manager: RSA: Albert Geldenhuys Chief Financial Officer: Fanus le Roux

(Africa & Middle East)

Marketing & Communications Leader:

FAST FACTS 1. Adjudicated as one of South Africa’s Top empowered companies by Impumelelo 2. Number 1 in the South African Engineering Group sector by Top500 Best Managed Companies 3. Number 42 according to the Top 150 Global Design Firms ranking compiled by Engineering News-Record 4. Overall Winner: 2011 SAISC Steel Awards - Protea Court Rooflight (Structural Engineer) 5. Housing Project of the Year: 2011 SAHF Awards - City of Cape Town’s CRU Refurbishment Programme

Jacques Kotzé (Africa & Middle East) Human Capital Leader: Mlungisi Mabaso (Africa & Middle East) Physical address: Aurecon Centre, Lynnwood Bridge Office Park, 4 Daventry Street, Lynnwood Manor, Tshwane 0081 Postal address: PO Box 74381, Lynnwood Ridge, 0040 Telephone: +27 (0)12 427 2000 Fax: +27 (0)86 556 0521 Email: aurecon@aurecongroup.com Website: www.aurecongroup.com

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t has been more than half a century since the death of Carl Jung, the father of modern analytical psychology. Second only to Freud in terms of his importance as a psychologist of the 20th century, Jung invented concepts such as the extroverted and introverted personality types. He is the greatest theoriser of that frequent workplace experience, the midlife crisis, and also developed more controversial notions such as that of archetypes. Born on 26 July 1875 in the village of Kesswil in northern Switzerland, Jung studied medicine at the University of Basel and served as an army doctor during WWI. Fascinated by the nature and function of the unconscious mind, he was at first heavily influenced by Freud, but the two fell out over Jung’s conception of a shared and heritable ‘collective unconscious’. A prolific writer, after his death on 6 June 1961 his collected works amounted to some 19 volumes. Jung’s ideas, like Freud’s, have been sifted for competitive advantage in the business world. ‘His system has helped many corporations understand who they are, what their core identities are and how they should portray themselves to the wider public,’ says Marc Gobe, author of Emotional Branding. ‘It has helped designers create ideas based on a better understanding of people’s dreams and emotions.’ But advocates of Jungian analytical psychology believe that his legacy is still underexploited. He has much more to say, not least to a world that is increasingly concerned with questions of value, balance and meaning. So, 50 years on, here’s our analysis of his legacy to the worlds of work and business, and a look at where his ideas might go from here.

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Feature from Management Today

Why

still matters

Swiss psychologist Carl Jung’s ideas have become such an integral part of business that many don’t even realise they were his in the first place. From branding to psychometric testing, from the meaning of work to the untapped potential of older people, Jung was there first. Mark Vernon examines his legacy.

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MARKETING

MBTI

The Myers-Briggs Type Indicator is the bestknown part of Jung’s work in business today. Between two and three million copies of the official questionnaire that underpins MBTI are sold each year and, says Professor Rowan Bayne, author of Psychological Types at Work, it’s the most popular non-clinical measure of personality type in the world. It was developed by the psychologist Isabel Myers from Jung’s 1921 publication, Psychological Types. She said she was seeking to apply Jung’s least ‘abstruse’ ideas. It is in this work that Jung formulates extrovert and introvert personality preferences, among others. Roughly speaking, extroverts gain energy when they engage with the outside world and become flat when left too long on their own; whereas introverts find it draining to engage with the outside world and need time to recharge on their own. Jung also described the ways different individuals prefer to receive information about the world around them – whether primarily through their senses or by deploying their intuition. He also explored how they tend to process the information they’ve received – in a more thinking, rational mode or in a more feeling and evaluative mode. The MBTI questionnaire identifies which set of preferences are possessed by the person concerned, and these insights can then be applied in a variety of contexts, from shaping career choice to building rounded teams. Professor Bayne puts the success of MBTI down to a number of factors. ‘People do recognise themselves in the types,’ he says. ‘They understand something about themselves and others, particularly those whom they find difficult, and feel at peace as a result.’ This is to say that MBTI works, at least when it comes to the diversity of preferences people have. ‘The evidence for the validity of MBTI theory is substantial, in spite of what you can read on the Internet,’ continues Bayne. ‘The questionnaire has been widely researched too and shows good links between, say, type and shaping a career.’ But that is not to say MBTI is without its risks. They are mostly associated with the way it’s used. For example, if MBTI forces someone into a stereotypical corner, then that ignores the

FEATURE

fact that personality preferences are not absolute and fixed, but varied and evolving. ‘I contain multitudes,’ as Walt Whitman put it. The evidential support for MBTI is also not so strong when it comes to type development, that part of the theory which describes the way that different preferences interact with one another. This is partly because type development is much harder to test, though Professor Bayne notes that new studies are making inroads into this problem. Although the future of MBTI looks secure, these results will be interesting to watch.

BRANDING Second on the list, in terms of widespread practice, comes the theory Jung brings to the understanding of brands and consumer behaviour. At the heart of his insights lie his particular understanding of the unconscious. Freud believed that the unconscious is a kind of mental repository for thoughts, desires and images that are forbidden in some way. When applied to brands, Freudian-based marketing plays with these prohibitions. Hence, when Edward Bernays brought Freud’s ideas to the US in the 1920s, he created a PR campaign for a cigarette brand by breaking the taboo of women smoking in public. He labelled the cigarettes ‘torches of freedom’ and an association between smoking and liberty was sealed. Jung’s idea of the unconscious contains different elements, in particular the notion of archetypes. The theory of archetypes is complex and contested, but, broadly speaking, archetypes are elementary ideas, feelings, fantasies and visions that seem constant and frequently re-emerge across different times and places. ‘For example, cleansing rituals have usually signified more than physical cleanliness,’ explain Margaret Mark and Carol Pearson in their book The Hero and The Outlaw. ‘They also symbolise the removal of sin or shame. Ivory soap has drawn from this well. Ivory is not just about getting clean; it is about renewal, purity and innocence.’ Such associations are, of course, irrational. But they are all the more powerful for that. The Jungian approach to a marketing campaign will try to understand these hidden meanings and capitalise on them. ‘Archetypes are not stereotypes,’ adds Massi Tedeschi, a consultant who deploys Jungian ideas. ‘They are more complex, having personalities and shadows too.’ And this can yield further important information for brand managers. The Jungian concept of the shadow, for example, is that every positive association has a negative as-

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sociation too, and brand managers need to be cognisant of both dimensions. For example, Nike draws on the hero archetype, the individual who through trials and tribulations is ultimately victorious. Consumers are grabbed by the Nike swoosh because they desire such qualities. However, in the late 1990s, Nike was accused of using child labour. The brand’s reputation was at stake and a Jungian perspective helps reveal just how critical a time this was for the company. Having drawn so successfully on the positive associations of the hero, Nike was now faced with the shadow side of its brand, resonating equally powerfully with its public. ‘Every archetype has such as trap,’ explain Mark and Pearson. ‘To the degree that you fully understand the archetype that fuels your own organisation’s efforts, you can guard against its negative potential and save yourself from such brand-damaging publicity.’

THE MEANING OF WORK

It has become commonplace to note that people seek meaning from their work, not just a source of income. ‘Work seems to be essential to our identity,’ says Lars Svendsen, author of Work: The Art of Living. ‘When we read someone’s obituary, work is usually prominent in the description of their life. If we meet someone at a party and hear that he or she is a psychologist, cashier, musician, fire-fighter or investment banker, our perception of that person will inevitably be shaped by their profession.’ However, it’s also noted that work can fail to deliver meaning in the complete way that individuals hope it will. ‘We change jobs at an increasing rate,’ continues Svendsen. ‘We are extremely concerned with finding the right job. The idea is that a job can be right or wrong for you, depending on the sort of person you are.’ So why is it that work never quite delivers the self-realisation we seek from it? Jung’s idea of the persona is helpful here. The word comes from the ancient Greek for mask, and refers to the masks that actors wore in the theatre. Our persona is, therefore, the mask we wear when we are on stage – such as when we are at work. It allows us to play a part and deliver what is required of us, and that is fulfilling. But masks conceal as well. And therein lies the tension inherent in finding meaning at work.

‘One might think of the persona as a public relations expert employed by the ego to make people think well of us.’

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‘There is always some element of pretence about the persona, for it is a kind of shop window in which we like to display our best wares,’ suggests Anthony Stevens, author of Jung: A Very Short Introduction. ‘One might think of it as a public relations expert employed by the ego to ensure that people will think well of us.’ To put it another way, others will make inferences about who we are on the basis of what we do for a living, and yet we might not be such a person at all. And there’s a further danger. We can become too identified with our persona, and so lose touch with other parts of ourselves. ‘Nobody can simply leave their working self at work and not to some extent bring it with them to the other parts of their life,’ explains Svendsen. ‘Of course, not everyone identifies with his job to an equal degree. For some people it is their main source of identity, whereas others’ identities are based more on their relations to friends, family or a hobby.’ But the lesson is that individuals who turn to work for a complete sense of themselves are likely, at some point, to become frustrated. This is commonly referred to as having a ‘midlife crisis’ – a fourth aspect of life on which Jung had much to say (see below).

MIDLIFE CRISIS

Jung believed that the first half of a person’s life would typically be devoted to establishing his or her place in the world. For most, that will be pursued via the development of a career, providing for their family, and achieving various business goals. However, once people have found their place in the world, Jung believed that other concerns are likely to come to the fore. In particular, in the second half of life they are likely to become preoccupied with more ethical or spiritual answers to questions of meaning, purpose and fulfillment. The transition between the two is often precipitated by a midlife crisis. Examples of midlife crises in the business world are abundant. The manager who splashes out on a Fender for the office or Ferrari for the garage. The happily married executive who has an affair with a junior colleague. What they seek is what these things and experiences stand for, namely a new mode of self-expression or a fresh start.

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‘The busy, successful man of affairs is so intent on his pursuit of wealth and power that he has no time to give to the cultivation of his inner life,’ explains Anthony Storr in his book Jung (we might add that successful women of affairs face similar issues). Power-seekers realise that they need to correct their one-sided development. Is there not more to life than success, they now ask? Jung called this individuation. ‘It is hard to exactly explain the individuation process, since it is something very personal and includes countless variants. Based on my experience, I would describe it as the harder walk of life,’ observes Stefan Boethius of coaching business ISAP Zurich, where he has developed a programme of executive coaching based on Jungian psychology. ‘The value of the individuation process lies in its inherent meaning for the person concerned. This has little to do with feeling happy in the common sense, but rather with feeling alive, content, and fulfilled.’ That said, midlife crises are risky times. When business leaders break down, it represents a significant danger for the whole organisation. Their performance as a leader is likely to be affected – manifesting as being distracted or as a loss of drive. They may become increasingly dissatisfied, even bitter, and take it out on those around them. ‘Other managers, on the contrary, are able to keep their sense of humour and demonstrate empathy and appreciation,’ Boethius continues. ‘They seem to have grown as a person while being successful, or their success did not influence their human qualities in a negative way. This must be due to the fact that they were able to keep their own personal development going.’

AGEING POPULATION

In the western world, older people are becoming more numerous. George Moschis, author of Marketing to Older Consumers, explains that businesses have recognised the value of these older populations to them. What they lack, though, is sophistication when interacting with older people. ‘The decision-maker interested in gathering information to assist in evaluating various strategic options is likely to discover that existing knowledge about the mature market and strategies for marketing to older adults is highly disorganised; that there is a lack of understanding as to why some strategies work and others do not; and that data is misinterpreted or improperly used.’ Once again, Jung has insights that could be key. Unlike many psychologists, he was very interested in older people. Freud, in contrast, refused to treat middle-aged people, believing psychology is interested only in the first

Unlike many psychologists, Jung thought middle age was precisely when life gets interesting. half of life. But Jung thought middle age was precisely when life gets interesting. ‘A human being would certainly not grow to be 70 or 80 years old if this longevity had no meaning for the species,’ he observed. ‘The afternoon of life must have a significance of its own and cannot be merely a pitiful appendage of life’s morning.’ So what might its significance be? The answer is found with individuation. Such people, having got over their midlife crisis, are balanced and have a rounded personality, and are contented with their lot. “Well individuated older people are, and always have been, the repositories of wisdom, for they have had time to reflect, to integrate all they have learned,” says Anthony Stevens. They are, in fact, widely celebrated. We talk of having ‘national treasures’, individuals from Ann Widdecombe to David Attenborough. Or they are figures called upon to exercise what might be described as a prophet role to comment on current affairs and conundrums – individuals ranging from Germaine Greer to Desmond Tutu. They tend to see things in the round, even if they were quite extreme in their youth. They will speak of symbols and insights, rather than solutions and actions, being more comfortable with life’s uncertainties. In terms of Jung’s archetypes, this to talk about the sage. The associated brands should embody learning, growth, self-understanding and autonomy. It is such characteristics that marketing professionals need to take into account when engaging older populations. Similar reflections are helpful for companies deciding how best to reach and deploy silvertop employees too. On the one hand, Jung challenges stereotypes: older people do not start ‘winding down’, but, recharged with a new zest for life, may actually be ‘rewound up’, all the better for their holistic perspective. And, on the other hand, employers will do well when they are able to give full rein to that senior energy. In place of youthful ambition they will find seasoned experience, and the older person’s mentoring can complement the younger person’s enthusiasm very well. Jung was fascinated with how the inner and outer worlds of individuals do, and don’t, connect. When they do, he concluded, people find meaning and life goes well. It’s striking that many modern, progressive businesses are asking similar questions of themselves. Jung helps us to better understand what’s at stake.

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progress through ingenuity... engineering evolves, and continuously changes lives At GIBB we are inspired by the ingenuity and skill of our people in sustaining our future. We are continuously striving to find the best possible solutions to problems within time and budget constraints. The GIBB group of professional engineers, scientists and project managers delivers appropriate solutions that continuously seek to balance human needs with limited resources.

GIBB: • • • •

Distinctly African One of Africa’s largest black employee owned engineering consulting companies Leaders in infrastructure planning and delivery in Africa Multi-disciplinary

Professional, experienced experts – the intelligent choice.

For excellent career opportunities, please visit our website.

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We change lives Arcus GIBB (Pty) Ltd Reg. 1992/007139/07

Head Office: Johannesburg, South Africa 14 Eglin Road, Sunninghill, 2191 Tel: +27 11 519 4600. Fax: +27 11 807 5670

www.gibb.co.za

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0

8:19 AM

GIBB

ENGINEERING & MACHINERY/ CONSULTING ENGINEERS

Directors

VALUE PROPOSITION

G

COMPANY PROFILE

RICHARD VRIES GROUP CEO

IBB has been independently rated as a market leader in the consulting engineering industry. We have been operating since 1923, with the South African chapter of GIBB starting in 1956. The company delivers world-class solutions across a diverse range of markets and has the technical know-how to achieve the best results for our clients. GIBB is a 100 percent African-owned company with 67 percent black ownership. Our head office is in Johannesburg, South Africa and we have a reliable network spanning the African continent with global partners. Our in-depth consulting, design and management approach allows for a good working relationship between our clients and ourselves to fully meet the needs and outcomes required on any project. This is underpinned by our ISO9001 quality system which GIBB has been independently certified for since 1997. GIBB recognises the potential of Africa and has an in-depth understanding of the needs of developing countries and this has contributed to our position as the partner of choice for the private sector, parastatals and governments who seek knowledgeable people, expertise and excellence. GIBB remains committed to achieving excellence in every project. We are proud to be the company of choice for the continent’s greatest engineers and scientists, who are leading experts in their fields. We are conscious of the environment we operate in and continuously seek ways to offer sustainable solutions on projects. The winning combination of our team of top talent, well-earned reputation for excellence, in-depth industry knowledge and commitment to timeous, within budget delivery ensures you will be guaranteed ultimate success of your project. Our long track record of industry awards is a testament of the recognition by our industry peers. The markets we operate in are: Transportation, freight and logistics, power and energy, water, sanitation, housing and community infrastructure, property developments, geotechnical and tunneling , natural and built environment, mining infrastructure, health infrastructure, and education facilities. GIBB operates across the entire African continent and has recently undertaken projects in the following countries: Angola, Botswana, Ghana, Lesotho, Malawi, Mozambique, Namibia, Nigeria, Rwanda, Seychelles, Swaziland, Tanzania, Uganda and Zambia.

www.gibb.co.za

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded: 1956 Employees: 684 Branches: 13 domestic offices with branches in Botswana, Nigeria, Swaziland and Zambia

BUSINESS & FINANCE

Financial year-end: February Holding company: GIBB Holdings Bank: Nedbank Accountants: Laubser du Plessis Major accounts / key clients: Port Harcourt – Nigeria, National Government, Provincial Government Departments, National Department of Transport, Transnet, PRASA Parastatals: Eskom, ACSA Private sector: Basil Read

CONTRACTS & AWARDS

Recent awards: Feather Awards 2011 – Best Consultant Award, CESA AON Engineering Excellence Awards 2011 – Commendation for PRASA’s Rhodesfield Commuter Station, CESA AON Engineering Excellence Awards 2011 – Bedford Dam, CESA AON Engineering Excellence Awards 2011 – CSI Contribution, Transport Africa Awards

– Innovation Award for PRASA’s Rhodesfield Commuter Station

TRAINING & CSI

Educational initiatives: African Academy, Career Expo’s, CESA’s Young Professionals Forum, CESA Job Shadow Day, South African Women in Engineering (SAWomEng) and Thusano Learnership Programme Humanitarian initiatives: World Aids Day Business Bannerthon, Christel House South Africa, Manger Mission Centre, Refilwe and the Annual Winter Blanket Donation

EMPOWERMENT STATUS

Black Empowerment Level: shareholding: >50.1% / executive directors/ senior management: >50.1% / total staff: >50.1%

CONTACT INFORMATION GROUP CEO: Richard Vries Chief Commercial Officer: Andrè Bosch Group Financial Officer: Mohammed Mayat Physical address: 14 Eglin Road, Sunninghill 2191 Postal address: PO Box 2700, Rivonia 2128 Telephone: +27 (0)11 519 4600 Fax: +27 (0)11 807 5670 Email: marketing@gibb.co.za Website: www.gibb.co.za

Gender Empowerment Level: total staff: 25.1%-50% BEE rating: Level 2 – Verified by Codex Ratings (Pty) Ltd

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DBN 23336

First, women were liberated from the kitchen. Now we’re doing the same for your appliances. Defy’s latest range of appliances embraces a thoroughly modern design strategy that breaks down traditional notions of compartmentalised living. Appliances take center stage, demanding a new level of aesthetics. Together with effortless, foolproof function, they’re expected to multi-task in a multifunctional environment. The two year guarantee and nationwide parts and service support underscore it as an ongoing lifestyle investment. You may even be justified to consider them at the forefront of a barrier-shattering new movement.

For dimensions and a complete list of functionality visit www.defy.co.za

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al er ar ay

DBN 23336

HOUSEHOLD GOODS/ HOUSEHOLD APPLIANCES & CONSUMER ELECTRONICS

Directors

VALUE PROPOSITION

DEFY

COMPANY PROFILE

R C HERON

CHIEF EXECUTIVE OFFICER

D

efy’s large market spread coupled with truly dependable after-sales service, elegant designs and a zest for innovation reinforces this appliance company’s brand positioning as the strongest in southern Africa. It is a true pioneer in appliance manufacture, having created South Africa’s first wood and coal stoves in 1922, the first electric stoves in 1932 as well as the country’s first gas stoves in 1955. This dynamic company was also responsible for the development of the Thermofan oven, pioneering the manufacture of continuous clean and convection ovens, washing machines, tumble dryers and creating the most advanced fridge factory of its size in the world at the time. With a continuous list of tremendous accomplishments and more than 200 lines – it’s no wonder Defy is currently the largest manufacturer and distributor of major domestic appliances in southern Africa. With three factories nationwide, Defy’s headquarters remains in Jacobs Durban where it began its proud legacy in the 19th century. Today Defy continues to maintain a class of inspiring aesthetics and steadfast reliability through every appliance produced.

www.defy.co.za

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded: 1905 Founding members: John Skinner and Sir Benjamin Greenacre Employees: 2 700 Branches: 8 branches, 2 agents, 4 distributors Trade affiliations: Various Memberships: Various

EMPOWERMENT STATUS

Black Empowerment Level: executive directors/senior management: 5%-25% / total staff: >50.1% Gender Empowerment Level: executive directors/senior management: 5%-25% / total staff: 25.1%-50%

BUSINESS & FINANCE

Turnover: >R2,8b - 2011 Financial year-end: 31 December Approximate market share: The market leader (1st) Subsidiaries: Defy Namibia, Defy Botswana Holding company: Arçelik A.Ş. (Turkey) Bank: Standard Bank Accountants: Ernst & Young Current customer base: Most SA furnishers and retailers

TRAINING & CSI

Training programmes: Industry artisan training, bursary and study assistance opportunities Empowerment initiatives: Independent Service Contractors CSI initiatives: Various local and domestic

FAST FACTS 1. Defy is Southern Africa’s largest manufacturer and distributor of major domestic appliances 2. The name Defy came into being during the 1920’s, and in 1932 the company manufactured the first electric stoves in South Africa 3. All factories have been accredited in terms of ISO 9001-2009 4. Defy has an annual turnover (2010) in excess of R2,5 billion 5. Has approximately 2,700 employees in South Africa

CONTACT INFORMATION CEO: R C Heron CFO: M Loxley Marketing and Exports Manager: B M Hobbs Commercial Manager: J Barnard Human Resources Manager: R Thompson Manufacturing: M Villet Logistics and Purchasing: D Patterson IT: R Farquharson Physical address: 135 Teakwood Road, Jacobs 4052 Postal address: PO Box 12004, Jacobs 4026 Telephone: +27 (0 )31 460 9711 Fax: +27 (0 )31 460 9800 Website: www.defy.co.za

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COMPANY PROFILE CLAREMART AUCTION GROUP FINANCIALS/ AUCTION HOUSES

Directors

VALUE PROPOSITION

T

JONATHAN SMIEDT

CHIEF EXECUTIVE OFFICER

he auction industry has shown a complete transformation over the past few years and the ClareMart Auction Group is proud to have had a substantial impact in that transformation. The group pioneered the multiple auction model in the 1980s and has expanded on the foundations it laid and now conducts up to 80 individual property auctions at monthly Multiple Auctions. The group also facilitates daily on-site auctions around South Africa. ClareMart Auction Group events use a multi-faceted approach – with bidding facilities that allow interested parties countrywide to participate and viability studies of properties that are flighted during the auction. The group conducts a large portion of the property auctions in its areas of focus and has increased market share significantly over the last 24 month, entrenching its dominant position in the auction industry. ClareMart has shown further growth in both the commercial and residential property sectors and the launch of the Platinum Property Multiple Auction in 2011 has experienced great success in this sector despite global recessionary conditions. The company’s vision is to add value by carefully and ethically uniting seller and buyer through the auction mechanism and offering satisfaction to both parties through the application of the traditional auction process. It does this while embracing the technology available in a modern business environment. Integrity, service and expertise form the foundation on which the group operates within the industry and ClareMart looks forward to more successes in 2012.

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY

AWARDS

Year founded: 1976 Founding member: Jonathan Russell Smiedt Employees: 56 Branches: 2 Head office: Cape Town Branch: Southern Cape & National affiliates Trade affiliations: Financial institutions, legal institutions, liquidators and executors, various funds, the trusts and government motor vehicle department Memberships: Estate Agency Affairs Board of South Africa, Proudly South African, Cape Chamber of Commerce, South African Institute of Auctioneers (Founding Member), South African Council of Valuers

Top300 Company in the Western Cape, Top300 Black Economic Empowerment Company, Voted South African ‘No.1’ Top500 Company in the Auction Sector

BUSINESS & FINANCE Approximate market share: 60% market share in operating area Current customer base: 8 000+ databased buyers and clients in legal, financial services

NATURE OF BUSINESS Activity: Industry leader in the auction of immovable and movable property throughout South Africa Services offered: Full complement of auction services including sale and marketing of property as well as professional evaluations and asset control and financial services

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www.claremart.co.za

TRAINING & CSI Training programmes: Extensive in-house training of staff to ensure actualization and increased ability to take advancements in responsibility within the Group CSI initiative: Patron Pro-Bono Auctioneer to the Red Cross Children’s Hospital, The National Sea Rescue Institute, The Rotarian Clubs of the Western Cape, CANSA (in partnership with STBB), and Cape Peninsula School Feeding Scheme, Solstice Foundation, Rotary International, Pink Ribbon Trust, St Patricks Trust

FAST FACTS 1. CEO, Jonathan Russell Smiedt, is a founding member of The South African Institute of Auctioneers, and a Professional Valuer and Appraiser appointed by the Minister of Justice 2. ClareMart has been responsible for the disposal of repossessed motor vehicles for over 30 years 3. The group conducts over 1 000 property auctions in its area of focus each year, attended by more than 10 000 property investors. 4. The company was established in 1976

CONTACT INFORMATION CEO: Jonathan Smiedt Managing Director: Andrew Koch Financial Director & HR: Marc Roberts Sales Director: Farrell Perling Auction Director: Mike Baigel New Business Manager: Andrew Edelstein Communications Manager: Roberto Quintas Physical Address: ClareMart House, 49

Somerset Road, Green Point, Cape Town 8001 Postal Address: PO Box 1112, Green Point 8051 Telephone: +27 (0)21 425 8822 Fax: +27 (0)21 425 9212 Email: info@claremart.co.za Website: www.claremart.co.za

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SOCIAL MEDIA SUPERPOWERS

FEATURE

Who are the Social Media

Superpowers?

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It’s brutal out there in the cloud. If you put a hashtag wrong the whole world knows about it. But if you can get it right, the world is yours. It’s not just celebrities that are social media superstars, CEOs are playing the online game and some companies just seem to have the knack of getting it right. Chantelle Benjamin rates the players.

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SOME FIRMS MISS THE POINT COMPLETELY.

‘There is a reason that Starbucks is socially hot - the person in charge of their social media strategy Clara Shih (29) sits on their global board.’

W

hen striking staff stand on the side of a main road in Johannesburg with placards that say: “Woolies needs to pay workers more,” you know that you truly have a place in the hearts and minds of South Africans. But Woolworths, or Woolies, as it’s known to its loyal customer-base, learnt the hard way that it’s a mistake to appear dismissive when customers, even a small sector, raise a concern online. The withdrawal of Woolworth’s Christian magazines, ironically because of a lack of readership, was greeted with outrage, initially by one or two Christian organisations on Woolworth’s Facebook site. A tersely written reply online, which appeared dismissive of their concerns, whipped the Christian community into a rage and soon evolved into a campaign to boycott Woolworths. Woolworths was monitoring and rushed in to repair the damage the same day, a little late but before any real damage was done. The question – who is getting it right – is one nobody wants to bet a million bucks on. A decade on, social media remains something of an enigma. Sure rules have emerged, but true success is in the implementation, and the fall from grace when companies get it wrong can be rapid and brutal. So any list produced by an expert is generally accompanied by dark warnings of possible sudden change.

Start off asking what you want to use social media for – customer service, internal communication or PR – and what you want to achieve with it, and then make sure you gear the organisation internally towards your goal. So often companies have no idea why they are using social media.” Social media must be woven into the fabric of the very organisation and be part of its overall strategy. - its not just an addon.

WHAT FNB GETS RIGHT:

IT IS RESPONSIVE: FNB monitors Facebook and Twitter at least 18 hours a day, even days a week and responds to queries as RB Jacobs. IT ALIGNS SOCIAL MEDIA AND THE BRAND: Its responsiveness online, supports its general media campaign of being a leader, how much it values its customer and its likability and tech-savvy. IT INTEGRATES SOCIAL MEDIA INTO ITS OTHER COMMUNICATION: Its communication on Twitter, Facebook and YouTube does not exist in isolation but it part of its more mainstream advertising campaigns. ITS CEO MICHAEL JORDAAN TWEETS: There are not many CEOs on Twitter and even less who will respond to tweets. Jordaan’s tweets bring depth and personality to the brand and its campaign. It’s a face to the promises being made, and he does act on complaints.

T O P 5 0 0 / 5 th E D I T I O N

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‘Vodacom Group CEO Pieter Uys and FNB CEO Michael Jordaan’s medium of choice is largely Twitter, but they are both generally good communicators and troubleshooters.’

So are there some success stories? There are some international companies which have held their own for an impressive length of time, like Ford, Starbucks, Dell and IBM, but here is the conundrum: in most cases they are using a different combination of social mediums – Twitter, Facebook, company websites, blogs, YouTube – and applying them differently. New media analyst Arthur Goldstuck believes FNB and Vodacom tick all the right boxes for a similar reason – they are being led from the front with committed CEO’s driving the process. Vodacom Group CEO Pieter Uys and FNB CEO Michael Jordaan’s medium of choice is largely Twitter, but they are both generally good communicators and troubleshooters. Twitter vs Facebook The choice of medium makes a difference, because while companies can get away with PR companies driving their Facebook sites, Twitter requires dedication, authenticity and buy-in from the person Tweeting. The audience can spot a fake immediately. Twitter is a hard medium to get right, says Goldstuck. “FNB is getting it right because its CEO believes in the medium and the audience can feel it. He also immediately

WHEN IT GOES WRONG   BLACKBERRY BLACKOUT

“BlackBerry was flayed on Twitter over its three-day outage last October, and failed to respond (in all media channels) properly. Compare that to a Vodacom outage that saw its CEO Pieter Uys responding directly to aggrieved customers. A few tweets turned the situation on its head and ended up being a PR triumph for the cellular operator.” Toby Shapshak.

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MCFAIL: A HASHTAG DISASTER

McDonald’s efforts to launch a #McDStories tag on Twitter was an unmitigated disaster. Intended to promote their producers and good news/memory stories, it soon became a trending vehicle for people to share their experiences online and it did not correspond with those of the marketing manager. Twitter was quickly flooded with negative comments.

addresses issues raised via twitter on both @RBJacobs and @michaeljordaan. People on Twitter know President Jacob Zuma’s tweets were being written by a variety of people, so people will follow for news updates, but they’re unlikely to meaningfully engage.” Vodacom works on the same principle. “Pieter Uys tweets in his own right and engages directly with fellow tweeters. He commands the medium, and while Vodacom has a number of identities, they are all integrated and support each other.” Tech journalist and commentator Toby Shapshak says it’s a toss up between Twitter and FB. “Facebook is still the biggest driver of traffic to websites, and has the capacity for creating active communities on its pages. However, Twitter is a much more immediate, real-time service and while its user base is still relatively small (compared to Facebook) it’s where more leaders spend their time. Google + is emerging, but it is still characterised by power users and techies. It is expanding.” Dave Duarte is founder and director of the new media marketing programme at UCT’s Graduate School of Business and founder of Huddlemind, a community-driven social media edu-

‘When companies get it wrong, it can be rapid and brutal.’

T O P 5 0 0 / 5 th E D I T I O N

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INTERNATIONAL BRANDS WITH STAYING POWER

The Social Media Sustainability Index launched in 2011, looked at 287 major North American and European companies. At the start of 2011, it found just 60 companies devoting any real time or resources to making social media tools to communicate. By the end of last year, they found 250 major corporates using some form of ‘social media sustainability communication’. In this study General Electric, IBM, Ford PepsiCo, BBVA provider of financial products and services, and Allianz, showed consistency in building their presence. “Indeed the top companies in our Index all have built upon the editorial platforms and community engagement they had established in 2010,” the index concluded.

cation company. He singles out 5fm, Cape Town Tourism, Huisgenoot and Ogilvy SA, for their success and integration of social media mediums. Democratic Alliance leaders Helen Zille, Mmusi Maimane and Lindiwe Masibuko get his points, like Vodacom and FNB, for their personal involvement in Twitter and their immediate action on issues raised, be it litter on Muizenberg beach or something more substantial. In the case of companies like food chain Nandos, it is something as simple as including the twitter hashtag on traditional advertising mediums to tie in a campaign that gives them some media savvy. Place it in the hands of someone with clout Goldstuck, Duarte and Shapshak all agree that ensuring the person running social media, or directing it, has the “right level of access and clout in their business and can deal with issues raised online immediately” is key. “Virgin Active SA has the right person with the right kind of access running their social media, so that when they have issues raised online, they can be dealt with immediately,” says Duarte. “So often the job is given to some person with no authority who refers people to their call center. It’s fatal for that company.”

OVERBOUGHT. OVERSOLD.

‘Twitter requires dedication, authenticity and buy-in from the person Tweeting.’ INTERNATIONAL – THUMBS UP  • Coca-Cola for their Facebook • T-Mobile for their song-and-dance routine • Old Spice for their quirky YouTube videos • IBM, General Electronic, Ford, Starbuck, Dell Computers

LOCAL – THUMBS UP 

First National Bank, Huisgenoot, Vodacom, Virgin Active, 5fm, Woolworths, Democratic Alliance

Mark Ritson from Melbourne Business School has thrown the cat among the pigeons by arguing that social media is oversold and overbought. His argument is that it’s a new avenue of communication, not a game changer. And in this regard he has the support of SA brand and communication strategist Andy Rice. Ritson quotes Pepsi’s decision to invest 50 percent of its branding budget in social media in a Facebook campaign in an effort to gain understanding and build closer relationships. People could send nominations of the causes they supported and Pepsi would donate to these and use social media to publicise the impact. Both Pepsi and Diet Pepsi lost 5 percent market share over 12 months in the US. The conclusion: companies still need productorientated advertising and marketing.

T O P 5 0 0 / 5 th E D I T I O N

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– an exciting investment proposition

e orldwid w s r e r o st expl e b e h t ntury’ e One of c e h t of u ‘find p l o G Wafi t ow deb l , d e g mines e d a r Unhed g h ost, hig c w m o l g ent tea m Buildin e g a an used m c o f , g Stron ibilities s s o p rm long-te g n i t i c Ex ds Dividen For further information, contact: Henrika Basterfield, Investor Relations Officer at henrika@harmony.co.za Tel: +27 (0) 11 411 2314

HARMONY GOLD MINING COMPANY-top500_profile.indd 1 Harmony AD_30Jan_12.indd 1

JSE (HAR) NYSE (HMY) LSE (HRM) www.harmony.co.za

2012/03/27 12:18 12:39 PM 2012/01/30


PRINTING PUBLICATIONS THAT PEOPLE LOVE We may have the latest technology. But what really sets us apart is an old-fashioned passion for what we do. And we think that comes across in every book, magazine, diary and newspaper we print. telephone: (021) 929 6200

fax: (021) 939 1559

e-mail: ctp@ctpprinters.co.za

web: www.ctp.co.za


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KINTETSU WORLD EXPRESS

TRANSPORT/ RAIL, ROAD & FREIGHT

Directors

VALUE PROPOSITION

COMPANY PROFILE

AREND DU PREEZ

MANAGING DIRECTOR

S

ince Kintetsu World Express began to handle freight in 1948, we have continuously developed new business markets and service opportunities. This pioneering spirit endures well into the new millennium with a focus on the East, with China as a priority due to its rapidly growing economy, as well as emerging markets in Africa and the Middle East. KWE is an indispensible, integrated global logistics partner to clients with highly effective business operations worldwide. KWE have the know-how and experience to offer you solutions-based support, irrespective of the nature of your industry. The company’s ability to function seamlessly across all regions is primarily based on our meticulous, integrated service and management system, as well as our resources such as network, people, processes and high-end information technology. The KWE network covers most supplier areas for a wide scope of industries such as automotive, aerospace, high technology, agriculture, medical, oil, and gas. In recent years KWE’s customer needs for logistic services have also expanded and diversified due to their efforts to streamline and reduce distribution costs. KWE services include the procurement of materials, vendor management, processing products, contract logistics, long and short-term storage solutions, handling merchandise, repairs and returns, including management and analysing results, proposing and implementing solutions. KWE has sustained achievements due to the calibre of people who are solutions-focused and, as such, they make a world of difference. This is why the company places a high premium on staff training. With investment in intensive skills training and KWE learnership programmes, the company is assured of a competitive, well-rounded team to lead us into the next decade and beyond.

www.kwe.co.za

COMPANY INFORMATION STATISTICS/ DEMOGRAPHICS/ HISTORY

Year founded: May 1948-Kintetsu World Expresss Inc (Japan) 1986 - Kintetsu World Express South Africa (Pty) Ltd (under Freight Tech) was established Employees: 9.238 globally Branches: 308 locations in 194 cities and in 32 countries and in South Africa we have offices in Johannesbug, Durban, Cape Town and Port Elizabeth

BUSINESS & FINANCE

Net Sales: ¥ 267-688million Operating Income: ¥11-898million Ordinary Income: ¥ 12-831million Net Income: ¥7-888million Financial year-end: December Holding company: Kintetsu World Express Inc (Japan) Share Holders in Kintetsu World Express South African (Pty) Ltd Kintetsu World Expresss Inc (Japan) hold 21 percent, Amuugu (Pty) Ltd (formally Keodirelang) hold 25.1 percent and Kintetsu World Express Inc BV(EA) hold the balance of 53.9 percent

TRAINING & CSI

Training programmes: ABET, Learnerships, Industry specific training programmes, customized internal training programmes Empowerment initiatives: Various Enterprise Development initiatives. CSI initiatives: Siphumelele Shelter in Kempton Park– school transport paid, mobile dental clinic. Eleos children’s shelter in Pretoria

EMPOWERMENT STATUS

Black Empowerment Level: shareholding: 5%-25% black shareholding/ female shareholding: 5%-25% Gender Empowerment Level: female executive directors: 5%-25% black staff: 25.1%-50% Empowerment rating: Level 4 Contributor – EMEX

FAST FACTS 1. Kintetsu Group consists of over 130 affiliated companies, with products and services across the world 2. In 2002, Kinetsu was listed on Second Section of Tokyo Stock Exchange, and First Section of Tokyo Stock Exchange in 2003 3. KWE is ranked among the top 10 freight forwarders in the world 4. Start of Business: May 1948 5. Has emerging markets in Africa and Middle East

CONTACT INFORMATION Managing Director: Arend du Preez Executive Director: Joe Mnisi Director, Sales: Ikuhiro Hojo GM Finance: Richard Szabo GM Operations: Warren Charles Sales Manager: Gillian Shaw Human Resources Manager: Liezel van Jaarsveld Other Executives: George Khumalo, Chairman, KWE-MSASA Physical address: Block F Wingfield Park, off Jones Road, Jet Park, Gauteng Postal address: PO Box 2713, Kempton Park 1620 Telephone: +27 (0)11 573 5700 Email: kwejnb@kwe.co.za Website: www.kwe.co.za

T O P 5 0 0 / 5 th E D I T I O N

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A BRIGHT IDEA

BECOMES A PROCUREMENT INNOVATION

BEE Inform have partnered with the Chris Hani District Municipality to develop a new Online Procurement Portal. This landmark software has application in both the public and the private sector. The system has been specifically designed for the South African business arena, and factors in all relevant information and supporting documentation, allowing for an open and seamless selection of vendors and service providers. Scorecards, accreditations, licenses and verification procedures are all managed on one system, with a level of automation not seen before. More rollouts are expected soon.

For more information contact Gavin Fletcher on +27 (0)84 587 9990 or visit www.beeinform.co.za

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2 11:07 AM

ELECTRONIC & ELECTRICAL EQUIPMENT/ ELECTRONIC EQUIPMENT

NASHUA OFFICE AUTOMATION GROUP COMPANY PROFILE

SILVER SPONSOR

Directors

VALUE PROPOSITION

DAVE COUTINHO

MANAGING DIRCETOR

I

n 1973 Nashua South Africa was established as a subsidiary of the USA-based Nashua Corporation. The Nashua Corporation’s main line of business was the sale and service of liquid toner copiers. In 1983, the Barlows Group bought the South African subsidiary. In 1993, with the unbundling of the Barlows Group, Nashua was acquired by the diversified Johannesburg Stock Exchange (JSE) listed electronics group Reunert Limited. Today, Nashua South Africa is the preeminent document solutions and office automation partner to corporate South Africa. Nashua’s offering is built on the best-of-breed products and solutions, sourced from leading vendors in the global office automation and print solutions market.

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded:1973 Employees: 130 (Nashua Ltd) 1241 (Nashua Office Automation Group) Branches: 39 franchises, 63 service outlets Trade affiliations: Major business partner: Ricoh International. Operates through a national franchise channel covering the whole of South Africa, as well as neighbouring counties Strategic partnerships: Ricoh International, Hewlett Packard, Samsung, Laserfiche, Scannervision Subsidiaries: Nashua Kopano, Nashua Central Nashua Cape Town, Nashua Durban, Nashua Tshwane, Nashua West Rand, Nashua Tygerberg Nashua Paarl & West Coast, Nashua Eastern Cape Nashua Holdings, ACUO Technologies, Nashua Connect, Royce Imaging Industries

BUSINESS & FINANCE Turnover: R1.355-billion Financial year-end: September Approximate market share: 18.3% (Infosource 2011) Holding company: Reunert (JSE: RLO) Bank: Standard Bank of South Africa Accountants: Deloitte JSE listing and date: via holding company RLO listed on the JSE in 1948 Major accounts / key clients: Leading customers in industries including mining, engineering, education, production printing, banking and law

Import and export activities: Importer of Ricoh equipment and distributer thereof. Exporting to Swaziland, Lesotho, Namibia, Botswana and Zimbabwe. Currently busy with further export expansion plans into Africa including Mozambique, Zambia and Angola.

www.nashua.co.za

CONTRACTS & AWARDS Industrial standards: ISO9001:2008 Recent awards: Ricoh Distributor of the Year 2009, Microsoft Gold Certification, Laserfiche winner of the commercial solutions category

TRAINING & CSI Training programmes: Effective Management, Women’s Leadership, Diploma in Advanced Business Management, Project Management CSI initiatives: Nashua Children’s Charity Foundation

EMPOWERMENT STATUS

CONTACT INFORMATION Managing Director: Dave Coutinho Physical address: 54 Maxwell Drive,

Woodmead

Telephone: +27 (0)11 232 8000 Fax: +27 087 944 6919 Email: info@nashua.co.za Website: www.nashua.co.za

Black Empowerment Level: shareholding: 25.1%-50% / executive directors/ senior management: 5%-25% / total staff: 25.1%-50% Gender Empowerment Level: shareholding: 5%-25% / executive directors/senior management: 5%-25% / total staff: 25.1%-50% BEE contribution level: Level 5 – Empowerdex

T O P 5 0 0 / 5 th E D I T I O N

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WE ARE A COLLABORATIVE GROUP OF COMPANIES WHO HAVE PROFOUND EXPERTISE IN THE SPHERES WE OPERATE IN

Motlekar Holdings is an African investment holding company with global perspectives. Our diversified investment portfolio is underpinned by an unwavering pursuit to make significant and measurable strides in transformation and economic justice in South Africa Our 100 percent black-owned and controlled shareholder and ownership base reflects a balance of expertise and emerging leadership. Our gleaned insights into global business practices and our relentless quest to restore dignity amongst talented black South Africans, assist us in strategically partnering with businesses whose social responsibility is aligned with ours; thus placing us in an esteemed position as models of corporate citizenship. We are a collaborative group of companies who have profound expertise in the spheres we operate in, and have taken every measure, in every transaction, to eradicate the ugly hegemony of inherent racism.

THE FOUNDATION: BROAD BASED BLACK ECONOMIC EMPOWERMENT

Group Five Housing, Woodmead North Office Park, 54 Maxwell Drive, Woodmead, 2191 South Africa Tel : +27 (0) 11 253 8802 | Fax : +27 (0) 86 684 3069 | Email : faizal@mfenterprises.co.za | andile@mfenterprises.co.za

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MOTLEKAR HOLDINGS

LEADER PROFILE

Motlekar Holdings Businessman and philanthropist Faizal Motlekar opened his first business, a small shop in the Free State 15 years ago. Today he stands at the helm of Motlekar Holdings and its many subsidiary companies and is a property developer in his own right.

What is your business model? Motlekar Holdings is an African investment holding company with global perspectives. Our diversified investment portfolio is underpinned by an unwavering pursuit to make significant and measurable strides in transformation and economic justice in South Africa. The company’s diverse portfolio includes interests in the property development, construction, engineering, food sectors, investments and associations, namely: Motlekar Investments, Merkaba Actia Developments, Global Petroleum SA, Lectio Publishers (Mamas & Papas), Group 5 Motlekar Developments, Translogic, Stella Angelica, The Blue Group, Itec Connect, Itel Holdings and Citrine Construction.

Name Faizal Motlekar Occupation and position Founder and CEO First job Shop owner in Kimberley Career moves • 1994 Motlekar moved to Bloemfontein and opened a wholesale car dealership • 1999 he moved to Johannesburg • 2001 he formalised Motlekar Investments Greatest achievement That would have to be the establishment of the first integrated housing development in the country, Cosmo City in Kya Sands, which was sanctioned and endorsed by the Cabinet. In those days, people didn’t believe that integrated housing development could work. They were very pessimistic, especially the banks. It was our sheer willpower and determination to succeed that made it happen. Status Married with two kids

What is your business model? Motlekar Investments is an investment holding company that manages the underlying business interests in which it participates. We have a pocket of successful investments in our stable, and we pride ourselves on our ability to significantly grow these businesses to a critical development juncture; where they can independently create intrinsic and extrinsic value. The company’s diverse portfolio includes interests in the property development, construction, engineering and food sectors. Our strategy is characterised by four strategic principles, namely: to develop and foster the entrepreneurial process; to create intrinsic value and utilise such value for job creation and retention and other empowerment ventures; to utilise shareholder advocacy to drive corporate social responsibility; and to develop sustainable platforms for businesses to thrive in. Furthermore, all potential investment opportunities undergo a rigorous viability assessment. How do you add value to your assets? We use our in-depth industry expertise as well as our on-the-ground approach to management to ensure operational excellence is achieved across all business spheres. This allows us to provide tactical guidance, if necessary. As part of our culture of fostering growth, we use our in-house financial and management

capability, which allows us to structure intricate equity deals and strategic partnerships. What business philosophy drives you? As a 100 percent black-owned company we are motivated by the desire to unlock value in meaningful black economic participation. Our mandate is to ensure that every black South African has equal participation at the economic table, so that all painful, past generalisations are a distant memory, and successful black entrepreneurship is harvested in large reserves in furtherance of overall transformation. What does this year hold? While Motlekar Holdings has already made tremendous strides, its focus is firmly set on a successful future not only in South Africa but Africa as a whole. It has already made significant inroads into the Middle East and numerous African countries including Mozambique, Ghana, Algeria, Zambia and Kenya. It has taken about three years to establish solid relationships in the Middle East, which we now have in Saudi Arabia. What part of your work do you most enjoy? As part of its corporate social investment initiatives, Motlekar Holdings has donated numerous houses over the past three years to underprivileged families. We have built in excess of 250 000 houses since 1994. What keeps me ticking is the feeling I get when we hand someone the keys to their very own house, as I know that they now not only have shelter but also running water, sanitation and electricity.

‘Group 5 didn’t operate in this market at all before our partnership commenced in 2008. We have delivered over 4 000 units so far and will spend R12-billion over the next five to 10 years.’ T O P 5 0 0 / 5 th E D I T I O N

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20871

You’re thinking, I need an ICT solution to help me cut costs. We’re offering … On an almost daily basis, IT decision-makers must perform a rather precarious balancing act. They are expected to extract even more value from their IT infrastructure – while working within a budget that has yet again been trimmed. As challenging as this may be, it is achievable when expert and disciplined minds are applied to the task. At Dimension Data we have close to three decades of experience in optimising the performance of our clients’ IT infrastructures. We do this by starting with a thorough assessment of their needs and legacy environment. Only then will we structure a considered plan that takes cost efficiencies into account. We would welcome the opportunity to discuss how we can apply our skills to your business. Trust Dimension Data, voted Number One in the IT Groups Sector,* to help you streamline your IT estate. Contact us at 011 575 000, or visit our website for more information. *Topco Media Survey 2012

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2 12:44

DIMENSION DATA

SOFTWARE & COMPUTER SERVICES/ COMPUTER SERVICES

Directors

VALUE PROPOSITION

D

COMPANY PROFILE

ALLAN CAWOOD

CHIEF EXECUTIVE OFFICER

imension Data is a specialist IT services and solutions provider that helps clients plan, build, support and manage their IT infrastructures. Founded in 1983 and headquartered in Johannesburg, Dimension Data is at the forefront of networking and communications in 51 countries across five continents. In addition, the group’s preferred partner programme allows it to operate in another 114

countries. The group manages more than $12.5-billion of network infrastructure across Asia, Australia, the Americas, Europe, and the Middle East and Africa, 24/7, in over 15 languages. Drawing on a base of over 16 000 employees and backed by a solid track record of 29 years, Dimension Data applies its expertise in networking, converged communications, security, data centre solutions, Microsoft and contact centre technologies. Its unique skills in consulting, integration and managed services enable it to create customised solutions that ensure over 6 000 clients achieve their business goals. In October 2010, Nippon Telegraph and Telephone Corporation (NTT), one of the largest global telecommunications service providers, acquired 100 percent of Dimension Data plc, making Dimension Data a wholly-owned subsidiary of the NTT Group.

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded: 1983 Employees: 6 878 employees in the Middle East and Africa Offices: 44 offices in 14 countries (additional 8 countries with Plessey presence) Certifications: 3 348 Strategic partnerships: Global strategic alliances with Cisco Systems, Inc. and Microsoft

GROUP BUSINESS & FINANCE

in its 2011 financial year was an amount of R6.7-million. This represents 3.05% of net profits after tax. Dimension Data has sponsored a computer centre in Dambuza, Pietermaritzburg for the benefit of the school leavers in the community. It has established six baking projects and two sewing projects (Lus-Pin Manufacturers and the Kwamashu Sewing Project). An incubation initiative helps young entrepreneurs develop and grow their businesses.

Group Turnover: US$ 5.8-billion Financial year-end: September Subsidiaries: Dimension Data, Internet Solutions, Plessey, Merchants, Britehouse Holding company: Dimension Data (Pty) Ltd (reg. no. 1987/006597/07) Current client base: More than 6 000 clients in 51 countries across five continents; across all industry sectors, including financial, telecoms, healthcare, manufacturing, government and education. Its clients include 78 percent of Global Fortune 100 and 59 percent of Global Fortune 500

CSI INITIATIVES

TRAINING PROGRAMMES

Black Empowerment Level: shareholding: 25.1%-50% / executive directors/ senior management: 50.1% / total staff: 25.1%-50%

The Dimension Data University (DDU) is the umbrella body for all training and development.

EMPOWERMENT INITIATIVES

Through its Broad-Based Empowerment Trust, Dimension Data empowers 35 broad-based provincial organisations that provide support and care to over 45 000 vulnerable individuals in their communities across all nine provinces. Its Enterprise Development programme invests in sustainable development for communities and supports results-focused entrepreneurial opportunities within communities. The total spend

Dimension Data Saturday School gives previously disadvantaged high school children intensive support to reach matric and prepare for higher education. Successes include a 100% matric pass rate, 90% university entrance, and 35% distinctions. Dimension Data’s E-Learning programme was established in 1996 and provides multimedia learning to 27,500 learners nationwide from 51 of the partnering schools. The aim is to reach 40,000 learners by 2015.

EMPOWERMENT STATUS

Gender Empowerment Level: executive directors/senior management: 5%-25% / total staff: 5%-25% BEE contribution level: Level 3 Contributor Verified by: Empowerdex

www.dimensiondata.com

CONTACT INFORMATION CEO: Allan Cawood PA to CEO: Janice Lohrmann Managing Director: Sean Joubert PA to MD: Cathy Bishop Financial Director: Julian Sunker Marketing & Communications Executive:

Mandisa Ntloko

Sales Director: Ian Roy Human Resources Director Middle East & Africa: Mpume Monyela Other Executives: Transformation Director:

Zandile Mbele; HR Director Global: Linda Fine; Services Executive: Brent Flint; Solutions Executive: Anton Jooste Physical address: The Campus, 57 Sloane Street, Cnr Sloane Street & Main Road, Bryanston, Johannesburg Postal address: PO Box 56055, Pinegowrie 2123 (South Africa) Telephone: +27 (0)11 575 0000 Fax: +27 (0)11 576 0000 Website: www.dimensiondata.com

T O P 5 0 0 / 5 th E D I T I O N

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LEADER PROFILE

DIMENSION DATA

Mandisa Ntloko

Didata’s executive director of marketing is an innovator with 17 years in the ICT sector. She gives Top500 her take on the key marketing trends.

How do you understand innovation? My undertanding has been influenced by Clayton Christensen’s book. He talks of innovation as coming up with a product or service that meets an unstated or future need. Throughout my career, I have always challenged the norm and done things differently. What are the key marketing trends you see emerging to drive the next decade? Use of social media to drive personal connection and engagement with the brand as well as promoting the company’s solutions and services. Mobile applications on tablets and smartphones becoming a platform for brand and product exposure. Digital marketing and online PR is another trend as most media publication become predominantly online. Name Mandisa Ntloko Born 14 December 1967 Occupation and position Executive Director, Marketing at Dimension Data Middle East & Africa First job Youth trainer, Ipelegeng Youth Leadership Programme (Soweto-based NGO funded by the Kellogg Foundation) Twitter @MandisaNtloko Best advice and who gave it “Employ people who have a great attitude as you can always train a person and give them skills.” Jiri Batek, former MD of Nokia Networks South Africa Most inspiring business leader Richard Branson Way you relax Cooking after work, and exercising Path to success Senior account mangager at Text100, marketing communications manager at Nokia Networks, senior manager media liason and corporate affairs at MTN. Business philosophy Let my good work speak for itself and let the recipients of my work be the mouthpiece.

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What skills do you think leaders of the future are going to need and how do you identify those leaders in your business? They will need to be adaptable, quick thinking and have the ability to network and work on teams. The greatest attribute the leader of tomorrow will need is not just business aptitudes or skills, but also a real feeling for his or her industry and its markets, because change at an accelerated pace will be the norm. We identify these people in our business by noticing how they deal with change, how adaptable they are to unexpected difficulties, and their ability to overcome obstacles and stay positive about the company and their work. Who or what has been an inspiration to you in your career? My uncle, Professor HWE Ntsanwisi, who brought me up. He always made it very clear that each person is accountable for his/her own success. He highlighted the importance of continuous education and hard work. My business philosophy and my quest to succeed in everything that I do is as a result of his influence in my early life. What does ethical business mean to you, and how have you realised that. Ethical business means that all your business practices and behaviours from a company and personal perspective are “above board”. I realised this as I went up the career ladder and became a decision maker. It became clear to me that through my actions, behaviour and the way I make decisions, I can influence people. I am a big believer in ethical leadership. Is the drive for sustainability changing the way you do business? The global trend towards sustainability is one we have backed for a long time. We have

developed a suite of sustainability solutions that have already found traction in the market. The trend is driven by awareness of the non-renewable nature of the resources we need to power the electronic age, as well as a sincere personal wish for companies to operate in an ethical and responsible way. It’s a reflection of the zeitgeist of our generation and has definitely influenced the range of offerings we take to market. What are the most important challenges you have had to face as a leader? Restructuring the marketing department at Dimension Data Middle East & Africa and developing a marketing strategy and structure that required a complete overhaul of the department; reapplication for job positions; getting rid of redundant employees; hiring highly skilled marketers in the quest to make marketing a strategic arm of the business; and driving results and execution. How important is social media to your organisation? How have you integrated it into your strategy? We’re always looking and thinking ahead to future-proof our business and stay relevant. Social media has become an important channel for us to connect with clients, the market, analysts, employees, vendors and partners. We are active on LinkedIN, Twitter and Facebook on a corporate level and many executives, including myself, are active individually as well. Who are the people you most admire for their professional success, and why? Our chairman, Andile Ngcaba, is a humble man who has a vision for connectivity for the entire African continent that is inspirational. I also admire Richard Branson for his entrepreneurial flair and ability to swim against the tide of popular opinion and make the most extraordinary successes of unlikely ventures. These kind of visionary businesspeople have the ability to influence the way history plays out and make a huge difference in the lives of ordinary people – they are “game changers”. What change is in store for the company? As the global economy contracts, our business also feels the pressures of a more cautious outlook. Our focus is on putting the client at the centre of everything we do, working on our relationships, and refining our offerings, demonstrating how we can help increase competitive advantage and streamline operations in logical ways that are of value to the business. Looking forward, we have also made substantial investments in Cloud computing and this will form the new wave of solutions and services in the decade ahead of us.

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ASTRAZENECA

NON-CYCLICAL CONSUMER GOODS/ PHARMACEUTICALS

Directors

VALUE PROPOSITION

COMPANY PROFILE

GUNI GOOLAB CEO

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straZeneca is a global, innovation-driven and integrated biopharmaceutical corporation. Its mission is to make a meaningful difference to patients through great medicines that bring benefits to their health, and add value to stakeholders and society. AstraZeneca manufactures and markets prescription medicines for six important areas of healthcare, which include some of the world’s most serious illnesses. For patients and physicians, it provides medicines for some of the world’s most serious diseases. For the people who pay for healthcare, it works to make sure that the medicines offer real value for money. For its employees, it provides a culture in which they can feel appreciated, energised and rewarded for their contribution. For its shareholders, it aims to deliver value through its continued focus on innovation and running its business efficiently. For the wider community, it wants to be valued for the contribution its medicines can make to society and trusted for the way in which it does business. It works closely with all stakeholders to understand their challenges and how it can combine its skills and resources to achieve a common goal of improved health. Because health connects us all.

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY

Year founded: Merging of Astra Pharmaceuticals (Pty) Ltd and Zeneca Pharmaceuticals (Pty) Ltd at the end of 1999 Employees: Over 61 000 employees (46% in Europe, 24% in the North America, 7% in Latin America and 24% in Asia, Africa and Australasia); 9 300 employees at 23 supply and manufacturing sites in 16 countries, 250 in SA of which 116 is field force Branches: Johannesburg (Head Office to South Africa and Sub-Saharan Africa) Durban, Cape Town, Bloemfontein and Pretoria Memberships: Pharmaceutical Industry Association of South Africa (PIASA) and International Federation for Pharmaceutical Manufacturers and Associations (IFPMA) Strategic partnerships: NGO’s such as CANSA and Breast Health Foundation, Foundation for Professional Development and African Medical and Research Foundation (AMREF) NATURE OF BUSINESS Activity: Manufactures and markets prescription medicines Disease areas: Cancer, neuroscience, cardiovascular, respiratory, gastrointestinal, inflammation, infection and diabetes R&D: Invests over $4-billion in R&D each year. Around 15 700 people work in the R&D organisation and it has 14 major R&D centres in eight countries, including Sweden, the US and the UK. Astra Pharmaceuticals, a generic arm of

AstraZeneca Pharmaceuticals, provides novel R&D researched compounds. Listings: Positioned in the top 8% in the sector in the Dow Jones World and STOXX (European) Sustainability Indices Awards: AstraZeneca has been rated No.1, eight years in a row in the Pharmaceutical Industry in Managed Health Care in SA, both with Funders and Providers BUSINESS & FINANCE Financial year-end: December Holding company: AstraZeneca Pharmaceuticals Bank: HSBC Accountants: KPMG Sales: In 2010 worldwide sales totalled over $33-billion (including 10 medicines with sales of over $1-billion each) Market share: In 2011 AstraZeneca contributed 4.2% to the total market of the total pharmaceutical industry in South Africa

TRAINING & CSI

CSI: Project Phakamisa, an initiative where diagnosed breast cancer patients are guided and supported in the public system Programme: Phakamisa – Breast Cancer and Kids Haven

FAST FACTS

www.astrazeneca.com

CONTACT INFORMATION CEO: Guni Goolab CFO: Neil MacGregor

Directors: Legal and Compliance: Louendrie Pillay, Sales and Marketing – Specialist Care: Christo Kruger, Sales and Marketing – Primary Care: Karl Friberg Medical, Clinical and Regulatory: Khanyi Mzolo Human Resources: Katie Schaefer Physical address: 5 Leeuwkop Road, Sunninghill 2157 Postal address: Private Bag X30, Sunninghill 2157 Telephone: +27 (0)11 797 6000 Fax: +27 (0)11 797 6001 Website: www.astrazeneca.com

1. Invests over $4-billion in R&D each year 2. Active in over 100 countries with a growing presence in emerging markets including China, Brazil, Mexico and Russia

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HRG RENNIES TRAVEL

SUPPORT SERVICES/ PROFESSIONAL SERVICES

Directors

VALUE PROPOSITION

H

COMPANY PROFILE

BRONWYN PHILIPPS MANAGING DIRECTOR

RG Rennies Travel South Africa is a world-class travel brand. The company network extends to over 120 countries worldwide through a global alliance with the Hogg Robinson Group. HRG Rennies Travel is a continuously evolving entity and this is evident in the positive changes that take place on an ongoing basis, always seeking to ensure alignment with client objectives so that partnerships are sustainable. A core strategy at HRG Rennies Travel is to understand the challenges that face clients − it is through a consultative process that solutions are created and opportunities are maximized. Bronwyn Philipps, the company Managing Director believes it is this flexibility and continued focus on innovation that ensures delivery of long-term benefits to all the company’s stakeholders for many years to come. HRG Rennies Travel provides professional travel management services to a wide range of prestigious national and international companies. The company offers service solutions that address multiple business needs at many levels – that is done through a combination of industry leading technology, exceptional supplier relationships and by investing significant effort and resources in the development of its people, who make it possible. HRG Rennies Travel consistently retains existing clients through the re-tender process and this bears testimony to their ability to provide a competitive commercial offering and service excellence, delivered through workable and reliable travel solutions to the market. www.renniestravel.com

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded: 1954 Employees: 744 Branches: 54 Trade affiliations: IATA, ASATA, SATSA,SAACI Memberships: IATA, ASATA, SAACI Strategic partnerships: Hogg Robinson Group (HRG), which operates in over 120 countries

CONTRACTS & AWARDS Industrial standards: IATA and ASATA Recent awards: Various PMR Africa Awards, Finalist in Topco Media’s 8th Annual Top Women Awards

TRAINING & CSI Trianing: Internal and external study bursaries − since the inception of the programme, the company have thus far hosted 30 learners (26 unemployed, and 4 employed), and have employed 23 of them on a permanent basis. Five bursaries have been awarded in the financial year 2011/12. CSI initiatives: The philosophy behind HRG Rennies Travel SED is it should not be a programme simply of investment, but a programme of

involvement and interaction with disadvantaged communities. Hence, each region/ branch is encouraged to become involved in community projects of its own. This includes support of Rally to Read, Food and Trees for Africa, and Wings and Wishes, among others.

EMPOWERMENT STATUS Black Empowerment Level: shareholding: 25.1%-50% / executive directors/senior management: 42% Gender Empowerment Level: female executives: >25.1%-50%

FAST FACTS 1. Headquartered in South Africa and with representation across Africa through a global partnership with Hogg Robinson Group 2. 100% owned by Bidvest, the brand is proven and trustworthy 3. Currently service a customer base of almost 3 000 clients 4. Operate over 40 in - house travel offices for clients across South Africa 5. Training spend over R1.5 - million per annum

CONTACT INFORMATION Managing Director: Bronwyn Philipps Financial Director: Antony Greene Operations Director: Lynn Howarth Marketing and Communications Manager:

Tracey Larkan Sales Manager: Shirley MacGregor Human Resources Manager:

Thembisile Dhladhla Physical address: 19 Ameshoff Street, Braamfontein, Johannesburg 2001 Postal address: PO Box 4569, Johannesburg 2000 Telephone: +27 (0)11 407 2800 Fax: +27 (0)11 407 2958 Email: tracey.larkan@renniestravel.com Website: www.renniestravel.com E-commerce facilities: Yes Toll-free/ call centre/ customer care number:

0800 864 977

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HYPROP INVESTMENTS LIMITED

FINANCIALS/ INVESTMENT COMPANIES

Directors

VALUE PROPOSITION

COMPANY PROFILE

PIETER PRINSLOO

CHIEF EXECUTIVE OFFICER

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yprop is Africa’s leading specialist retail property fund with a niche focus on high quality shopping centres. The fund currently has R20-billion in assets under management. The property portfolio includes 12 prime shopping centres over 809 700 m² of lettable area, classified as regional, large-regional, super regional and lifestyle. The centres are located in Gauteng, Western Cape and KwaZulu-Natal. Hyprop has consistently ranked as a top performer with ongoing year-on-year growth in returns, ahead of local and international industry averages. Over the past 21 years the fund has delivered an average of 10.5 percent growth in distributions per annum and since 2004 an average of 17.1 percent distribution growth per annum. The unit price has grown on average 13 percent over the past 21 years and 27 percent since 2004. During the global financial crisis, shopping centres have emerged as the most defensive real estate asset class. Hyprop continues to offer investors direct access to ownership of high quality shopping centres in South Africa, through a transparent investment vehicle geared towards ongoing income and capital growth. Based in South Africa and focused exclusively on domestic shopping centres, Hyprop has the advantage of operating in a sophisticated and stable financial environment on a par with the strongest emerging economies.

www.hyprop.co.za

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded: 1987 Employees: 331 Trade affiliations: PLSA, SACSC, SAPOA

BUSINESS & FINANCE

Turnover: R1.1-billion (31 Dec 2010) Net property income: R747-million (31 Dec 2010) Distribution per combined unit: 357 cents (31 Dec 2010) Financial year-end: 31 December Accountants: Grant Thornton JSE listing and date: Real estate sector 1988

CONTRACTS & AWARDS

Sunday Times – Business Times, Top 100 companies 2006/2007/2008/2009 FM Listed Property Investment Award: Top listed fund in the IPD databank over three years” 2007/2008, Market Sector – Retail” 2006/2007/2008 Top Companies: SA’s Top Performing Companies incorporating the public sector (Top300) 2006/2007

TRAINING & CSI

Hyprop is unswerving in its commitment to responsible corporate citizenship - economic, social and environmental sustainability. The group adopts an integrated approach in this regard and each aspect of operations within the group

strictly adheres to sustainable practices. This is monitored through formal risk assessments, outlook determinations and audits. Hyprop meaningfully engages with its stakeholders to ascertain the risks and opportunities for the group. It strives to create wealth and value-add for investors, to invest in its employees, to invest in and develop the communities in which it operates and to establish international credibility.

EMPOWERMENT STATUS

Black Empowerment Level: black executive directors >50.1% total staff: black staff 50.1% Gender Empowerment Level: female executive directors 5-25%

FAST FACTS 1. R20-billion portfolio 2. 12 prime shopping centres 3. Specialist retail property fund 4. Consistant growth in distribution 5. Market capital R13.5-billion

CONTACT INFORMATION CEO: Pieter Prinsloo Financial Director: Laurence Cohen Marketing & Communications Executive:

Riegardt Marais

Human Resources: Karin Eichhorn Physical address: 2nd Floor, Cradock Heights,

21 Cradock Avenue, Rosebank 2196 Postal address: PO Box 41257, Craighall 2024 Telephone: +27 11 447 0090 Fax: +27 11 447 0092 Email: Pieter@hyprop.co.za Website: www.hyprop.co.za

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WASTE GROUP OPERATIONS

ENGINEERING & MACHINERY/ CONSULTING ENGINEERING

Directors

VALUE PROPOSITION

COMPANY PROFILE

DIRK VAN NIEKERK

CHIEF EXECUTIVE OFFICER

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he Waste Group has built a solid track record of successes and professionalism in the domestic, industrial, commercial, municipal and mining sectors of waste management, whereby we specialise in the five R’s of Recycling: Re-think, Reduce, Re-use, Recycle and Remove. The core essence of the company is offering a sustainable solution for a “greener tomorrow”. The Waste Group is proud to be a unique leader in the waste management industry, where emphasis is placed on exceptional services to all clients. As one of the larger waste management companies in South Africa, within the very difficult financial climate, The Waste Group have achieved continual enhancements of not only our internal methodology, but that of the industry as well. This has resulted in us assisting in moulding the industry into what it is today. We have achieved sustainable performance, by forming the core of our business built on environmental, social and corporate governance issues; and effective fleet management and optimisation by the implementation of the best software and hardware systems available for management and measurement The Waste Group is built on sound financial systems, knowledge and experience in the industry, complying with all environmental legislation and municipal bylaws as prescribed by the Companies Act. Vision: Managing waste for a friendier environment. Mission: We offer peace of mind through the most professional people, system and technology in waste management.

www.wastegroup.co.za

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded: 1986 Founding member: Dirk Van Niekerk Employees: over 400 Branches: Pretoria, Johannesburg, North West, Margate, Empangeni, Vaal, Witbank, Welkom, Germiston and Durban Memberships: Institute of Waste Management of South Africa (IWMSA), Road Freight Association of South Africa (RFA)

BUSINESS & FINANCE

Turnover: R132-million per annum Financial year-end: February Current customer base: Over 2000 clients Industrial standards: ISO14001 (all depots, nationally)

NATURE OF BUSINESS

Activity: Market leader in the waste management sector specialising in holistic waste management solutions Products/services offered: Total waste management services, commercial waste removal services (shopping centres and office blocks), hazardous and bio-hazardous waste removal services, industrial waste removal services (mines and factories), domestic waste removal services (residential and restaurants), builders’ waste

removal services (building industry), garden waste removal services (residential, houses and estates), landfill management and operation, long-haul transportation of waste materials, recycling (at source / after service), on-site waste management, reclamation of ferrous and non-ferrous materials

TRAINING & CSI

Training programmes: Promotes the training and development of staff Empowerment initiatives: Focused on human capacity development CSI initiatives: Investment in sustainable job creation, encouragement of partnerships with reputable organisations, capable of generating mutually beneficial capacity building outcomes

FAST FACTS 1. New developments are: Recycling Division; Hazardous Waste; and Waste to Energy 2. The Waste Group is an active member of the Institute of Waste Management of South Africa (IWMSA) 3. Owner of two private landfill sites (Bon Accord GLB- & Mooiplaats GLB- (class B under new waste classification) 4. Successful operation and growth of a private company (25 years) 5. The only waste management company with ISO14001 at all its branches and divisions

CONTACT INFORMATION CEO: Dirk van Niekerk General Manager – Finance: Arnell Wium

Van Niekerk General Manager – Operations:

Ignatius Muller Physical Address: Plot 36, Old Warmbaths Road, Bon Accord Postal Address: PO Box 314, Bon Accord 0009 Telephone: 0861 2 WASTE (92783) Fax: 0861 3 WASTE (92783) Email: marketing@wastegroup.co.za / admin@wastegroup.co.za Website: www.wastegroup.co.za

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www.pwc.com/za

Investing in the future

As the largest South African professional services network we haven’t forgotten the importance of investing in people. For us, true transformation is about making a measurable impact on people’s lives and contributing to the growth of the economy. Through skills development, we have trained more than 20 000 entrepreneurs, who are now empowering others.

PwC – a AAA/Level 2 contributor, committed to ongoing transformation.

©2011. PricewaterhouseCoopers (“PwC”), the South African firm. All rights reserved. In this document, “PwC” refers to PricewaterhouseCoopers in South Africa, which is a member firm of PricewaterhouseCoopers International Limited (PwCIL), each member firm of which is a separate legal entity and does not act as an agent of PwCIL. (11-10121)

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PWC

FINANCIALS/ ACCOUNTING & CONSULTING

Directors

VALUE PROPOSITION

COMPANY PROFILE

DR SURESH KANA

CHIEF EXECUTIVE OFFICER

P

wC Southern Africa strives to consistently deliver high-quality service to its clients and provides a great place for people to work, while being socially and environmentally responsible. The firm offers a wide range of industry-focused tax, assurance and advisory services to help its diverse clients enhance their ability to build value, manage risk and improve performance. PwC is one of the largest knowledge businesses in the world. Through networks and offices worldwide, the company taps into expertise on the latest trends globally to provide clients with best practice advice and solutions, tailored to local markets and their unique requirements. PwC has made a commitment to its clients and people to create value by building meaningful relationships. For PWC’s clients, this means the firm is committed to developing deep and lasting relationships to ensure it understands their unique needs. For PwC’s people it is a commitment to mutual understanding and respect. PwC is a AAA Level 2 B-BBEE contributor and believes that education offers a solution to many of the challenges being faced by the country and business. As the largest contributor of black accountants to the profession, the company ensures that its transformation initiatives have a lasting impact. PwC also contributes to a healthier economy by means of its participation in initiatives such as the Business Skills for South Africa Association (BSSA) programme, through which more than 20 000 entrepreneurs have been trained since 1992. Bursaries, internships and the company’s Maths for the Future programme also empower the youth of today to become the learners of tomorrow.

www.pwc.co.za

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY

EMPOWERMENT STATUS

Employees and offices: PwC globally employs more than 161 000 people in 154 countries. Throughout Africa, PwC operates in 30 countries with a staff complement in excess of 8 000. Locally, the firm supports its clients through 4 229 staff members in 19 offices across South Africa. Turnover: US$29.2-billion

Black Empowerment Level: executive directors/senior management: 25.1%-50% / total staff: 25.1%-50% / female employees: 25.1%-50% Empowerment rating: AAA rating – Level 2 Contributor – Empowerdex

CONTRACTS & AWARDS 2010: Association for the Advancement of Black Accountants of Southern Africa (ABASA): Presented with a special award for being the highest contributor of black chartered accountants to the Gauteng region (comprising Limpopo, Gauteng, North West and Mpumalanga) 2011: Association for the Advancement of Black Accountants of Southern Africa (ABASA): For being the firm qualifying the most black accountants during 2011

FAST FACTS 1. PwC was created through the merger of two firms–Price Waterhouse, and Coopers and Lybrand–each with historical roots going back some 150 years 2. During 2011, PwC firms provided services for 419 of the companies in the Fortune Global 500 and 443 of the companies in the FT Global 500 3. On 30 June 2011, 2 267 PwC people globally were on long-term, international assignments– an increase of 21%

CONTACT INFORMATION CEO Southern Africa: Dr Suresh Kana Deputy CEO Southern Africa:

Stanley Subramoney Southern Africa Operations Leader:

Fulvio Tonelli

Southern Africa Tax Leader: Paul de Chalain Southern Africa Advisory Leader:

Jacques Louw Southern Africa Assurance Leader:

Brendan Deegan

Physical address: Head Office, 2 Eglin Road, Sunninghill 2157 Telephone: +27 (0)11 797 4000 Fax: +27 (0)11 797 5800 Website: www.pwc.co.za

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FIRST

in security services provision Fidelity Security Group is Southern Africa’s largest integrated security solutions provider and the industry leader in protection innovation. With a staff complement of over 30 000 in over 50 branches and depots across South Africa, Botswana and Swaziland, Fidelity offers its clients unmatched coverage and a decentralized approach with hands-on management. The Group’s BEE initiatives have made it SA’s largest Black Economic Owned security company and have allowed BEE entrepreneurs, SMME’s and other outside players to benefit from the infrastructure and management expertise. Fidelity ensures great corporate governance through a policy of transparency and accountability that permeates throughout the Group’s structures, divisions and systems.

An ongoing track record of being FIRST for Fidelity Since its inception in 1957, Fidelity has been a pioneer for the South African security industry, and continues to lead the way with groundbreaking innovations and ‘firsts’. Fidelity began in 1957 by servicing the emerging Cash-In-Transit industry, and introduced its first general guarding services in 1968. Shortly thereafter, the company diversified into computerised payroll bureau services - a world first!

Being FIRST in training Fidelity’s Training Colleges pioneered security training in SA, and played a vital role in professionalising the sector by developing the first learnership programme for security officers with SASSETA (NQF Level 3). Later, Fidelity developed the first Recognition of Prior Learning system for the security industry. It developed its own comprehensive firearm training programmes as well as various programmes that meet the needs of clientspecific environments.

FIRST with a state-of-the-art National Command Centre Fidelity’s custom designed National Command Centre is the first of its kind in South Africa and exceeds SAIDSA standards. All incident management is co-ordinated from this nerve centre, which is manned 24/7 with highly qualified personnel. Many other ‘firsts’ feature in Fidelity’s armament of technology; from specially modified armoured vehicles to high-tech surveillance systems and Fidelity’s innovative interactive jackets.

A World Cup FIRST In 2010, Fidelity in partnership with Events Partners SA, was awarded the security tenders for five of the ten World Cup Stadiums. To meet the unique challenges of this project, Fidelity embarked on one of the largest, most intensive recruitment and training drives in private security history. High level security experts with international event experience were recruited to design systems and train staff. The experience and expertise gained during this eventing ‘first’ for SA was invaluable and includes processes such as risk assessments and contingency planning in consultation with the SAPS, POP, Emergency Services, Traffic and Local Disaster Management operations.

Elite Specialised Services Unit a FIRST The Fidelity Specialised Services Unit is unlike any other security service rendered in Sub-Saharan Africa and has the expertise to tackle security breaches way beyond the scope of general security work. The majority of the highly motivated officers have been part of police or military Special Intelligence Units or Special Force Task Teams and offer invaluable experience and advanced crime-fighting skills. Fidelity’s SSU is available to provide tactical interventions in mining, banking, advanced estate security or any other area where their unique skills may be required.

0861 234 335 • www.fidelitysecurity.co.za • Empowerdex Rating: AAA Level2

KEEPING YOU SAFE, SECURING YOUR ASSETS

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WSP GROUP AFRICA

ENGINEERING & MACHINERY/ CONSULTING ENGINEERING

Directors

VALUE PROPOSITION

COMPANY PROFILE

MATHIEU DU PLOOY MANAGING DIRECTOR

W

SP provides design, engineering and management consulting services in the built and natural environment and is one of the most diverse engineering firms worldwide. We have grown significantly, but retained our entrepreneurial spirit. Naturally emerging from the diversity of cultures, knowledge and professional backgrounds is the inquisitive quality that prevails in our approach to design. We don’t suppress individuality. So, though we are united by our professionalism and desire to collaborate, we offer very different areas of expertise and outlook. At WSP, motivating people is paramount to the company’s future. We play a crucial role in delivering integrated sustainability solutions, designed and engineer led. Sustainability is at the core of our vision and values, and we come up with new ideas and services that ensure we remain the leader in sustainability. At WSP we are fully conscious that the world faces growing environmental and social challenges needing to be addressed with the utmost diligence and care. We concentrate on ensuring we have diverse teams that operate safely and ethically. We are also an active participant in the communities in which we operate. As we have seen, environmental and social challenges often go hand in hand. WSP specialises in projects in four main business areas: property, transport and infrastructure, management and industrial, and environment and energy. www.wspgroup.com

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded: 1947 Employees in Africa: 799 Employees worldwide: 9000 Memberships: CESA; SAPOA; SAFMA; GBCSA

BUSINESS & FINANCE Turnover: R550-million Operating profit: R34-million Net profit: R22-million Financial year-end: 31 December Holding company: WSP Group plc Bank: Standard Bank Accountants: PWC Major accounts/key clients: SAB Miller; Nedbank; Transnet; University of KZN; Shoprite Checkers; ACSA; Woolworths; Sun International; Southern Sun; Johannesburg Water; NRA

CONTRACTS & AWARDS

Industrial standards: ISO 9001 2008 Recent awards: NCE/ACE International Consultant of the Year 2011; PMR Africa Awards – Top 6 in 2011 for Civil Consulting Engineers

EMPOWERMENT STATUS

Black Empowerment Level: shareholding: 25.1%-50% / executive directors/ senior management: 5%-25% / total staff: 25.1%-50% Gender Empowerment Level: total staff: >50.1%

NATURE OF BUSINESS

FAST FACTS

Description of activity: WSP Africa is a subsidiary of WSP Group plc – a global design, engineering and management consultancy, specialising in projects for the property, transport and infrastructure, management and industrial, and environment and energy sectors Products/services offered: Design, engineering and management consultancy

1. Branches in Africa, Indian Ocean Islands, and South Africa 2. Won Golden Arrow Award for Mechanical Consulting Engineers 3. Provides 10 external bursaries – 70 percent to black students 4. 9 000 employees worldwide 5. Supports Johannesburg Child Welfare

CONTACT INFORMATION Managing Director: Mathieu du Plooy Financial Director: Johan van Rensburg Marketing and Communications Manager:

Annemie Cowley Human Resources Manager:

Mari Wildenboer

Physical address: WSP House, Bryanston Place, 199 Bryanston Drive, Bryanston 2191 Postal address: PO Box 98867, Sloane Park 2152, South Africa Telephone: +27 (0)11 361 1300 Fax: +27 (0)11 361 1301 Email: sustainable.consulting@wspgroup.co.za Website: www.wspgroup.com

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FINANCIALS/ INVESTMENT COMPANIES

PRIMESERV GROUP LIMITED COMPANY PROFILE

Directors

VALUE PROPOSITION

P

SUBSIDIARIES

rimeserv Group Limited, founded by CEO Merrick Abel, is an investment holding company which has been listed on the JSE since 1998. The group focuses on delivering human resources (HR) products, services and solutions through its operating pillar, Primeserv HR Services. This incorporates two main areas of specialisation: human capital development – offering human resources consulting, corporate and technical training and providing accredited computer and business courses; human capital outsourcing – providing flexible staffing services, permanent staff resourcing, HR and IR systems and logistics solutions, mega-project HR services and wage bureaus. The group’s operations are well represented throughout southern Africa. Primeserv’s IntHRgrate™ Model is Primeserv HR Services key market differentiator. It adopts a 360˚ approach, providing a comprehensive suite of market-leading HR products, services and solutions which can be implemented on a modular or integrated basis to unlock the entire HR process as a value driver in its clients’ businesses. Primeserv takes a three-fold approach to the provision of human capital solutions: temporary staffing solutions, skills development and consulting solutions. The Group has positioned its value offering at a level where a key contribution is in upskilling and offering employment opportunities to those from historically disadvantaged backgrounds. The Group complies with the highest ethical and legislative standards in all aspects of its business and views the temporary employment services (TES), industry’s contribution and the skills development of workers as vital to the South African economy. The Group continues to focus on improving its broad-based black economic empowerment (B-BBEE) credentials and is committed to ongoing transformation of the organisation. Primeserv was ranked number 22 in the authoritative Financial Mail/Empowerdex 2011 survey of Top Empowerment Companies. The company is proud to be of service to South Africa’s leading public and private companies as well as parastatals and government enterprises.

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY

Year founded: 1997 Founding members: M Abel and listing consortium Employees: 400 (permanent), 10 000 (temporary) Branches: Nationwide Trade affiliations: CAPES, BUSA, APSO, TETA, CETA, ETDP, Microsoft ITA Programme and Comp TIA Memberships: Constructional & Engineering Association of SA, Labour Broking and Temporary Employment Services Division, Services SETA (Labour Recruitment Chamber), London Chamber of Commerce and Industry, Road Freight Association, CAPES, CEA, MEIBC, NBCRFLI, SEIFSA

BUSINESS & FINANCE

Turnover: R665.3-million Financial year-end: 31 March Approximate market share: <5% Major subsidiaries: Primeserv ABC Recruitment, Primeserv Employee Solutions, Primeserv Corporate Solutions, Primeserv Denverdraft, Primeserv Staff Dynamix, Primeserv Training, Primeserv Colleges, Stanford Computer & Business College Holding company: Primeserv Group Limited Bank: FirstRand Bank Limited, Investec Bank Limited Accountants/Auditors: Charles Orbach & Co. JSE listing & date: April 1998 Current customer base: >500 corporate clients

TRAINING & CSI

Training programmes: Health and safety and employee induction for both permanent and contract employees Empowerment initiatives: The Group holds a 45 percent interest in black-owned company, Bathusi Staffing Services (Pty) Ltd; The Group also holds a fully diluted interest of 38.8 percent in black-owned company, Empvest Outsourcing (Pty) Ltd; There are investments by black shareholders in Primeserv Employee Solutions (Pty) Ltd, Primeserv ABC Recruitment (Pty) Ltd and Primeserv Corporate Solutions (Pty) Ltd totalling 25.8 percent of the ordinary shares in each of the companies; The Group provides financial and professional support to the Siyakhula Trust and sponsors Nurturing Orphans of Aids for Humanity (Noah)

EMPOWERMENT STATUS

BEE contribution level: From Level 1 to Level 5 for the Group and its various subsidiaries

CONTACT INFORMATION CEO: Merrick Abel Physical address: Venture House, Peter Place Park, 54 Peter Place, Bryanston 2021 Postal address: PO Box 3008, Saxonwold 2132 Telephone: +27 (0)11 691 8000 Fax: +27 (0)11 691 8011 Email: productivity@primeserv.co.za Website: www.primeserv.co.za Toll-free / call centre / customer care number: 0860 777 677

FAST FACTS 1. Founded in 1997 2. 400 permanent staff with over 10 000 temporary staff 3. Enjoys a turnover of R665.3-million 4. Founded by CEO Merrick Abel, Primeserv is an investment holding company listed on the JSE since 1998 5. Ranked number 22 in Financial Mail/Empowerdex 2011 Top Empowered Companies

T O P 5 0 0 / 5 th E D I T I O N

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137 2012/03/30 8:54 AM


my health - my gift - my responsibility Medihelp’s excellent reputation and range of good quality, yet simple products, our service excellence, financial acumen and stability ensure an ideal healthcare solution for you. When you realise that life is a gift, you may want a medical scheme that thinks so too.

For simple, relevant medical cover SMS ‘Medihelp’ to 32291 086 0100 678

www.medihelp.co.za

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2012/03/27 10:20 AM


HEALTH/ HEALTH MAINTENANCE ORGANISATION MEDIHELP MEDICAL SCHEME

Directors

VALUE PROPOSITION

M

edihelp is South Africa’s third largest open scheme with 106 years’ experience in the medical schemes industry. The scheme has managed to grow its membership to more than 246 000 lives by the middle of 2011, while maintaining a solvency ratio of more than the required 25 percent. Besides Medihelp’s growth and financial achievements, the Scheme has performed well with regard to its client service, brand awareness, claims-paying ability, and as an employer. Medihelp has been at the forefront of the industry in client service for the past five years, not only when compared to other schemes, but also in comparison with companies in general. An integral part of Medihelp’s service offering is its ability to process and pay claims. The scheme processes more than 250 000 claims per month, of which almost 90 percent are received electronically. Claims are processed on average in 5.4 days from receipt, and payments to members and service providers are made three times a month. This efficiency has contributed to Medihelp’s AA- (AA minus) rating by the world-renowned Global Credit Rating Company. As an employer, Medihelp has also done exceptionally well and has been named Seventh Best Medium-Sized Employer in South Africa in the Deloitte Best Company to Work For Survey for 2009 and 2010. In addition, Medihelp is regarded as one of the best managed schemes in the country with its principal officer and CEO, Anton Rijnen, named one of South Africa’s top 10 managers in the Corporate Research Foundation’s publication: Leading Managers of South Africa, for the third consecutive edition (2010/2011). Product-wise, Medihelp offers a range of good quality, yet simple benefit options to ensure ideal medical insurance to its corporate and individual clients. The product offering ties in with the scheme’s mission to enhance the quality of life through cost-effective and efficient financial cover of health care services, in particular those that are life-saving and life-sustaining.

COMPANY PROFILE

PRINCIPAL OFFICER & CEO ANTON RIJNEN

www.medihelp.co.za

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded: 1905 Founding members: EFE Wright, AJ Frith, RA Eales, R Bourne and C Long Employees: 853 (June 2011) Branches: Pretoria (head office), Durban, Cape Town, Bloemfontein and Port Elizabeth

BUSINESS & FINANCE

Turnover: R3.75-billion (2010) Operating profit: R53.8-million (six months to June 2011) Net profit (surplus): R30.5-million (2010) Financial year end: 31 December Holding company: Medihelp Medical Scheme Bank: Absa Current customer base: 246 000 Key clients: Eskom, Volkswagen SA, Goodyear, Datacentrix, Murray & Roberts, The South African Revenue Service, Leo Haese BMW, Goldfields South Deep, Shanduka Coal, Assmang Manganese Mine, University of Johannesburg, Gijima-AST, SITA, Council for Geoscience, Agricultural Research Council, African Bank, Bargaining Council for Meat Traders, Duferco Steel Processing, Ask Afrika, Solidariteit, Med-e-Mass, EOH Holding, Minopex, Europ Assist, Three Rivers Mine

NATURE OF BUSINESS

Activity: Medihelp is a self-administered, registered medical scheme and a non-profit organisation

supplying medical insurance to its members

CONTRACTS & AWARDS

Recent awards: Known as the medical scheme that renders the best client service in South Africa; renowned for its claims-paying ability and received an AA- (AA minus) rating from the Global Credit Rating Company; recognised as South Africa’s Seventh Best Medium-Sized Company to Work For by Deloitte’s influential Best Company to Work For Survey in 2009 and 2010; regarded as one of the best managed schemes in the country

EMPOWERMENT STATUS

Black Empowerment Level: total staff: 25.1%-50% Gender Empowerment Level: executive directors/senior management: 25.1%-50% / total staff: >50.1%

FAST FACTS 1. Founded in 1905 2. Employs 853 staff members 3. Enjoys a turnover of R3.75-billion 4. Has an ‘AA’ rating from the Global Credit Rating Company 5. Offers seven benefit options in the Dimension range: Dimension Elite, Dimension Prime 1, Dimension Prime 2 and Dimension Prime 3 as well as Medihelp Plus, Necesse and Unify

CONTACT INFORMATION Principal Officer & CEO: Anton Rijnen Executive Manager: Corporate Marketing & Communication: Marinda du Plessis Executive Manager: Resource Management: Debbie Klue Executive Manager: Operations: Bertus Hertzog Executive Manager: Health Care: Francois Griesel Executive Manager: IT: Reinette Fourie Manager: Media Affairs: Leon Rademeyer Physical address: 84 Beatrix Street, Arcadia, Pretoria 0007 Postal address: PO Box 26004, Arcadia, Pretoria 0007 Telephone: +27 (0)12 334 2000 Fax: +27 (0)12 336 9540 Website: www.medihelp.co.za

T O P 5 0 0 / 5 th E D I T I O N

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www.bercoexpress.co.za

CO N S TANT NEV ER-ENDING IMPROVEMEN T

HEAD OFFICE: JOHANNESBURG: TEL: +27 (0)11 457 3000

IATA agent

BLOEMFONTEIN TEL: +27 (0)51 411 4999

EAST LONDON TEL: +27 (0)43 731 2677

NELSPRUIT TEL: +27 (0)13 752 3993

PRETORIA TEL: +27 (0)12 349 4300

VAAL TRIANGLE TEL: +27 (0)16 933 4297/8

CAPE TOWN TEL: +27 (0)21 526 8600

GEORGE TEL: +27 (0)44 874 0660

PIETERMARITZBURG TEL: +27 (0)33 342 6756

RUSTENBURG TEL: +27 (0)14 596 7775

CAPE TOWN WAREHOUSE TEL: +27 (0)21 552 9770

JOHANNESBURG TEL: +27 (0)11 457 3000

POLOKWANE TEL: +27 (0)15 297 7798

STELLENBOSCH TEL: +27 (0)21 887 8160

BERCO CLEARING & FORWARDING TEL: 08600 BERCO

DURBAN TEL: +27 (0)31 581 5800

KIMBERLEY TEL: +27 (0)53 841 0382

PORT ELIZABETH TEL: +27 (0)41 581 4612

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BERCO ACTIVE WAREHOUSING TEL: +27 (0)11 974 1717

2012/03/27 2:56 PM


TRANSPORT/ SHIPPING & PORTS

BERCO EXPRESS (PTY) LTD

Directors

VALUE PROPOSITION

B

erco Express has provided a variety of logistic services to South African firms and its international trade partners since 1992. The company has evolved over the years to offer a broad range of services including clearing and forwarding, active warehousing, through to domestic and international courier services. It operates from 15 branches and four warehouses around the country. In December 2011 Aramex, the global logistics and transportation solutions provider, completed the full acquisition of Berco Express. Relationships with its customers are crucial in Berco’s strategy and these relationships need constant development. The Berco mantra of ‘constant never-ending improvement’ sees Berco continually striving to add value to customers and helping them to achieve competitive advantages through supply chain optimisation. Staff selection is optimised using various psychometric tools. When staff are able to perform in a position where their strengths and personality profiles are most suited, they feel truly motivated and able to deliver incredible results. The Berco leadership team realises that every individual is different and the staff are lead on an individualistic basis. This means leaders are required to slightly vary their styles according to what would best motivate and help the different personalities under them perform at their best. Looking ahead, Berco Express has identified a need for private consumers (non corporate) to get easy access to courier services at a reasonable price. The Berco solutions team designed and implemented a totally new service in South Africa. They identified the constraints of the current public offering that entail long queues, slow delivery options, pilferage, damages and poor communication ability. Then, through looking at various global options, they designed a suitable product for the South African market. In 2010, Berco launched the Berco Drop Box. These Berco Drop Boxes are available in Pick n Pay stores. It is a very simple, fast process whereby a person buys a courier sleeve over the counter, places the items to be sent into the sleeve and then inserts the package into the Berco Drop Box. Berco collects between 4 and 5pm Monday to Friday and parcels are delivered directly to the receiver the next business day before 10:30. Sophisticated call centres are ready to handle any communication needs and full Track and Trace is available through the Berco or Pick n Pay websites. The take-up has been phenomenal and Berco is confident this will change the way the public send parcels.

COMPANY PROFILE

BERCO EXPRESS

Constant Never-Ending Improvement

www.bercoexpress.co.za

CONTACT INFORMATION

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY

NATURE OF BUSINESS

Year founded: 1992 Founding members: Bernard E Cox, JB Joubert Employees: 785

Activity: Domestic and international courier, warehousing and logistics experts

BUSINESS & FINANCE

FAST FACTS

Turnover: >R320-million Financial year-end: 28 February Market share: ±24% Holding company: Aramex UK Limited Bank: Absa Accountants: Deloitte Customer base: ±5 500 Major accounts: Provides services to many of South Africa’s top blue-chip organisations. During the last three years, growth has come not only from attracting new clients, but also from implementing a broader range of logistic offerings to many key customers

1. 2. 3. 4.

Over the last 30 years, The Berco Group has created over 10 000 permanent new employment positions in the economy 80% of those jobs are occupied by previously disadvantaged individuals Committed to Broad-Based Black Economic Empowerment (B-BBEE) Employs a staff complement of 785

HEAD OFFICE Physical address: 1 Quark Crescent, Linbro Park, Sandton 2065 Postal address: PO Box 260584, Excom 2023 Telephone: +27 (0)11 457 3000 Fax: +27 (0)11 457 3126 Website: www.bercoexpress.co.za

‘Berco Express has identified a need for private consumers to get easy access to courier services at a reasonable price.’ T O P 5 0 0 / 5 th E D I T I O N

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9TH ANNUAL AWARDS

SUCCESSFULLY LEADING BUSINESS

Date: 08 August 2012 | Venue: Emperors Palace

ENTRIES NOW OPEN! Visit: www.topwomenawards.com

TIME TO RECOGNISE YOUR TOP WOMEN! twa.indd 1

2012/04/02 6:19 PM


THE OLD SHANGHAI FIRECRACKER FACTORY 701986

It’s simple. If you’re happy, we’re happy.

Our members know us for our personal touch, flexibility and intimate service. After 47 years of excellence, we again show our innovation by having simplified our product range into 3 categories. The heart-related, easy to remember names stay in line with our core approach. They include the Beat, Pace and Pulse range: • The Beat Range offers full hospital cover with limited savings for day-to-day expenses • The Pace Range offers full hospital benefits but with funds from the Scheme and more savings to cover extensive out-of-hospital costs • The Pulse Range offers full hospital cover with day-to-day benefits provided by designated network providers

For more information contact 086 000 2378 or visit www.bestmed.co.za

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2012/03/27 2:13 PM


Nominated: Nominated: Best Company to Work for in South Africa Nominated: Best Company to Work for in South Africa 2005, 2006, 2007, 2008, 2009 & 2010to Work for in South Africa Best Company

2

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20

2005, 2006, 2007, 2008, 2009 & 2010 2005, 2006, 2007, 2008, 2009 & 2010

Corporate Research Foundation association with Corporate inResearch Foundation in association with Foundation Corporate Research Business Report in association with Daily SouthBusiness Africa’s National Financial Report South Africa’s National Financial Daily Business Report South Africa’s National Financial Daily

2008

SA▪ - 2006

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▪ PC Format: Best SA IT Distributor - 2002, 2003, 2004 & 2005 ▪ Finance Week: Best Company to Work For&- 2005 2005, 2006, 2007 & 2008 PC Format: BestNominated SA IT Distributor - 2002, 2003, 2004 ▪ Microsoft Corporation: Distributor of the Year Award 2005 Finance Nominated Company to Work For2004 - 2005, 2006, 2007 & 2008 ▪ PC Week: Format: Best SA ITBest Distributor - 2002, 2003, & 2005 ▪ Microsoft Corporation: Distributor of the Year Award - 2005 ▪ Finance Week: Nominated Best Company to Work For - 2005, 2006, 2007 & 2008 Supplier of the following Leading Brands: ▪ Microsoft Corporation: Distributor of the Year Award - 2005

▪ CRN Outlook Awards: Best Distributor Award - 2004, 2005, 2007 & 2008 ▪ Corporate Research Foundation: 2nd Award Place: -Top ICTe2005, Company SA - 2006 CRN Outlook Awards: Best Distributor 2004, 2007 in & 2008 ▪ Top National Companies: Voted Top National Company in SA 2006 Corporate Research Foundation: 2nd Place:Award Top ICTe Company SA -&2006 ▪ CRN Outlook Awards: Best Distributor - 2004, 2005, in 2007 2008 ▪ Top▪National Companies: Voted Top National Company in SACompany - 2006 in SA - 2006 Corporate Research Foundation: 2nd Place: Top ICTe ▪ Top National Companies: Voted Top National Company in SA - 2006

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Supplier of the following Leading Brands: Supplier of the following Leading Brands:

graaff str, ntein,

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1 430 0000 51 430 1144

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Johannesburg: Cape Town: 152 15th Road Rectron House, Cnr Randjespark, Computer & Omarumba Str, Johannesburg: Cape Town: Midrand, 2144 Cape Town, 8001 152 15th Road Rectron House, Cnr Tel: +27 11 203 1000 Tel: +27 21 555 7136 Str, Randjespark, Computer & Town: Omarumba Johannesburg: Cape Fax: +27 11 203Road 1345 Fax: 218001 555 7187Cnr Midrand, Cape +27 Town, 1522144 15th Rectron House, Tel: +27 11 203 1000 Tel: +27 21 555 & 7136 Randjespark, Computer Omarumba Fax: +27 11 203 1345 Fax: +27 21Town, 555 7187 Midrand, 2144 Cape 8001 Tel: +27 11 203 1000 Tel: +27 21 555 7136 Fax: +27 11 203 1345 Fax: +27 21 555 7187

Durban: Port Elizabeth: Bloemfontein: Rectron House, Rectron House, Cnr Zastron & Markgraaff str, 28 Solstice Road,Umhlanga 22 Mangold Street, Westdene, Bloemfontein, Durban: Port Elizabeth: Bloemfontein: Ridge Town Center, Durban Newton Park, PE, 6045 9300 Rectron House, Rectron House, Cnr Zastron & Markgraaff str, Tel: +27 31 571 8839 Tel: +27 41 398 7082 Tel: +27 51 430 0000 28 Solstice Road,Umhlanga 22 Mangold Street, Westdene, Bloemfontein, Durban: Port Elizabeth: Bloemfontein: Fax: 31Center, 571 8865 Fax: +27 41 398 7135 Fax: 430 1144 Ridge+27 Town Durban Newton Park, PE, 6045 9300+27 Rectron House, Rectron House, Cnr 51 Zastron & Markgraaff str, Tel: +27 571 8839 Tel: +27 398 7082 51 430 0000 Str, 28 31 Solstice Road,Umhlanga 22 41 Mangold Street, Tel: +27 Westdene, Bloemfontein, Fax: +27 31 Town 571 8865 Fax: +27 41 398 7135 Fax: +27 51 430 1144 Ridge Center, Durban Newton Park, PE, 6045 9300 Tel: +27 31 571 8839 Tel: +27 41 398 7082 Tel: +27 51 430 0000 Fax: +27 31 571 8865 Fax: +27 41 398 7135 Fax: +27 51 430 1144

2012/03/27 10:32 AM

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RECTRON

INFORMATION TECHNOLOGY HARDWARE/ COMPUTER HARDWARE

Directors

VALUE PROPOSITION

COMPANY PROFILE

CHESLYNNE BRITZ MANAGING DIRECTOR

R

ectron is a leading Information and Communications Technology (ICT) distributor in South Africa, with its head office located in Midrand, Gauteng. The company has been in existence since 1995 and has grown from a four-man operation to having five branches in South Africa and approximately 350 employees worldwide. The business was founded by CEO and owner Mark Lu. One of the most important aspects of the company is the culture transmitted throughout the organisation; its core values at the helm define the work ethic of the company. These values are integrity, teamwork, business focus, an open-door policy, front-line leadership, professionalism and the belief that customers define a job well done. The company is driven by technology which it uses to add value to its customers, and it has invested approximately R35-million in automation control systems and IT to increase its efficiency to its customers. The idea is that customers should be benefiting from any changes within the company, as they are the people supporting the company. The flat management structure increases communication, control and coordination, making the company flexible and adaptable to any changes that it may undergo. By its very nature, information technology ensures that change is fundamental to the company culture of risk taking and innovative thinking. The company regards itself as a learning organisation where employees gain knowledge from one another as well as through their own experiences in order to bring about positive change.

COMPANY INFORMATION STATISTICS/ DEMOGRAPHICS/ HISTORY

Year founded: 1995 Founding members: Mark Lu, Pramod Otham Employees: 358 Branches: Five in South Africa, two in Australia Memberships: LGBN Current customer base: 5 000+ active customers New products: Notebooks, 3D TV, GPS, Table PC, Digital Signage, 3D LCD

BUSINESS & FINANCE

Turnover: R1.46-billion Operating profit: R62.9-million Net profit: R42.6-million Financial year-end: June Market share: ±40% Holding company: Mustek Limited Bank: Standard Bank, First National Bank, Nedbank, Absa, HSBC Auditors: Deloitte & Touche JSE listing & date: Delisted 2001 Current customer base: + 5 000 active dealers Key clients: Massmart, JD Group, Edcon, ISER

NATURE OF BUSINESS

Activity: Value added distribution company, components, consumer electronics, peripherals, service and repair Products/services offered: Computer components, notebooks, PND devices, imaging

www.rectron.co.za

devices, consumer electronics, and repairs and servicing Recent exhibitions: Microsoft Partner Summit 2010, Microsoft TechEd 2010, GovTech 2010, Rectron 2011 Roadshow

TRAINING & CSI

Training programmes: ABET, bursaries and skills development CSI initiatives: Hope Factory, Global Village, underprivileged schools

EMPOWERMENT STATUS

Black Empowerment Level: shareholding: 5%-25% / executive directors: 5%-25% / non-executive directors: 5%-25% / total staff: 5%-25% BEE Empowerment rating: Level 6 – BEE Online

FAST FACTS 1. Established in 1995 2. Has seven branches, five in South Africa and two in Australia 3. Has a staff complement of ±350 4. Enjoys an annual revenue of R1.4-billion 5. Regarded as a leading SA IT distributor

CONTACT INFORMATION Chief Executive Officer: Mark H Lu Managing Director: Cheslynne Britz Financial Director: Gerhard Malan Chief Financial Officer: Gerhard Malan Marketing Director: Elaine Wang Sales Director: Werner Kuhn HR Director: Antonet Davids Operations Director: Martin Roets Physical address: 152 15th Road,

Randjespark, Midrand 1685 Postal address: PO Box 76494, Wendywood 2144 Telephone: +27 (0)11 203 1000 Fax: +27 (0)11 203 1940 Email: info@rectron.co.za Website: www.rectron.co.za

T O P 5 0 0 / 5 th E D I T I O N

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INTEGRATED SECURITY SOLUTION INTEGRATED GUARDING SOLUTIONS to the following industries:

• • • • • • • • • •

Business Parks Government Residential & Golfing Estates Mining Banking Gaming & Casinos Maritime Commercial & Industrial Healthcare Retail & Shopping Centres

SPECIALIST GUARDING

incorporating Reaction & Electronic Services:

• • • • • •

Cash In Transit Tactical Support Units Parking Management VIP Protection CCTV, Alarms & Access Control Specific Training & Development

Keeping you safe securing your assets. 0861 234 335 www.fidelitysecurity.co.za

FIDELITY SECURITY GROUP-top500_profile.indd 1

2012/03/27 11:25 AM


FIDELITY SECURITY GROUP

SUPPORT SERVICES/ SECURITY SERVICES

Directors

VALUE PROPOSITION

COMPANY PROFILE

WAHL BARTMANN

CHIEF EXECUTIVE OFFICER

T

he wholly owned South African company Fidelity Security Group (Pty) Ltd has a staff complement in excess of 30 000 and has become the leader in security, developing into the largest security company in southern Africa. Operating from 55 branches in South Africa, Botswana, Zimbabwe and Swaziland, the group is enabled to deliver service excellence throughout Africa. The group with 54 years of service excellence behind them continues to combine up-to-the-minute technology, the inclination to be relentlessly customer-centric and traditional security services to deliver effective and optimal security to current and potential clients. The company’s strength lies in its exceptional leadership, its commitment to good corporate governance and the development of a comprehensive infrastructure supported by a quality management programme which is annually verified by external and internal ISO 9001/2008 auditors. Over the last decade Fidelity Security has encouraged and facilitated several successful BEE initiatives including ways of enabling outside black entrepreneurs to buy into the group. A recent highlight was the awarding of a Level 2, AAA Empowerdex rating by the respected rating agency. The independent recognition emphasises the significant broad-based BEE efforts and achievements of the company. Fidelity believes it is important to adapt to the rapidly changing environment, constantly meeting and exceeding client expectations in all sectors and by so doing, providing world-class service. The ensuing combination of a highly functional corporate structure, good governance, the hands-on approach of the management team, further acquisitions and successful BEE initiatives have led to the success and high growth rate of the company.

www.fidelitysecurity.co.za

COMPANY INFORMATION STATISTICS / DEMOGRAPHICS / HISTORY Year founded: 1957 Employees: +30 000 Branches: 55 branches throughout South Africa Strategic partnerships: New Seasons Investments Ltd 25.5%, Khulani Holdings Ltd 25.54%, Dickerson Investments Ltd 11.00%, RMB Corvest 11.00%, Management 26.96%

BUSINESS & FINANCE

Turnover: R2.2-billion Operating profit: R165-million Net profit: R107-million Financial year-end: 28 February 2011 Approximate market share: 8% Subsidiaries: Fidelity Security Services (Pty) Ltd, Secureco (Pty) Ltd, CSG Guarding (Pty) Ltd Holding company: Fidelity Security Group (Pty) Ltd Bank: Absa Bank Limited Accountants: PwC Services Provided: General Guarding Services, Commercial & Industrial, Residential & Golf Estates, Shopping & Retail, Hospitality, Casino & Gaming, Events & VIP, Ports & Airports, Oil & Gas, Healthcare & Education, Government & Public Agencies, Banks & Financial Institutions, Mining Security, Armed

Response, Specialised Services, Tactical Air Support Unit, Integrated Technology Solutions, Cash-inTransit, Parking Management Services, Training Academy, National Command Centre

EMPOWERMENT STATUS

Black Empowerment Level: shareholding: >53% / executive directors/senior management: 5%-25% / total staff: >50.1% Gender Empowerment Level: shareholding: 5%-25% / executive directors/senior management: 5%-25% / total staff: 5%-25% BEE contribution level: AAA – Level 2 – Empowerdex

CONTACT INFORMATION Group Chief Executive Officer: Wahl Bartmann Group Chief Financial Officer: Shaun Maharaj Group Corporate Affairs Director:

Simon Mahlangu

National Operations Executive & Gauteng Regional Executive: Leon Bartmann Gauteng Regional Executive: Bryan Smith KwaZulu-Natal Regional Executive:

Francois Bartmann

Northern Cape & Free State Regional Executive: Gert Pretorius Mpumalanga & North West Regional Executive:

Mickey Bartmann

Group Business Development Executive:

Malcolm Stephens

Group IR Executive: Hennie Myburgh Eastern Cape Regional Executive:

Pranishen Naidoo

Western Cape Regional Executive: Fred Louw Group Payroll Executive: Douglas Schultz Physical address: Fidelity Corporate Park, 104D

FAST FACTS 1. 55 branches 2. Own training institution 3. Have integrated security services 4. Operating for 54 years

Mimosa Road, Helderkruin 1734 Postal address: Private Bag X5, Westgate 1734 Telephone: +27 (0)11 763 9000 Fax: +27 (0)11 768 5034 Email: media@fidelitysecurity.co.za Website: www.fidelitysecurity.co.za

T O P 5 0 0 / 5 th E D I T I O N

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ELECTRONIC & ELECTRICAL EQUIPMENT/ ELECTRONIC EQUIPMENT

SILVER SPONSOR

Leading an iconic brand Having the number one market share for over 25 years qualifies Nashua as a brand entrenched in the mind of every South African.

N

ashua Limited has truly achieved iconic brand status in southern Africa as the leading distributor of digital office automation equipment and document output solutions, having retained the number one market share in the country for over 25 years. Nashua is extremely proud of this position, and believes that many factors have set us apart from our competitors, and allowed us to be leaders, rather than followers. Our ultimate goal is to ensure that our well-known pay-off line “Saving you time. Saving you money. Putting you first.” is not a mere slogan, but a tangible reality for every single one of our customers. We make sure this happens by providing them with a unique and customised solution that adds value to their business processes coupled with world class, widespread support from knowledgeable experts. As a result of providing them with this increased office efficiency and productivity,

148

‘Our well-known payoff line “Saving you time. Saving you money. Putting you first.” is not a mere slogan, but a tangible reality for every single one of our customers.’ customers are able to save substantial amounts of money, and have more time to reap the rewards associated with more efficient document management. Through this value offering, our customers are guaranteed to have constant access to superior and world-class printing products and services, through our partner Ricoh International.

Nashua is the largest distributor of Ricoh products in the world, and has an ongoing and established relationship with the company. We are therefore able to leverage this partnership to create real benefits for our customers, as they can receive a wide range of industry leading products with the latest state-of-the-art technology. Supporting our world-class solutions is Nashua’s extensive footprint of 60 offices throughout Southern Africa, ensuring that customers always have immediate and pro-active access to our extensive network of experts. We also have a wide franchise network, with our 39 franchises and 64 service outlets all linked to the same IT infrastructure. This setup allows us to provide efficient time and saving solutions to customers throughout the region, no matter where they are located. It has also resulted in Nashua being able to diversify and create long term success in a range of vertical markets, including

T O P 5 0 0 / 5 th E D I T I O N

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NASHUA OFFICE AUTOMATION GROUP

‘We also have a serious commitment to being green and assisting our customers to achieve a reduced carbon footprint.’ production printing, as well as the corporate, commercial, mining, legal, and educational sectors. We also have a serious commitment to being green and assisting our customers to achieve a reduced carbon footprint. Solutions include decreasing the amount of paper our clients use through intelligent software and print tracking programs and an energy save mode that reduces electricity usage when the devices are not being used. We are also currently in the process of gaining ISO 14001 accreditation, which is an internationally accepted standard that sets out how you can go about putting in place an effective environmental management system. We are expecting to gain this accreditation by the end of this year. This will not only provide accreditation to companies conducting business with us, but will also allow us to conduct green

IT reporting, and contribute even more significantly towards lowering our clients’ carbon footprint. Besides these competitive advantages, Nashua is a company who really cares, and believes wholeheartedly in giving back to communities. As such, we have supported children’s charities in South Africa for many years, and officially founded the Nashua Children’s Charity Foundation in May 2010 to consolidate all our corporate social investment initiatives. This highly successful initiative provides much-needed resources and hope for impoverished children. Having started with only three charities, we are now assisting 32 children’s homes and organisations on a regular basis, and many more on an ad-hoc basis. We are also passionate about our country, and believe that the spirit of South Africa is embodied in our sporting heroes. Thus, we have invested a considerable amount of money over many years in the sponsorship of sport, in order to promote sporting excellence, growth and development. We are currently the proud sponsors of the Nashua Titans, and the Nashua Sky Diving team. We also sponsor the South African Sport and Arts Hall of Fame and are the official time keeper for the Nedbank Golf Challenge. With so much success already achieved, Nashua intends to continue to be an innovator and leader, saving our customers time and money, and retaining our dominant position in the South African market well into the future.

COMPANY ADVERTORIAL

Telephone: +27 (0)11 232 8000 Fax: +27 087 944 6919 Email: info@nashua.co.za Website: www.nashua.co.za

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ENGINEERING & MACHINERY/ ENGINEERING – GENERAL

Manhattan’s Business Partner Ethos Evolution

BRONZE SPONSOR

With a 20 year track record, Manhattan’s ethos has evolved its focus to being its client’s preferred business partner for mining projects and minerals processing plants.

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he Manhattan Corporation Group offers turnkey solutions for clients intending to develop their mining projects, for expansion, upgrade or for a new project, delivering maximum throughput and yield via the delivery of a comprehensive functional and technical solution, utilising a selection of the latest and most efficient technology for such projects. From 1992 when the group was founded, Manhattan has strived to offer an improved overall package to its clients, unique and customised to the required specification for a project. From pioneering mining and production methodology in its surface mining operations , developed from southern to northern Africa, such as the use of in pit mobile screening and Manhattan manufactured specialised screening plants, or within its underground gold mining operations to turnkey process plant design, construction and implementation, Manhattan’s experience has allowed efficient extraction of minerals with the lowest operating cost and optimised capex investment. Innovation in its provision of products, include bolt on applications to plants , where there exists the implementation of water extraction and treatment of waste from processing plants, which allow the optimised usage of water, reduction in power consumption, and recycling of water that can be used as potable water for surrounding communities by its mining clients or can be injected back into the system and reused in the processing application. Reduced costs through energy savings and recycling are key elements in a 21st century mining environment, where the carbon footprint for mining companies and industrialists as well as operating costs determine efficiencies and the ability to access new projects. Manhattan has over the past 24 months upgraded its design, engineering, manufacturing, and implementation divisions to suit the growing demand in the mining industry for turnkey

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operations. It employs a full spectrum of engineers, including disciplines in chemical, metallurgical, mechanical, structural, electrical and mining, as well as other technical personnel and corporate professionals, including geology, mining, financial, legal, training and skills development, all key elements in its offering to its clients of BEST VALUE solutions.

Manhattan Corporation has representative offices on four continents: in 30 countries through Africa, Middle East, Russia, South America and Europe. It lists many of the most recognised names in the mining and resources industry among its worldwide client base including: BHP Billiton, Rio Tinto, Anglo American, Vale, Xstrata, Goldfields, De Beers and Sasol. Manhattan was nominated out of thousands of companies measuring corporate performance and exceptional contribution to the country’s GDP, as one of South Africa’s Top500 Companies and Top Mining Service Companies in 2011.

The mining services division of Manhattan has continued to grow its global presence, and diversified its exposure specifically within the African continent. It has over the past 12 months developed three South African Black Economic Empowerment joint ventures that focus on the development of emerging black companies, owned and managed by black female professionals, as well as black male professionals, engineers and operationally involved executives. Its primary group has been accredited with a Level three B-BBEE scorecard, and its joint venture partnerships enjoy the

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MANHATTAN CORPORATION GROUP

COMPANY ADVERTORIAL

Tel: +27 (0)11 748 8800 • Fax: +27 (0)11 748 8898 • Email: info@manhattancorp.com • Website: www.manhattancorp.com

accreditation of a Level 2 and a Level 1 B-BBEE scorecard. Its drive to expand its knowledge base and have a broad-based representation continues to contribute to Manhattan’s transformation programme, and for the upliftment and development of black engineers and professionals. Manhattan owns and operates gold and diamond operations in South Africa. Its surface mining (alluvial) diamond mining operations, which are among South Africa’s largest, strive to be the most efficient and successful operations in the industry. Through experience, key process and cost per tonne enhancements are offered to its turnkey solutions client base. Gravelotte Gold Mine, Manhattan’s underground gold operation on the East Rand of Gauteng has a well-developed infrastructure with plans in progress to develop the capacity of the operation to a 300 000 tpa mine. Commodity pricing has performed well and above budget, from the pricing drop of 2008/09, and while prices have recently softened in 2011/2012 due to economic uncertainty from Europe, and the USA, the mining industry is still investing in the development of medium to long-term mining projects across many commodities in the sector. Manhattan’s head office is situated on the East Rand of Gauteng where the organisation develops its turnkey process plant solution, from its inhouse design division, to engineering, manufacturing, construction and project site implementation teams using latest technology systems to deliver an exceptional quality, reliable and efficient technical solution.

Projects have been successfully completed throughout Africa with engineering teams travelling to remote locations to deliver, install, commission and train new owners on operating the successfully commissioned processing plants.

In terms of its strategic alliances with OEM’s, Manhattan is able to provide (within its turnkey solutions portfolio) the following process plant and equipment: • • • • • • • • • •

New minerals process plants New materials handling solutions Production equipment solutions New specialised mineral processing equipment – linear screens, fine screening, filtration (i.e. belt filters), material drying New grinding mills with ISO9001 manufacturing quality accreditation New grinding media and liners with ISO9001 accreditation New gearboxes, gears, couplings and fasteners with ISO 9001 accreditation New mobile crushing and screening plants New transformers with ISO9001 accreditation New diesel generators / power plants with ISO9001 accreditation

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TURNKEY SOLUTIONS

NEW GOLD PROCESS PLANTS

Manhattan turnkey solutions to the mining and mineral processing industries include:

Manhattan provides gold processing plants and turnkey solutions that include a number of key areas within a gold mining and process plant operation. Along with Manhattan’s expertise, developed through 10 years of contract and owned mining, technology provided includes:

• Conceptual design • Detailed engineering design • Manufacturing • Site construction and installation • Commissioning, after sales service and support • And, where required, operational management including implementing strategies for the effective marketing of the commodity.

• • • • • • • •

Ore handling and storage Crushing Milling Pre-concentration Solid-liquid separation Carbon/leaching processes Gold metal recovery Gold product finishing

The offering focuses on the use of the Latest Technology in the market.

NEW COAL PROCESSING SOLUTIONS

NEW DIAMOND PROCESS PLANTS & DIAMOND MINING EQUIPMENT SOLUTIONS

Manhattan provides turnkey coal processing solutions that include a number of key areas within a coal mining and process plant operation.

Manhattan has successfully delivered diamond process plants and diamond mining equipment worth more than R1.7-billion to the mi- ning industry.

Technology provided includes: • Coal preparation plants • Turnkey supply • Process design • Coal-beneficiation • Coal-handling systems • Coal-conveying Systems • Ash-classification systems • Emission monitoring and control • Water treatment

Along with Manhattan’s expertise, developed through 10 years of contract and owned mining, technology provided includes: • DMS plants • Rotary pan plants • Screening and de-sanding plants • Mining infrastructure development • Production machinery including yellow fleet

NEW SPECIALISED MINERAL PROCESSING EQUIPMENT

MATERIALS HANDLING SOLUTIONS

Manhattan has acquired technology for specialised mineral processing applications. The equipment is designed and manufactured in-house in partnership with European specialists. The equipment includes linear screens for efficient trash screening, dryers utilising infrared drying under vacuum and classifiers used for trash screening and circuit classification (2mm down to 100micron). The technology is proven and well developed with the focus on optimised capital and operating expenditure.

Manhattan has over the past year successfully delivered a number of materials handling solutions to the mining industry in South Africa, Ghana and Namibia. The company’s +20-year track record of successfully delivering equipment efficiently and within the budget of the client allows Manhattans’ clients to achieve their own project success. For this product line, Manhattan provides design, manufacture, construction, installation, commissioning and hand-over to its clients. Delivery lead times and budget deliverables are some of the benefits of using Manhattan.

CRUSHING & SCREENING PRODUCTS

PROJECT MANAGEMENT & IMPLEMENTATION

Mobile crushing plants: Impact crushers up to 500tph and 26x44” jaw crushers: The product features a unique curtain relief system in the impact crusher range that effectively allows the crushing of marginally oversized materials that would stop other machines in its size class. It drastically reduces the typical downtime experienced by other crusher plants. In-pit screening plant: Spyder 516T: High frequency vibration means better screening efficiency. The product produces up to 600tph and is rated higher in production capacity than alternative brands. Simple operation, maintenance and control and matches perfectly with the 4043T IMPACT CRUSHER for aggregate production. New grinding mills: New, wet and dry grinding mills and milling components, as well as automatic raw material handling solutions, with products proudly bearing ISO9001. The supply is from Europe, utilising German and Austrian design technology. Key benefits include favourable price and lead times. New transformers: New transformers offered custom designed and built to client requirements, bearing ISO9001 manufacturing quality accreditation as well as ISO14001, conforming to IEC standards. The production facility for transformer manufacture is rated as one of the top five facilities in the world.

Manhattan’s engineering and project management team is qualified in process, mechanical, structural electrical and mining engineering disciplines among others. Team members hold extensive experience the mining and mineral processing fields including in multiple commodities such as gold, platinum, copper, cobalt, iron ore, manganese, coal, diamonds aggregates and others. This team provides project management, design, manufacturing, installation and commissioning of plant and equipment, as well as operational support and management. The team has delivered well over 1 000 projects in the company’s history. Manhattan provides extensive support and warranties on its process technology and equipment through its representative offices in over 30 different countries worldwide, of which 20 countries fall within the African continent.

The focus of Manhattan is to be the most efficient value-adding supplier to its clients.

NEW DIESEL GENERATORS / POWER PLANTS Comprehensive range of diesel generators, manufactured to ISO9001 standards. Brands supplied include, Mitsubishi, Cummins, Deutz, Volvo, Perkins and MTU.

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INFORMATION TECHNOLOGY/ LOGISTICS SOLUTIONS

Intelligence delivered

BRONZE SPONSOR

Savino Del Bene might be a new brand in South Africa, but it’s built on the success of a local logistics leader, and draws on the proud history of an international company over 100 years old. Here’s how the multiple attributes have been blended into a new value proposition.

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obus Maree’s entrepreneurial story starts like so many others. A dining room table at an office, three staff members, a struggle to get finance, but an energy and determination to make it work. But while his modest beginnings might be typical of many start-ups, the success that he achieved is not. Maree started Strategic Logistical Alliance (SLA) in 1996 and in 10 years grew it to be one of the most recognised brands in the logistics sector, with a capital base of R194-million and gross annual revenue of R1.25-billion.

renowned international freight forwarding and logistics company, Savino Del Bene, which took full ownership in 2009. Savino Del Bene South Africa became the 108th office to become part of the group.

Leveraging multiple benefits It marked a new era for the company. Headquartered in Italy, Savino Del Bene is a truly international logistics company, with 60 subsidiaries, 170 commercial offices and over 2 600 employees operating in 37 countries. In 2010, the company was rated number 17 in the world in the logistics sector, based on revenue.

SLA Company Growth CAPITAL BASE 1996

R194M

GROSS ANNUAL REVENUE 2006

R1,25B

Built on the principles of innovation, the company differentiated itself by offering a holistic approach to logistics services. It established itself as a leading provider of end-to-end global logistics excellence to a diverse range of business sectors and major blue-chip international brands. Maree worked long hours with wife and partner Juanita to secure SLA’s success, doing everything in the early days from managing the finances and staff to standing in customs queues to clear products. Having worked so hard, most people would welcome the opportunity to enjoy the fruits of their labour, but then Maree is not most people. Driven by a restless energy and drive to seek out new opportunities to grow, he signed a 50 percent equity shareholding in 2001 with

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borrow best practice from other players in the Savino Del Bene family. “We have always run our company based on energy, entrepreneurialism and innovation, and that management style wasn’t going to change,” says Maree.

It also comes with its own proud entrepreneurial history, having started at the beginning of the 20th century by Savino Del Bene in Florence, Italy. There are definite advantages to joining an organisation of such gravitas – as Maree points out, “the value to us of becoming part of that global network cannot be overstated”.

Maree’s young, energetic, entrepreneurial and locally relevant company, and the established, global concern of Savino Del Bene provided a unique blend of the best of both worlds. Maree’s young, energetic, entrepreneurial and locally relevant company, and the established, global concern of Savino Del Bene provided a unique blend of the best of both worlds. It placed Savino Del Bene South Africa in the enviable position of being able to leverage the advantages of a global network with local knowledge and

Establishing a new brand presence But the buy-out wasn’t without its challenges. “SLA was a recognised, established brand in South Africa and while Savino Del Bene is known throughout the world, our local market wasn’t familiar with it,” Maree explains. He needed to manage the change with clients, establish a strong brand presence locally while still retaining the reputation he’d built up over years in SLA, and remain mindful of the parent brand of which his company had become part. In many respects the easy thing would be to simply adopt the philosophy and corporate identity of the parent brand, but Maree had other ideas. “I wanted to create a new brand for Savino Del Bene South Africa, one that did justice to our established reputation as a market leader, that reflected our management style and philosophy, and that also drew on the many global advantages of the established Savino Del Bene brand,” he says.

Identifying the differentiator His starting point was to focus on his company’s unique differentiators. “Our services might be in logistics but we do far more than the handling, clearing, delivery and warehousing of freight. Having worked for many years with our big clients, we have access to a wealth of information that, in many respects, means we know more about our clients’ business than they do,” Maree

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SAVINO DEL BENE COMPANY ADVERTORIAL

8-Leg Supply Chain Management Process Savino del Bene has a unique 8-Leg Supply Chain Solution to ensure a successful delivery process. Attention to detail at every single step means Savino provides cutting-edge and low-risk service that will save the client time and money, while providing complete peace of mind.

Pick Up explains. Such information, if packaged Origin Handling“We hope to be able to share some of our intelligently, can prove invaluable. philosophy with others in the group, to the strengthened benefit of all,” says Maree. Carrier That’s game-changing stuff if you can get Delivering impact your hands on it. And while many clients Destination While the new brand has been very well have access to the data should they wish to Handling received by clients, all of whom have stayed sift through their systems to find it, most with Savino through the change, it’s early don’t have the expertise, inclination or time Clearing days still and the brand’s external impact is to do so. “It’s not their core business and yet to be measured. anyway, mostly the data is in a raw form. De-Grouping What we do is package it in such a way that Warehouse What it has already achieved, however, is to it tells a story, that can help inform the re-focus the company internally on its new strategic decisions of our clients,” Maree Delivery purpose. explains.

Position perfect

Warehousing

He calls it ‘Intelligence Delivered’ and it’s become the central pivot on which the Savino Del Bene South Africa brand turns. “Our vision is to be the ultimate information company, using information to deliver insight. No longer do we compete on our ability to deliver ‘the package’. Rather, we stand as an expert and strategic business partner to core clients, providing them with insight into their businesses that they can then leverage for financial gain,” says Maree. It’s all about adding value, which is borne out in the brand’s bid to clients: • Our Knowledge – Your Reduced Risk • Our Knowledge – Your Improved Efficiency • Our Knowledge – Your Innovation • Our Knowledge – Your Competitive Advantage • Our Knowledge – Your Peace of Mind • Our Knowledge – Your Increased Profit It’s a compelling proposition, and with it Savino has created a competitive positioning. What’s interesting is that it has the full support and buy-in of the Savino parent company.

“From a staff, IT, systems, processes and operations point of view, it has challenged us to ask the question whether everything we do is geared towards delivering intelligence. Where the answer has been no, things have been reengineered to deliver on that core objective,” Maree explains.

8-Leg Supply Chain Management Process Savino del Bene has a unique 8-Leg Supply Chain Solution to ensure a successful delivery process. Attention to detail at every single step means Savino provides cutting-edge and low-risk service that will save the client time and money, while providing complete peace of mind.

Pick Up Origin Handling Carrier Destination Handling Clearing De-Grouping Warehouse Delivery Warehousing

He’s invested time and energy into ensuring his team fully understands their role in getting to the end-goal. “Employees have been empowered to take strategic decisions provided these fit in with our key business drivers and core values. But in order for such a system to work, you have to make 100 percent sure that everyone understands what these are. So we’ve very clearly unpacked the attributes of our core values and instituted crystal clear KPIs and targets for each department,” he says. It means everyone knows where they’re going, something that is underpinned by the solid foundation of a brand that’s defined the company’s purpose and objectives. Getting that right isn’t easy, but then Savino is used to achieving the extraordinary.

Tel: +27 (0)11 437 3000 Fax: headoffice@savino.co.za Website: www.savino.co.za

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NON-CYCLICAL CONSUMER GOODS/ FARMING

VKB LANDBOU BEPERK

COMPANY ADVERTORIAL

VKB at the forefront of agricultural development

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KB AGRICULTURE LIMITED is a well-established and dynamic agricultural enterprise of sound financial standing, with a loyal member and client base. The company has committed itself to identifying opportunities for growth in the agricultural environment. Through sustained growth, it is also committed to availing itself of these opportunities for the benefit of its members and other interested parties by adding and creating value. VKB’s core business module is handling, storing and marketing of grain. VKB has recently invested in integration opportunities, both backwards to reduce the cost of inputs and forward to add value to the agricultural products of its members. In embracing the vertical integration strategy, VKB has embarked on several major projects. One of the projects is a Broiler Project. The company is currently constructing a broiler abattoir with a first phase slaughtering capacity of 450 000 chickens per week. “This chicken project is a huge initiative. Investment for the first five years is about R200-million. Once the first phase is done, and we are also satisfied with the marketing of the product, we aim to expand the project. Most importantly, this project will give VKB members the opportunity to act as contract growers and create an opportunity for them to diversify their businesses.” The project is also strategically aligned to embrace one of VKB’s B-BBEE objectives in terms of unlocking the entrepreneurial talent of the previously disadvantaged individuals and assist them to participate meaningfully in the mainstream economy. As a result VKB is in partnership with the provincial and national government and for this first phase, six chicken houses have been allocated for smallholder farmers from previously disadvantaged groups. “VKB is also busy with the construction of a second animal feed factory with a capacity of 200 000 tons a year.” Another significant project for the company is an oil crusher plant with a capacity of 150 000 tons a year. VKB is devoted to a number of initiatives where it has the most opportunity to make a difference in

Paul Carshagen (Chairman of the Board)

Koos Janse van Rensburg (Managing Director)

“We are finally at a stage where we are happy with our critical mass and can focus our attention on how to add value to a product.” the community. The company runs a very successful programme for emerging farmers in the area, offering them both technical and financial support in addition to regular mentorship in all aspects of the job. “Development of smallholder farmers remains a relevant strategy for VKB to ensure that those farmers are well equipped with the modern farming practices and skills for economically healthy business”. “It is an uncovered truth that if an organisation is keen to sustain its growth and success, the development of its employees should contribute to its competitive edge.” VKB has different training programmes aimed at developing its employees across the occupational categories and levels. Programmes range from learnerships, apprenticeships, skills programmes, to intensive leadership programmes which prepare the previously disadvantaged individuals to participate meaningfully at managerial hierarchies. VKB is optimistic about the future.

Abattoir in building process

The company will focus on achieving operational efficiency with its new capital ventures and investments in the coming years. It will also continue to maintain its unique relationship with its stakeholders. “We are a one-stop supplier to the agricultural producers within our area and they are the core reason for our existence. We have always experienced unprecedented loyalty from our members and they will always be the centre of our business.”

Tel: +27 (0)58 863 8111 Email: vkb@vkb.co.za Website: www.vkb.co.za

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INSURANCE/ MEDICAL AID SCHEMES

The remedy for affordable, quality healthcare

SILVER SPONSOR

From its extremely humble beginnings to a dynamic entity with a R7-billion turnover (which makes it South Africa’s second largest open medical scheme) Bonitas is a South African success story that has made quality healthcare more affordable to hundreds of thousands of South Africans.

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he Bonitas Fund was started way back in 1982. The apartheid government of the day invested the paltry amount of R100 000 into a medical fund to provide basic cover for black civil servants. (It’s interesting to note, that these days that amount would barely cover the average surgical procedure for one of our members.) Since those early days, Bonitas not only survived all manner of adversity, it grew its membership base well beyond government workers. And today it cares for the healthcare needs of 620 000 beneficiaries and is arguably the healthiest medical fund in the country.

Keeping a finger on the pulse One of the crucial aspects of any medical fund is to ensure that you remain relevant to your core target markets – especially South Africa’s emerging markets. As Bonitas views it, this requires never losing sight of its fundamental values of providing affordable, quality healthcare to its members. Right now, Bonitas offers a range of six medical aid plans that serve the needs of the most discerning company CEO on the one side, to providing for more basic requirements of blue-collar workers on the other. Bonitas caters for South Africans at all levels of the social strata. Being ultra competitive and serious about affordability means that across most of these six options Bonitas members can expect unlimited cover, as well as far more dentistry, optometry and supplementary benefits being paid from risk and not from their savings accounts. It is also interesting to note that a close look at Bonitas’ membership base reveals that it’s by far the most representative of the demographics of the country: it’s young, vibrant, dynamic and extremely healthy.

Bonitas’ financials: the vital signs Making Bonitas’ success even more remarkable is that it operates in an industry that has battled with stagnating membership

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Team Bonitas Cycling Team

‘Team Bonitas, a professional cycling team, has won the Cape Argus Pick n Pay Cycle Tour three times in a row, it has also recorded 56 wins in local races.’ and spiralling medical inflation for several years. Yet, Bonitas has built a level of financial stability that is the envy of the industry. In fiscal 2010 Bonitas recorded a net surplus of R280-million. And it projects an even healthier surplus by the end of the 2011 fiscal. Moreover, Bonitas has accumulated funds in excess of R2.5-billion in reserves. Furthermore, Bonitas’ claims paying ability is rated as a rock solid A+, for the second year in a row. And it’s operationally sound with 98.2 percent of claims being processed within 10 days in 2010.

However, it’s Bonitas’ solvency ratio – the reserves as a percentage of contributions – that impresses most. It currently stands at 36.5 percent. Well above the 25 percent stipulated by the Medical Schemes Act. And well above the vast majority of schemes, many of which have failed to maintain the required level of 25 percent as reported recently by the Council of Medical Schemes (CMS). This is an aspect of financial stability that represents peace of mind for its members.

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BONITAS MEDICAL AID

COMPANY ADVERTORIAL

services is measured in terms of empathy, understanding and compassion, the senior female executives at Bonitas don’t just lead the Fund, they lead the industry too.

Bonitas marketing: A major operation

Bonitas Running Team

‘With regards to road running, Bonitas is the leading sponsor of the two biggest events on the calendar: the Comrades Marathon and the Bonitas City-2City Marathon.’ Black empowered: Woman empowered Bonitas risk profile: a safer bet for the future Examine the Fund’s risk profile and you see that there are strong indications that Bonitas can weather any economic storm. First Bonitas’ pensioner ratio is, according to the CMS, the lowest of any of the top ten open medical funds. And its average beneficiary age sits at the age of 32.9 years, then again the lowest of the open top 10. These are crucially important factors that make for a healthier scheme in terms of containing costs and ensuring that increases in contributions are affordable to members. And Bonitas’ non-healthcare expenditure levels are amongst the lowest in the industry. Moreover, only 15 percent of Bonitas members are government employees. This means that, unlike other schemes, Bonitas is not vulnerable to losing members to GEMS, the government-backed medical fund.

As a Trust owned by its members for the benefit of its members, Bonitas boasts some extremely impressive B-BBEE figures: • Black ownership as a percentage of total ownership: 75.3 percent • Black female ownership as a percentage of total ownership: 76.5 percent • Employment of black top management as a percentage of total management: 50 percent • Employment of black female top management as a total of management: 50 percent • Procurement spend on BEE compliant businesses as a percentage of total procurement: 65 percent Bonitas is not just black empowered, it’s also women empowered. Over and above the fact women make up 50 percent of the Bonitas senior management team, its head office also boasts a ratio of more than two women for every man. Now, some may consider this a soft issue. But in this industry where quality

Bonitas’ marketing efforts have a heavy focus on sponsorship of sports with strong visibility for the majority of South Africans. And not just for the sake of promoting the brand, but also to promote a healthier lifestyle. Road running, cycling and soccer are the main focus because everyone can run around the block, ride a bike and kick a ball. Team Bonitas, a professional cycling team, has won the Cape Argus Pick n Pay Cycle Tour three times in a row, it has also recorded 56 wins in local races. Soccer-wise, Bonitas’ sponsors Absa Premier League team, the Free State Stars. With regards to road running, Bonitas is one of the leading sponsors of the two biggest events on the calendar: the Comrades Marathon and the Bonitas City-2-City Marathon. In addition, the brand also sponsors the Bonitas Elite Team of marathon and ultra marathon runners who have made their mark on national level. In terms of CSI, Bonitas combines a highly successful conservation project that uplifts the lives of youngsters in rural areas. The Wildlands Conservation Trust and their Indigenous Trees for Life project has, over the last two years, planted 35 000 trees.

South Africa’s healthiest fund is in better shape for the future Since its early days, the Bonitas brand has changed much over the years. It has matured to become the Fund most representative of the demographics of South Africa, catering for the healthcare needs 610 000 South Africans of all sectors of our society. It has also become one of the most financially stable Funds in the county. A contributor to the health of the nation through its active promotion of healthy living and sponsorships of sports that are accessible to all. And through all this growth and changes it has never lost sight of the fundamental values of providing quality care at affordable prices to as many South Africans as possible. A far cry from what it was intended for.

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A night to remember The annual African Access National Business Awards, in association with the Top Performing Companies publication, are the premier South African business awards. We look back at the glittering ceremony for the 2011 winners as we get ready for this year’s big event. Customer Focus Award – Mteto Nyati, MD of Microsoft SA

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Business Tourism Award Joey Pather, Chief Operating Officer at the CTICC

he Awards were first introduced by Topco Media in 2002 to recognise and honour the top performing companies in South Africa. Entries are sourced from our extensive research department, which benchmarks and researches top performing companies, as well as through nominations from a panel of peers. From the entries received, selected companies go through as finalists where the winners are chosen by an independent panel of judges. The awards have grown over the past 10 years and are now a widely established prestigious awards ceremony. They provide businesses in South Africa with an opportunity to benchmark themselves against other companies – and to celebrate and acknowledge companies who have achieved superior levels of excellence. The results of Topco Media’s research into leading corporate and public sector performance levels are published annually in the Top Performing Companies magazine.

Photographs by SDR Photo

Top Performing Government Leader Award Faiza Steyn, Western Cape Department of Health

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Ralf Fletcher – Topco Media CEO

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AFRICAN ACCESS NATIONAL BUSINESS AWARDS

EVENTS

ENTER NOW FOR THE

2012 NATIONAL BUSNESS AWARDS

To nominate a company for consideration into the 2012 National Business Awards visit: nationalbusinessawards.co.za or contact Haley Fletcher on 086 000 9590

‘We’re here to recognise and celebrate great individuals and businesses whose achievements are changing the perception of South Africa’s potential in domestic and international markets. We’re here to celebrate their excellence and the positive impact they make within their industry as well as their contributions towards the development of our country.’ – Seth Phalatse, Chairman of African Access Holdings

SAfm covered the event exclusively, interviewing the finalists during the run-up to the Award and broadcasting live on the night. The glitz and glamour of the event was captured by television magazine show, Top Billing, while the 24-hour news channel, etv News, broadcast interviews with the winners to the African continent

“I think Africa doing well will stand all of us in good stead for that sought-after African adventure – we have the skills, the knowledge and the winning philosophy to make the most of the wonderful opportunities out here, none more than our own finalists and winners here.” – Topco Media Chairman Richard Fletcher (above)

Fast Growth SMME Award – Nomahlubi Simamane, CEO Zanusi Brand Solutions

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‘Thebe is what I do! I am passionate about marketing and the role of the exhibition industry.’

TOP BUSINESSWOMAN OF THE YEAR CAROL WEAVING, THEBE EXHIBITIONS & PROJECTS GROUP Thebe is regarded as an exhibition and events leader in Africa and its managing director Carol Weaving is the dynamo behind much its success. Weaving led the 70 percent acquisition of Thebe Exhibitions and Projects by the Thebe Tourism Group in 2005 in a well-applauded BEE partnership, opening many a door of opportunity for clients. She is also former chairperson of the Exhibition and Event Association of Southern Africa. Weaving is also known for her excellent managerial skills, including managing venues. She landed the contract to manage

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the Coca-Cola Dome in Johannesburg and has taken the Coca-Cola Dome from a venue that was the proverbial ‘white elephant’ to one of the leading venues in South Africa. This contract is valid until 2019 – the third term in a row. A hands-on strategic operator, Weaving inspires her team and empowers people to deliver, whatever it takes. “Thebe is what I do! I am passionate about marketing and the role of the exhibition industry. I work around the clock,” she said. The tough economic times have forced Weaving and her team to be more innovative than ever and to work so much harder to stay ahead of the pack. “Being different, rising above the clutter, while still offering value-for-money, is a huge challenge,” she added. “From time to time you

need reminding that what you’re doing is actually not that bad. You don’t achieve anything in life without a great deal of passion. I am passionate about marketing and the role of the exhibition industry and I work around the clock. The odd bit of good luck helps, of course. There are no shortcuts. The ways of doing business might have changed, with the use of technology for instance, but the principles have remained the same; good planning, knowledge about the industry and your competitors, dedication, hard work and passion. I am truly proud and honoured to receive this prestigious award. The empowerment of women is even more critical in today’s business world. I thank my team who continue to inspire and support me,” she said.

T O P 5 0 0 / 5 th E D I T I O N

2012/04/02 4:21 PM


AFRICAN ACCESS NATIONAL BUSINESS AWARDS

TOP BUSINESSMAN

OF THE YEAR – ANDREW MILLS, BOXERS SUPERSTORES

The judges described this award as an “award that goes to the businessman whose leadership is reflected in his service to his company and also to interests not exclusively his own. His company must have achieved great success in the business environment.” As marketing director of Boxer Superstores, Andrew Mills has been an integral part of the rise of a brand that has grown from a relatively unknown one with seven stores, to a

household name that has 110 outlets and an instantly recognisable brand. The KwaZulu-Natal and Highway businessman has been responsible for many of its innovations and brand extensions, including branding the stores as the “price-fighting champion of the people”, pressing penetration of brand into the key market of black shoppers (ranging from LSM one through six) positioning Boxer stores as payout points for socia grants and driving the World Cup Diski Imbizos fan boxes. The supermarket group is owned by Pick n Pay Holdings. The key to his success? Mills says it is all about

WINNER

knowing your customer. “We have a huge, rapidlychanging customer base. Every new innovation introduced into the business is based on what our customers need, and on what will enhance their lives more. Innovation is not about making changes for personal ambitions. Our customers are our starting point, and our end point,” Mills said. “It’s a proud moment for me personally and for the company, that has been in existence for 34 years,” Mills said, adding that the award is his own personal Oscar, and that the trophy had been on tour and is now firmly back on his desk in his office.

‘It’s a proud moment for me personally and for the company, that has been in existence for 34 years.’

T O P 5 0 0 / 5 th E D I T I O N

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1. Top Performing Government Leader Award – Faiza Steyn 2. Stokvel Award – Hardy Daba, Kliptown Helping 3. Investing in People Award – Greg Solomon, CEO McDonalds SA 4. Awards 5. Diversity in the Workplace – Manana Nhlanhla, Chairperson 6. Dr Danny Jordaan, Vice President of the South African Football Association 7. Alt-X Performance Award – Ian Lourens, CEO OneLogix Group Limited 8. Gcina Mhlophe-Becker – South Africa’s best known storyteller 9. Entertainment – Drumming SA 10.Susan Myburg, CEO South African Post Office 11. Marketing Excellence Award - Debbie Shepard – Manager Kraft Foods SA 12. Fast Growth Award – Shirley Zinn & Chris Griffith, CEO of Kumba Iron

4.

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The Oscars of SA business awards was a star-studded evening attended by 500 captains of industry who mingled with media personalities and celebrities. Guests were entertained by saxophonist, penny whistler and flautist Kelly Petlane. Everyone later got their groove on to the saxophone sounds of Afro South-West fusion with Olufemi.

We thank our sponsors for their valuable contribution towards the NATIONAL BUSINESS AWARDS Title Sponsor

Brought to you by

South Africa’s best managed companies

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Category Sponsors

TOP PERFORMING COMPANIES 2012/04/02 5:13 PM


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1. Customer Focus Award – Mteto Nyati, MD of Microsoft SA 2. ESG Award – Dr Geoff Visser, Group Executive & André Nel 3. Logistics Award – John Wentzel, South African Post Office 4. Sandton Convention Centre 5.Seth Phalatse, Chairman of African Access Holdings 6. Alt-X Performance Award – Ian Lourens & Carla Saraiva 7. Sandton Convention Centre Ball Room 8. Dr Joe Mancuso, President of the CEO’s Club 9. Business Tourism Award – Joey Pather, Chief Operating Officer 10. Chris Hart, Chief Strategist from Investment Solutions 11. Entertainment 12. Diversity in the Workplace – Manana Nhlanhla, Chairperson 13. Entertainment 14. Customer Focus Award – Mteto Nyati, MD of Microsoft SA

MeetingsAfr-BAG - PATHS.indd 1

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2011/05/13 3:06 PM

2012/03/30 2:43 PM


COMPANY TO ENTER GOOD REASON FOR YOUR

 Raise your profile  Prove your excellence  Acknowledge your team’s efforts  Impress partners, clients and investors  Join a network of exceptional organisations

AND ONLY  IF YOU DONT........ 

Nothing happens! www.topco.co.za

The Oscars of South African Business The 11th Annual African Access National Business Awards, in association with the Top Performing Companies publication, are the premier South African business awards. The Awards aim to recognise and honour the top performers of the year in both business and industry, for individuals, companies and government.

In association with:

South Africa’s best managed companies

AANBA BR AD 2012-1.indd 1

Title Sponsor:

Category Sponsor:

Brought to you by:

TOP PERFORMING COMPANIES www.topco.co.za

2012/04/02 3:43 PM


Comprehensive reference guide for all who are interested and operate within the sphere of environmental sustainability.

WORLD’S500

WORLD’S WORLD’S

500

ESG GREEN PAGES ENVIRONMENTAL SOCIAL GOVERNANCE

THE ESG GREEN PAGES is the communication space of choice of direct roleplayers (including but not limited to suppliers, innovators, social entrepreneurs, manufacturers and producers) involved in sustainability. To advertise contact Ross Maltman ross.maltman@topco.co.za | 086 000 9590

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2012/04/02 3:05 PM


SUBSCRIBE & WIN iPad 2 with Wi-Fi 16 GB Valued at R4 399

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AND SAVE R900 PLUS STAND A CHANCE TO WIN AN IPAD

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GAUTENG IS A GREAT PLACE TO DO BUSINESS

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Your Gateway to: • South Africa’s most sustainable and successful businesses • Internationally recognised research-based editorial • Over 10 000 listed private and public companies

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2013 NOMINATE YOUR COMPANY FOR SA’S TOP EMPOWERMENT AWARDS

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Brought To You By:


Top500 Companies Ranked by Turnover By Company Name, with Sub-Sector & Telephone Number 34

Altech Alcom Matomo (Pty) Ltd

Branding & Design Agencies.....................................(021) 480 3400

Telecommunications Equipment............................ (011) 235 7640

Avis Rent A Car South Africa – a division of Barloworld South Africa (Pty) Ltd

1Time Holdings Limited

Altech Netstar

Airlines.........................................................................(011) 086 8100

Fleet Management & Vehicle Tracking.................... (011) 207 5000

ABSA Group Limited

Amalgamated Appliance Holdings Limited

Banks............................................................................ (011) 350 4000

Household Appliances.............................................. (011) 267 3300

Acer Africa (Pty) Ltd

Amalgamated Beverage Industries

Computer Hardware.................................................. (011) 263 6100

Beverages – Soft Drinks............................................. (011) 676 9500

Actom (Pty) Ltd

Amka Products (Pty) Ltd

Electrical Equipment................................................... (011) 820 5111

Personal Products......................................................(012) 674 0400

Adams & Adams

Anglo American Platinum Limited

Legal Services..............................................................(012) 432 6000

Platinum....................................................................... (011) 373 6111

Adcock Ingram Limited

Anglo American South Africa Limited

Pharmaceuticals......................................................... (011) 635 0000

Diversified Mining....................................................... (011) 638 9111

Adcorp Holdings Limited

Anglo American Thermal Coal

Recruitment Group.................................................... (011) 244 5300

Coal............................................................................... (011) 638 9111

Adidas SA (Pty) Ltd

AngloGold Ashanti Limited

Sports Apparel............................................................(021) 442 6200

Gold.............................................................................. (011) 637 6000

ADT Security (Pty) Ltd

APL Cartons (Pty) Ltd

Private Security............................................................(011) 259 3501

Packaging....................................................................(023) 348 5500

AECI Limited

Appeltiser (SA) Pty Ltd

Speciality Chemicals..................................................(011) 806 8700

Beverages – Soft Drinks............................................. (011) 263 9250

Aegis BPO Holdings South Africa (Pty) Ltd

Aquarius Platinum (South Africa) (Pty) Ltd

Business Process Outsourcing ................................ (011) 461 9100

Platinum.......................................................................(011) 656 1140

Afgri Limited

ArcelorMittal South Africa Limited

Agriculture..................................................................(012) 643 8000

Steel.............................................................................. (016) 889 9111

African Bank Investments Limited

Argent Industrial Limited

Micro Finance..............................................................(011) 256 9000

Diversified Industrials............................................... (031) 584 7702

African Media Entertainment Limited

ARMSCOR (Armaments Corporation of South Africa) Limited

BHP Billiton SA Holdings Limited

Aerospace & Defence...................................................(012) 428 1911

Diversified Mining....................................................... (011) 376 9111

Aspen Pharmacare Holdings Limited

Bidvest Magnum Shield Security Services (Pty) Ltd

Pharmaceuticals......................................................... (011) 239 6100

Corporate Security Services...................................... (011) 555 4949

Assmang Limited

Bidvest Panalpina Logistics

Metals & Minerals....................................................... (011) 779 1000

Freight Forwarding.....................................................(011) 922 9600

Astral Foods Limited

Bidvest Prestige Cleaning Services (Pty) Ltd

Farming .......................................................................(012) 677 5468

Contract Cleaners.......................................................(011) 796 0000

Astrapak Limited

Bidvest Steiner (Pty) Ltd

Packaging.....................................................................(011) 615 8011

Hygiene Services........................................................(011) 923 9400

AstraZeneca Pharmaceuticals (Pty) Ltd

Bigen Africa Services (Pty) Ltd

Pharmaceuticals......................................................... (011) 797 6000

Consulting Engineers................................................(012) 842 8700

Aucor Sandton (Pty) Ltd

BKS (Pty) Ltd

Auction Houses.......................................................... (011) 237 4444

Engineering Groups................................................... (012) 421 3500

Auction Alliance (Pty) Ltd

Bloem Water

Auction Houses..........................................................(021) 443 6000

Water . ..........................................................................(051) 403 0800

Aurecon South Africa (Pty) Ltd

Blue Financial Services Limited

Engineering Groups...................................................(012) 427 2000

Micro Finance................................... (011) 504 6204 / (012) 990 4300

Austro Group Limited

Bonitas Medical Fund

Industrial Products.................................................... (011) 222 8300

Medical Aid Schemes................................................. (011) 262 7000

Aveng Limited

Bosal Afrika (Pty) Ltd

Construction Groups................................................. (011) 779 2800

Automotive Components ........................................ (012) 391 1000

Aveng Trident Steel (Pty) Ltd

Bowler Metcalf (Pty) Ltd t/a Bowler Plastics (Pty) Ltd

Steel .............................................................................. (011) 861 7111

Packaging.................................................................... (021) 704 2223

Allied Technologies Limited (Altech)

AVI Limited

BrandHouse Beverages (Pty) Ltd

Electronic Products.....................................................(011) 715 9000

Food Processors ..........................................................(011) 502 1300

Breweries..................................................................... (021) 442 7100

Car Hire........................................................................ (011) 923 3500

Avon Justine South Africa (Pty) Ltd Beauty Products................................................(010) 205 5108/5000

Avroy Shlain (Pty) Ltd Beauty Products..........................................................(011) 655 3500

Avusa Limited Media Groups..............................................................(011) 280 3000

Axiz (Pty) Ltd IT Components .......................................................... (011) 237 7000

BAE Land Systems Aerospace & Defence...................................................(011) 747 3300

Barloworld Limited Diversified Industrials............................................... (011) 445 1000

Basil Read Holdings Limited Construction Groups................................................. (011) 418 6300

Bateman Africa (Pty) Ltd Consulting Engineers ................................................(011) 899 9111

Behr South Africa (Pty) Ltd Automotive Components......................................... (031) 719 7600

Bell Equipment Limited Heavy Machinery.........................................................(035) 907 9111

Berco Express (Pty) Ltd Courier Services.......................................................... (011) 457 3000

Berry & Donaldson (Pty) Ltd Shipping......................................................................(021) 464 8000

BestMed Medical Scheme Medical Aid Schemes.................................................(012) 339 9800

Broadcasting Contractors ........................................ (086) 123 7234

African Oxygen Limited t/a Afrox Gas................................................................................(011) 490 0400

African Rainbow Minerals Limited Diversified Mining.......................................................(011) 779 1300

Afrimat Limited Building & Construction Materials......................... (021) 917 8840

AfriSam (South Africa) (Pty) Ltd Cement........................................................................ (011) 670 5500

Agility Health Solutions Medical Aid Administrators......................................(012) 673 8600

Air Chefs (Pty) Ltd Food Services............................................................... (011) 397 1331

Air Liquide (Pty) Ltd Gas................................................................................ (011) 389 7000

Alcatel-Lucent South Africa (Pty) Ltd Telecommunications Equipment............................ (011) 542 3002

Alexkor Limited Diamond Mining.........................................................(011)788 8809

Allan Gray Limited Asset Management.................................................... (021) 415 2300

Allcare Administrators Medical Aid Administrators......................................(011) 290 6200

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A-Z INDEX

Brimstone Investment Corporation Limited

Clover SA (Pty) Ltd

Deutsche Bank

Investment Holding Company ............................... (021) 683 1444

Dairy Products.............................................................(011) 471 1400

Investment Banks ......................................................(011) 775 7000

BSI Steel Limited

Coal of Africa Limited

DGB (Pty) Ltd

Steel..............................................................................(033) 846 2222

Coal...............................................................................(011) 575 4363

Distillers & Vintners................................................... (011) 653 1000

Budget Rent a Car – a division of McCarthy Limited

Coca-Cola SA (Pty) Ltd

DHL Global Forwarding SA (Pty) Ltd

Car Hire .......................................................................(011) 398 0000

Beverages – Soft Drinks.............................................(011) 644 0666

Freight Forwarding / Courier Services.....................(011) 928 0400

Business Connexion (Pty) Ltd

Colgate-Palmolive (Pty) Ltd

DigiCall Solutions (Pty) Ltd

Information Technology Group................................ (011) 266 5111

Personal Products .....................................................(011) 898 2300

Business Process Outsourcing .................................(011) 211 5000

Bytes Document Solutions (Pty) Ltd

Comair Limited

Digicore Holdings Limited

Office Automation......................................................(011) 928 9111

Airlines.......................................................................... (011) 921 0111

Fleet Management & Vehicle Tracking.................... (012) 450 2222

Bytes Technology Group Limited

Command Security Services SA (Pty) Ltd

Dimension Data (Pty) Ltd

Information Technology Group............................... (011) 236 9500

Private Security............................................................(021) 511 5109

Information Technology Groups............................. (011) 575 0000

Canal Walk Shopping Centre

Compass Group South Africa (Pty) Ltd

Direct Channel Holdings (Pty) Ltd

Shopping Centres.......................................................(021) 529 9600

Food Services . ............................................................ (011) 209 2400

Business Process Outsourcing ................................(011) 399 6000

Cape Gate (Pty) Ltd

Consol Glass (Pty) Ltd

Discovery Health (Pty) Ltd

Steel.............................................................................. (016) 980 2121

Packaging.................................................................... (011) 874 0000

Cape Town International Convention Centre Operating Company (Pty) Ltd t/a CTICC

Continental Outdoor Media

Medical Aid Schemes / Medical Aid Administrators............................................................(011) 529 2888

Outdoor Media ............................................................(011) 514 1400

Exhibition & Conference Facilities........................... (021) 410 5000

Control Instruments Group Limited Capitec Bank Holdings Limited

Automotive Components / Electrical Equipment. (021) 876 3738

Banks............................................................................(021) 809 5900

Corobrik (Pty) Ltd Cargo Carriers Limited

Building & Construction Materials .......................... (031) 560 3111

Road Freight................................................................ (011) 485 8700

Cashbuild (South Africa) Limited Builders Merchants.................................................... (011) 248 1500

Caxton and CTP Publishers & Printers Limited Media Groups..............................................................(011) 889 0600

Cell C (Pty) Ltd

Distillers & Vintners...................................................(021) 809 7000

Distribution & Warehousing Network Limited Builders Merchants ................................................... (011) 323 0000

Draftfcb South Africa (Pty) Ltd Advertising..................................................................(011) 566 6000

Coronation Fund Managers Limited Asset Managers . ........................................................(021) 680 2000

Country Bird Holdings Farming ....................................................................... (011) 778 0658

Cozens Recruitment Services (Pty) Ltd

Telecommunications – Wireless.............................. (011) 324 4000

Recruitment Group.................................................... (011) 442 4503

Ceramic Industries Limited

Crossroads Distribution (Pty) Ltd t/a Skynet Worldwide Express & Logistic Solutions

Building & Construction Materials..........................(016) 930 3600

Distell Group Limited

DRD Gold Limited Gold.............................................................................. (011) 219 8700

Easigas (Pty) Ltd Gas................................................................................ (011) 389 7700

Edcon Holdings (Pty) Ltd Retail – Soft Goods.....................................................(011) 495 6000

Edward Nathan Sonnenbergs Inc. Legal Services..............................................................(011) 269 7600

Road Freight................................................................ (021) 912 6100

Ceres Fruit Juices Beverages – Soft Drinks.............................................(021) 807 0000

CSIR International Convention Centre

ELB Group Limited Heavy Machinery........................................................ (011) 306 0700

Exhibition & Conference Facilities...........................(012) 841 3884

Chemical Specialities Limited t/a Chemspec Paint Manufacturers..................................................(032) 541 8600

Chubb Security SA (Pty) Ltd Private Security........................................................... (011) 761 7000

Cipla Medpro South Africa Limited Pharmaceuticals......................................................... (021) 914 0520

Circuit Breaker Industries Electrical Equipment..................................................(011) 928 2000

Citizen Surveys Research Companies..................................................(021) 447 4484

Cullinan Holdings Limited Travel & Tourism..........................................................(011) 770 7700

Dairybelle (Pty) Ltd Dairy Products............................................................(012) 436 0600

Data Pro (Pty) Ltd t/a Vox Datapro Internet Service Providers.........................................(012) 436 0600

Datatec Limited IT Groups .................................................................... (011) 233 1000

Ellerines Holdings Limited Furniture Retailers.....................................................(010) 201 2000

Ellies Holdings Limited Household Appliances..............................................(011) 490 3800

Enforce Security Services (Pty) Ltd Security Services......................................................... (031) 573 7600

Enviroserv Holdings Waste Management . ................................................. (011) 456 5660

EOH Holdings (Pty) Ltd IT Groups .................................................................... (011) 607 8100

City Lodge Hotels Limited

Dawn Wing – a division of DPD Laser Express Logistics (Pty) Ltd

Hotels........................................................................... (011) 557 2600

Courier Services.......................................................... (011) 961 4700

Diversified Industrials...............................................(011) 966 2000

Claremart Auction Group

DeBeers Consolidated Mines Limited

Auction Houses.......................................................... (021) 425 8822

Diamond Mining......................................................... (011)374 7000

Eqstra Holdings Limited (Passenger & Commercial Fleet Division)

Clear Freight (Pty) Ltd

Defy Appliances (Pty) Ltd

Freight Forwarding.....................................................(011) 856 6600

Household Appliances...............................................(031) 460 9711

Clicks Group Limited (New Clicks)

Dekro Paints

Diversified Retailers................................................... (021) 460 1345

Paint Manufacturers...................................................(021) 903 3131

Clientele Limited

Dell Computer (Pty) Ltd

Life-Insurance..............................................................(011) 320 3333

Computer Hardware . ................................................ (011) 709 7700

Cliffe Dekker Hofmeyr Incorporated

Deloitte

Legal Services.............................................................. (011) 562 1000

Accounting & Consulting..........................................(011) 806 5000

Clinix Health Group Limited

Denel (Pty) Ltd

Estée Lauder Companies (Pty) Ltd

Hospital Management & Long-Term Care............... (011) 429 1000

Aerospace & Defence.................................................. (012) 671 2700

Beauty Products......................................................... (011) 516 3000

Eqstra Holdings Limited

Fleet Management & Vehicle Tracking.....................(011) 458 7555

Erbacon Investment Holdings Construction Groups ................................................(011) 206 9660

Ericsson South Africa (Pty) Ltd Telecommunications Equipment............................(011) 844 2000

Ernst & Young Accounting & Consulting.......................................... (011) 772 3000

Eskom Holdings Limited Electricity......................................................................(011) 800 8111

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etv (Pty) Ltd

Gordon Institute of Business Science (GIBS)

IBM South Africa (Pty) Ltd

Broadcasting Contractors .........................................(011) 537 9300

Business Schools........................................................ (011) 771 4000

Computer Hardware................................................... (011) 302 9111

Europcar – a division of Imperial Group (Pty) Ltd

Graduate School of Business – University of Cape Town

iBurst (Pty) Ltd

Car Hire ........................................................................(011) 574 1000

Internet Service Providers......................................... (087) 720 7200

Business Schools........................................................ (021) 406 1922

Evraz Highveld Steel & Vanadium Limited Steel.............................................................................. (013) 690 9911

ICC Durban (Pty) Ltd Grant Thornton THL Consulting (Pty) Ltd

Exhibition & Conference Facilities........................... (031) 360 1000

Accounting & Consulting.......................................... (011) 322 4500

Exp SA (Pty) Ltd Branding & Design Agencies..................................... (011) 549 5340

ICI Dulux (Pty) Ltd Great Basin Gold Limited

Paint Manufacturers.................................................. (011) 861 1000

Gold ............................................................................. (031) 301 1800

Exxaro Coal (Pty) Ltd Coal . ............................................................................(012) 307 5000

Iliad Africa Limited Grid Worldwide Branding & Design (Pty) Ltd

Builders Merchants ................................................... (011) 847 7300

Branding & Design Agencies..................................... (011) 502 4600

Exxaro Resources Limited Diversified Mining......................................................(012) 307 5000

Illovo Sugar Limited Grindrod Limited

Sugar............................................................................(031) 508 4300

Shipping.......................................................................(031) 304 1451

Faurecia Emission Control Technologies (Pty) Ltd. Automotive Components ........................................ (041) 451 0936

Impala Platinum Holdings Limited Group Five Limited

Platinum...................................................................... (011) 371 9000

Construction Groups..................................................(011) 806 0111

Fedhealth Medical Scheme Medical Aid Schemes....................................................011 881 5428

Feedem Pitseng (Pty) Ltd Food Services.............................................................. (011) 439 2300

Fidelity Security Group (Pty) Ltd Corporate Security Services...................................... (011) 763 9000

Finbond Group Limited Micro Finance .............................................................(012) 460 7288

Growthpoint Properties Limited

Imperial Logistics – a division of Imperial Group (Pty) Ltd

Real Estate Holding & Development........................(011) 944 6000

Road Freight.................................................................(011) 821 5500

GWK Beperk (Limited)

Initiative Media (Pty) Ltd

Agriculture..................................................................(053) 298 8200

Media Agencies........................................................... (011) 780 6200

Halewood International South Africa

Innovation Group (Pty) Ltd

Breweries .................................................................... (011) 422 5880

Business Process Outsourcing ................................ (011) 790 5200

Hans Merensky Holdings (Pty) Ltd

Internet Solutions – a division of Dimension Data (Pty) Ltd

Forestry.........................................................................(011) 381 5750

First Car Rental Car Hire ....................................................................... (031) 335 8400

Internet Service Providers..........................................(011) 575 1000

Harmony Gold Mining Company Limited Gold...............................................................................(011) 411 2000

FirstRand Limited Banks............................................................................ (011) 282 1808

Hellmann Worldwide Logistics (Pty) Ltd Freight Forwarding.....................................................(011) 928 7000

Fleet Africa (Pty) Ltd Fleet Management & Vehicle Tracking.................... (011) 523 4300

Heneways Freight Services (Pty) Ltd Freight Forwarding..................................................... (011) 879 5400

Flight Centre SA (Pty) Ltd Travel & Tourism..........................................................(011) 778 1770

Foodcorp (Pty) Ltd t/a Marlpro Trawling Fishing.........................................................................(021) 440 5600

Hewlett Packard South Africa (Pty) Ltd

Automobiles................................................................(012) 842 2211

Foskor (Pty) Ltd Metals & Minerals....................................................... (011) 347 0600

Freeworld Coatings Limited Paint Manufacturers .................................................(011) 549 8000

G4S Secure Solutions (Pty) Ltd Corporate Security Services...................................... (012) 431 3700

General Motors South Africa (Pty) Ltd Automobiles................................................................(041) 403 9111

Gibb (Pty) Ltd Engineering Groups................................................... (011) 519 4600

Gijima Technology People (Pty) Ltd Information Technology Group...............................(012) 675 5000

Global Telesales (Pty) Ltd Business Process Outsourcing .................................(021) 415 3550

Global Vision Information Technology (Pty) Ltd Business Software Solutions....................................(021) 486 2000

Globeflight Worldwide Express (SA) (Pty) Ltd Courier Services..........................................................(011) 922 2600

Glomail (Pty) Ltd

Waste Management . ................................................. (011) 792 9330

Investec Bank Limited Investment Banks......................................................(011) 286 7000

Invicta Holdings Limited Industrial Products ...................................................(021) 929 4780

Computer Hardware.................................................. (011) 785 1000

Ipsos Markinor

HHO Consulting Engineers (Pty) Ltd t/a HHO Africa

Research Companies..................................................(011) 686 8400

Consulting Engineers – Mining & Infrastructure.. (021) 425 2870

Ford Motor Company of Southern Africa (Pty) Ltd

Interwaste Holdings

Hino Trucks Commercial Vehicles...................................................(011) 809 9111

Hisense SA Development Enterprise (Pty) Ltd Consumer Electronics . ..............................................(011) 314 7718

Hi-Tec Sports Distributors (Pty) Ltd Sports Apparel.............................................................(021) 555 0707

Hollard Insurance Company Limited

Irvin & Johnson Limited Fishing ........................................................................(021) 440 7800

Italtile Limited Builders Merchants ....................................................(011) 510 9050

Itec Group SA (Pty) Ltd Office Automation..................................................... (011) 236 2000

Iveco South Africa (Pty) Ltd Commercial Vehicles...................................................(011) 205 3700

Short-Term Insurance.................................................(011) 351 5000

Homemark (Pty) Ltd

J Walter Thompson Company SA (Pty) Ltd – JWT Advertising..................................................................(011) 806 8000

Direct Marketing ........................................................(011) 444 8800

Hosken Consolidated Investments Limited Investment Holding Company................................ (021) 481 7560

HPC – a division of Tiger Brands Personal Products .....................................................(011) 840 4000

HRG Rennies Travel (Pty) Ltd Travel & Tourism......................................................... (011) 407 2800

Hudaco Industries Limited Industrial Products ................................................... (011) 657 5000

Huge Telecom (Pty) Ltd Telecommunications Solution . ..............................(011) 603 6000

Humulani Marketing (Pty) Ltd t/a CSE/Northmec

JD Group Limited Diversified Retailers...................................................(011) 408 0408

JDG Trading Furniture Retailers.....................................................(011) 408 0408

Johannesburg Water Water............................................................................(011) 688 1400

Kaap Agri Limited Agriculture................................................................. (022) 482 8000

Kagiso Media Limited Media Groups.............................................................. (011) 537 0600

Kairos Industrial Holdings Limited

Heavy Machinery .......................................................(011) 922 2000

Industrial Products & Equipment ........................... (011) 342 1980

Gold Fields Limited

Hyprop Investments Limited

KAP International Holdings Limited

Gold.............................................................................. (011) 562 9700

Real Estate .................................................................. (011) 325 4340

Diversified Industrials............................................... (021) 872 8726

Golden Era Group of Companies (Pty) Ltd

Hyundai Automotive South Africa (Pty) ltd

Kaulani Civils (Pty) Ltd

Packaging.................................................................... (011) 323 1900

Automobiles .............................................................. (011) 372 0800

Engineering Groups ..................................................(012) 658 0082

Direct Marketing ........................................................ (011) 554 3000

172

T O P 5 0 0 / 5 th E D I T I O N


Kelly – a division of the Kelly Group Limited

MediaCom South Africa (Pty) Ltd

Nashua Group (Office Automation Division)

Recruitment Agencies............................................... (011) 722 8780

Media Agencies...........................................................(011) 582 6600

Office Automation.....................................................(011) 232 8000

Kia Motors SA (Pty) Ltd

Medi-Clinic International Limited

Naspers Limited

Automobiles .............................................................. (011) 457 0200

Hospital Management & Long-Term Care...............(021) 809 6500

Media Groups.............................................................. (021) 406 2121

Kimberly-Clark South Africa (Pty) Ltd

MediHelp Medical Scheme

Nedbank Group Limited

Hygiene Services........................................................ (011) 456 5700

Medical Aid Schemes.................................................(012) 334 2000

Banks............................................................................(011) 294 4444

Kintetsu World Express South Africa (Pty) Ltd

Merafe Resources Limited

Neotel (Pty) Ltd

Freight Forwarding .....................................................(011) 573 5700

Metals & Minerals....................................................... (011) 783 4780

Telecommunications – Fixed-Line........................... (011) 585 0000

Komatiland Forests (Pty) Ltd

Mercedes-Benz South Africa (Pty) Ltd

Netcare Limited

Forestry........................................................................ (012) 481 3500

Automobiles............................................................... (012) 677 1500

Hospital Management .............................................. (011) 301 0000

Komatsu Southern Africa (Pty) Ltd

Metair Investments Limited

New Balance SA

Heavy Machinery ....................................................... (011) 923 1000

Automotive Components .........................................(011) 646 3011

Sports Apparel............................................................ (021) 705 6224

KPMG Inc. & KPMG Services (Pty) Ltd

Metorex Limited

Nike South Africa (Pty) Ltd

Accounting & Consulting........................................... (011) 647 7111

Metals & Minerals........................................................(011) 880 3155

Sports Apparel............................................................ (011) 256 0700

Kuehne + Nagel (Pty) Ltd

Metso Minerals SA (Pty) Ltd

Northam Platinum Limited

Freight Forwarding......................................................(011) 574 7000

Mining Services..........................................................(011) 961 4000

Platinum...................................................................... (011) 759 6000

Kumba Iron Ore Limited

Mica Investments (Pty) Ltd

Norton Rose South Africa

Metals & Minerals.......................................................(012) 683 7000

Builders Merchants ................................................... (011) 479 3300

Legal Services.............................................................. (011) 685 8500

KWV South Africa (Pty)Ltd

Microsoft SA (Pty) Ltd

Nota Bene (Pty) Ltd

Distillers & Vintners....................................................(021) 807 3911

Business Software Solutions.....................................(011) 361 8911

Media Agencies...........................................................(011) 582 6000

Kyocera Mita South Africa (Pty) Ltd

Mix Telematics Limited

Nu World Holdings Limited

Office Automation..................................................... (011) 540 2600

Fleet Management & Vehicle Tracking....................(011) 654 8000

Household Appliances................................................(011) 321 2111

Lafarge Cement – a division of Lafarge South Africa (Pty) Ltd

MMI Holdings

Oceana Group Limited

Life Insurance . ............................................................(012) 671 8911

Fishing ........................................................................ (021) 410 1400

MOL South Africa (Pty) Ltd

Ogilvy South Africa

Shipping......................................................................(021) 402 8946

Advertising .................................................................(011) 709 6600

Momentum Medical Scheme Aministrators (Pty) Ltd Medical Aid Administrators.............. (031) 573 4000

OK Furniture – a division of Shoprite Holdings (Pty) Ltd

Cement..........................................................................(086) 523 274

Legacy Hotels & Resorts (Pty) Ltd Hotels ..........................................................................(011) 806 6800

Lewis Group Limited Furniture Retailers.....................................................(021) 460 4400

LG Electronics SA

Furniture Retailers........................... (011) 456 7000/ (011) 980 4000

Mondi Limited Forestry & Forest Products........................................(011) 994 5400

Consumer Electronics . ............................................. (011) 323 8000

Liberty Holdings Limited

Asset Managers . ........................................................ (021) 509 5022

Mott MacDonald South Africa (Pty) Ltd Consulting Engineers ............................................... (011) 519 0000

Life Insurance...............................................................(011) 408 3911

Life Healthcare Group Holdings Limited Hospital Management .............................................. (011) 219 9000

Lonmin plc Platinum.......................................................................(011) 516 1300

Old Mutual Investment Group Old Mutual Life Assurance Company Limited Life-Insurance..............................................................(021) 509 9111

Mpact Limited formerly Mondi Packaging South Africa (Pty) Ltd

OMD SA (Pty) Ltd

Packaging.................................................................... (011) 994 5500

Media Agencies........................................................... (011) 303 2000

Mr Price Group Limited

Omnia Group Investments Limited

Retail – Soft Goods..................................................... (031) 310 8000

Speciality Chemicals..................................................(011) 709 8888

L’Oréal South Africa Holdings (Pty) Ltd Beauty Products.............................................. (011) 286 0700

MTN Business Solutions (Pty) Ltd

Optimum Coal Holdings Limited

Internet Service Providers......................................... (011) 235 6500

Coal . .............................................................................(011) 447 3835

Macsteel Services Centre SA (Pty) Ltd

MTN Group Limited

Orange River Wine Cellars Co-op Limited

Steel.............................................................................. (011) 871 0000

Man Truck & Bus SA (Pty) Ltd Commercial Vehicles..................................................(011) 928 6800

Manhattan Corporation (Pty) Ltd Mining Services.......................................................... (011) 748 8800

Manpower SA (Pty) Ltd Recruitment Group....................................................(086) 144 2222

Martin & East (Pty) Ltd Consulting Engineers ................................................(021) 791 3474

Telecommunications – Wireless.............................. (011) 912 3000

Multichoice South Africa Holdings (Pty) Ltd Broadcasting Contractors.........................................(011) 289 3000

Murray & Roberts Cementation Mining Services.......................................................... (011) 201 5000

Murray & Roberts Holdings Limited Construction Groups.................................................(011) 456 6200

Mustek Limited

Distillers & Vintners...................................................(054) 337 8800

Outdoor Network Outdoor Media............................................................ (031) 563 5966

OVK Bedryf Beperk (OVK Operations Limited) Agriculture..................................................................(051) 923 4500

Palabora Mining Company Limited Metals & Minerals........................................................(015) 780 2911

Pangbourne Properties Limited Real Estate................................................................... (011) 612 6870

Computer Hardware................................................... (011)237 1000

Masonite (Africa) Limited Building & Construction Materials ..........................(011) 534 1700

Mutual & Federal Insurance Company Limited

Parmalat SA (Pty) Ltd Dairy Products ...........................................................(021) 809 1400

Short-Term Insurance................................................. (011) 374 9111

Massbuild (Pty) Ltd t/a Builers Warehouse, Builders Express, Builders Trade Depot

Mvelaserve Limited

PD Naidoo & Associates Consulting Engineers (Pty) Ltd

Builders Merchants ................................................... (011) 797 0400

Investment Holding Company ...............................(087) 803 3400

Engineering Groups................................................... (011) 566 8300

Massmart Holdings Limited

Mweb Connect

Diversified Retailers....................................................(011) 517 0000

Peermont Global (Pty) Ltd

Internet Service Providers.........................................(021) 596 8300

Gaming & Leisure........................................................(011) 557 0557

McCain Foods South Africa (Pty) Ltd

Namibian Breweries Limited

Peregrine Financial Services Holdings Limited

Food Processors .........................................................(011) 856 6000     

Breweries ................................................................(264) 61320 4999

Asset Managers . .........................................................(011) 722 7400

Media Edge CIA (Pty) Ltd

Nampak Limited

Petra Diamonds Southern Africa (Pty) Ltd

Media Agencies...........................................................(011) 582 6000

Packaging.....................................................................(011) 719 6300

Diamond Mining........................................................ (011) 702 6900

T O P 5 0 0 / 5 th E D I T I O N

173


PetroSA (Pty) Ltd

Real People Investments

Santam Limited

Gas ...............................................................................(021) 929 3000

Micro Finance .............................................................(043) 702 4600

Short-Term Insurance................................................ (021) 915 7000

Pfizer Laboratories SA (Pty) Ltd

Rectron (Pty) Ltd

SAP South Africa (Pty) Ltd

Pharmaceuticals.........................................................(011) 320 6000

IT Component Distributors...................................... (011) 203 1000

Business Software Solutions.................................... (011) 235 6000

PG Bison Limited

Redefine Properties Limited

Sappi Manufacturing (Pty) Ltd

Real Estate ..................................................................(011) 283 0000

Forestry & Forest Products......................................... (011) 407 8111

Regent Insurance Company Limited

SAS Institute (Pty) Ltd

Short-Term Insurance................................................(011) 879 0400

Business Software Solutions..................................... (011) 713 3457

Remgro Limited

Sasol Gas Limited

Building & Construction Materials ......................... (011) 445 3000

Philips South Africa (Pty) Ltd Consumer Electronics . ............................................. (011) 471 5000

Phumelela Gaming & Leisure Limited

Investment Holding Companies.............................(021) 888 3000

Gas................................................................................(011) 889 9000

Rentokil Initial (Pty) Ltd

Sasol Limited

Gaming & Leisure........................................................(011) 681 1500

Pick n Pay Stores Limited

Hygiene Services........................................................(021) 670 4700

Food Retailers............................................................. (021) 658 1000

Pinnacle Technology Holdings (Pty) Ltd IT Component Distributors...................................... (011) 265 3000

Pioneer Food Group Limited Food Processors ......................................................... (021) 807 5100

PKF Inc. Accounting & Consulting..........................................(011) 384 8000

Resilient Property Income Fund Limited Real Estate................................................................... (011) 612 6800

Reunert Limited

Chemicals..................................................................... (011) 441 3111

Sasol Mining (Pty) Ltd Coal . .................................................................... (017) 614 1111/5005

Savino Del Bene (South Africa) (Pty) Ltd Road Freight................................................................ (011) 437 3000

Electric Products .........................................................(011) 517 9000

Reutech Radar Systems – a division of Reunert Limited Aerospace & Defence...................................................(021) 880 1150

Scaw Metals Group Steel..............................................................................(011) 842 9000

Sechaba Medical Solutions (SMS) Medical Aid Administrators...................................... (011) 353 0000

Power Technologies (Pty) Ltd

Revlon South Africa (Pty) Ltd

Electrical Equipment...................................................(011) 706 7184

Beauty Products ........................................................ (011) 971 0800

Premier Fishing SA (Pty) Ltd

Rex Trueform Clothing Company Limited

Fishing......................................................................... (021) 419 0124

Retail – Soft Goods.....................................................(021) 460 9400

Premier Foods (Pty) Ltd

Ricoh South Africa (Pty) Ltd

Food Processors ......................................................... (011) 565 4300

Office Automation..................................................... (011) 723 5000

Pretoria Portland Cement Company Limited (PPC)

Rockwell Diamonds Incorporated

Cement........................................................................(011) 386 9000

Diamond Mining........................................................ (011) 481 7200

Primedia (Pty) Ltd

Royal Bafokeng Holdings (Pty) Ltd

Media Groups.............................................................. (011) 506 3000

Senwes Limited

Investment Holding Companies............................. (011) 530 8000

Agriculture..................................................................(018) 464 7800

Primedia Broadcasting (Pty) Ltd

Royal Bafokeng Platinum

Shoprite Holdings Limited

Broadcasting Contractors......................................... (011) 506 3200

Platinum...................................................................... (011) 530 8040

Food Retailers.............................................................(021) 980 4000

Primedia Outdoor

Royal Serve Cleaning (Pty) Ltd

Siemens SA Limited

Outdoor Media.............................................................(011) 475 1419

Contract Cleaning . ....................................................(010) 223 3600

Electronic Products.................................................... (011) 652 2000

Primeserv Group Limited

RoyalMnandi (Pty) Ltd

Softline (Pty) Ltd

Recruitment Groups..................................................(011) 691 8000

Food Services..............................................................(087) 803 3500

Private Health Administrators – a division of Sweiden Trust (Pty) Ltd

SA Airlink (Pty) Ltd Airlines..........................................................................(011) 961 1700

Medical Aid Administrators . ................................. (0860) 742 2273

SA French Limited Prominent Paints Paint Manufacturers..................................................(011) 389 4600

Protea Hospitality Group (Pty) Ltd Hotels.......................................................................(021) 430 5000

Puma Sports Distributors Sports Apparel.............................................................(021) 551 0832

Heavy Machinery ....................................................... (011) 822 8782

Saab Grintek Defence (Pty) Ltd t/a Saab Avitronics. Aerospace & Defence..................................................(012) 672 6000

Saab Grintek Technologies (Pty) Ltd

Accounting & Consulting.......................................... (011) 797 4000

Quality Beverages 2000 (Pty) Ltd Beverages – Soft Drinks............................................. (021) 534 8070

Rainbow Chicken Limited Farming .......................................................................(031) 242 8892

Ram Transport South Africa (Pty) Ltd t/a Ram Hand-to-Hand Couriers

Private Security............................................................(086) 111 2529

Sedibeng Water Water . .......................................................................... (056) 515 0200

Sekunjalo Investments Limited Investment Holding Companies............................. (021) 427 1400

Sentula Mining Limited Mining Services...........................................................(011) 656 1303

Business Software Solutions.................................... (011) 304 1000

Sony South Africa (Pty) Ltd Consumer Electronics . .............................................(011) 690 3200

South African Airways (Pty) Ltd Airlines......................................................................... (011) 978 1000

South African Airways City Center (Pty) Ltd t/a South African Travel Centre Travel & Tourism......................................................... (011) 616 7956

South African Post Office Limited

Electronic Products....................................................(012) 672 8000

Postal Services............................................................(012) 401 7000

Saatchi & Saatchi South Africa

South Ocean Holdings Limited

Advertising..................................................................(011) 548 6000

PwC

Securitas Specialised Services (Pty) Ltd

SABC Limited Broadcasting Contractors......................................... (011) 714 3866

Safmarine (Pty) Ltd Shipping...................................................................... (021) 408 6911

Sahara Computers (Pty) Ltd IT Component Distributors...................................... (011) 542 1000

Samsung Electronics SA

Electrical Equipment ................................................. (011) 864 1606

Southern Sun Hotels Hotels............................................................................(011) 510 7500

Sovereign Food Investments Limited Farming ....................................................................... (041) 995 1700

Spar Group Limited Food Retailers............................................................. (031) 719 1900

SRK Consulting (South Africa) (Pty) Ltd

Courier Services...........................................................(011) 977 5003

Consumer Electronics . ..............................................(011) 549 1500

Rand Merchant Bank – a division of First Rand Limited

Sanlam Limited

Stallion Security (Pty) Ltd

Investment Banks .....................................................(011) 282 8000

Life Insurance...............................................................(021) 947 9111

Corporate Security Services...................................... (011) 533 8888

Rand Water

Sanofi-Aventis South Africa (Pty) Ltd

STANLIB Asset Management Limited

Water............................................................................ (011) 682 0911

Pharmaceuticals......................................................... (011) 256 3700

Asset Management....................................................(011) 448 6000

174

T O P 5 0 0 / 5 th E D I T I O N

Mining Services............................................................ (011) 411 1111


Stefannuti Stocks Holdings Limited

Three Cities Management Limited

University of Witwatersrand

Construction Groups..................................................(011) 571 4300

Hotels............................................................................(031) 310 3333

Universities..................................................................(011) 717 1000

Stella Vista Technologies Limited

Tiger Brands Limited

Value Group Limited

Electrical Equipment ................................................. (011) 466 2020

Food Processors .........................................................(011) 840 4000

Road Freight................................................................ (011) 570 2000

Sud Chemie SA (Pty) Ltd

TNS Research Surveys

Vela VKE Consulting Engineers

Chemicals ...................................................................(011) 929 5800

Research Companies . ............................................... (021) 657 9500

Consulting Engineers ...............................................(012) 481 3800

Sumo Coal (Pty) Ltd

TNT Express Worldwide (SA) Pty Ltd

Verimark Holdings

Coal . ............................................................................ (011) 684 2764

Courier Services...........................................................(011) 437 3300

Direct Marketing ........................................................(011) 699 8000

Sun International Limited

Toll Global Forwarding (SA) (Pty) Ltd

Victoria & Alfred Waterfront (Pty) Ltd

Gaming & Leisure....................................................... (011) 780 7000

Shipping.......................................................................(011) 974 1976

Shopping Centres ......................................................(021) 408 7500

Super Group Limited

Tongaat Hulett Limited

Vodacom Group (Pty) Ltd

Road Freight................................................................ (011) 523 4000

Sugar............................................................................(032) 439 4000

Telecommunications Wireless................................. (011) 653 5000

Supercare Services Group (Pty) Ltd

Tourvest Holdings (Pty) Ltd

Volkswagen of SA (Pty) Ltd

Supercare Contract Cleaners..................................... (011) 709 8100

Travel & Tourism......................................................... (011) 728 0540

Automobiles................................................................(041) 994 4111

Sure Holdings Limited

Toyota South Africa Motors (Pty) Ltd

Voltex (Pty) Ltd

Travel & Tourism......................................................... (021) 410 5700

Automobiles ...............................................................(011) 809 9111

Electrical Equipment.................................................. (011) 879 2000

TATA Automobile Corporation SA (Pty) Ltd

Trans Hex Group Limited

Vox Telecom Limited

Commercial Vehicles . ............................................... (011) 255 9600

Diamond Mining ....................................................... (021) 937 2000

Telecommunications Solutions............................... (011) 809 1500

TBWA South Africa (Pty) Ltd

Transpaco Limited

Vrystaat Corporation Limited (VKB)

Advertising...................................................................(011) 322 3100

Packaging . .................................................................. (011) 887 0430

Agriculture...................................................................(058) 863 8111

TeleMasters Holdings Limited

Trollope Mining Services 2000 (Pty) Ltd

Webber Wentzel

Telecom Solutions......................................................(086) 111 2001

Mining Services..........................................................(011) 281 6000

Legal ............................................................................ (011) 530 5000

Telkom SA Limited

Truworths International Limited

Werksmans Incorporated

Telecommunications – Fixed-Line............................ (012) 311 3911

Retail – Soft Goods......................................................(021) 460 7911

Legal ............................................................................ (011) 535 8000

Tellumat (Pty) Ltd

TSB Sugar RSA Limited

Wescoal Holdings Limited

Telecommunications Equipment.............................(021) 710 2911

Sugar............................................................................ (013) 791 1000

Coal . .............................................................................(011) 954 2721

Thales Defence Systems (Pty) Ltd

Tsogo Sun Group (Pty) Ltd

Westcon SA

Aerospace & Defence.................................................. (011) 313 9000

Gaming & Leisure........................................................(011) 510 7700

Telecommunications Solutions................................(011) 233 1245

The Bidvest Group Limited

Tsogo Sun Holdings (Pty) Ltd t/a Sandton Convention Centre

Westdawn Investments (Pty) Ltd t/a JIC Mining Services

Exhibition & Conference Facilities........................... (011) 779 0000

Mining Services..........................................................(011) 564 9400

Diversified Industrials................................................(011) 772 8700

The Brand Union (Pty) Ltd Branding & Design Agencies..................................... (011) 895 9300

The Company of Wine People (Pty) Ltd Distillers & Vintners................................................... (021) 881 3870

The Foschini Group Limited Retail – Soft Goods......................................................(021) 938 1911

The Hollard Insurance Company Limited Long-Term Insurance..................................................(011) 351 5000

The MediaShop (Pty) Ltd Media Agencies........................................................... (011) 258 4000

The Nielsen Company Research Companies . ............................................... (011) 495 3000

TWP Consulting (Pty) Ltd

Whirlpool South Africa (Pty) Ltd

Mining Services...........................................................(011) 356 7300

Household Appliances.............................................. (011) 663 5300

UCS Group Limited

Wideopen Platform (Pty) Ltd

Business Software Solutions.....................................(011) 712 1300

Outdoor Advertising.....................................................(0860) 200 300

UD Trucks Southern Africa (Pty) Ltd

Wilson Bayly Holmes-Ovcon Construction (Pty) Ltd

Commercial Vehicles . ...............................................(021) 564 9500

.

Construction Groups..................................................(011) 321 7200

Umgeni Water Water..............................................................................(033) 341 1111

Winhold Limited Industrial Products ................................................... (011) 345 9800

Unilever SA (Pty) Ltd Personal Products ......................................................(031) 570 2911

WITS Business School Business Schools.........................................................(011) 717 3500

UNISA Graduate School of Business Leadership Business Schools........................................................(011) 652 0000

Woolworths Holdings Limited

The Petroleum, Oil & Gas Corporation of South Africa (Pty) Ltd

United National Breweries

Gas................................................................................(021) 929 3000

Breweries...................................................................... (011) 315 7337

The Platinum Group (Pty) Ltd Retail

Unitrans Automotive (Pty) Ltd t/a Hertz Rent a Car

Soft Goods....................................................................(021) 461 1207

Car Hire........................................................................ (011) 677 4000

The Protea Coin Group (Pty) Ltd

Unitrans Holdings (Pty) Ltd

Corporate Security Services......................................(012) 665 8000

Road Freight................................................................ (011) 445 3000

The South African Breweries Limited

University of Cape Town

Breweries ....................................................................(011) 881 8000

Universities.......................................................(021) 650 3732 / 3733

The Standard Bank Group Limited

University of KwaZulu-Natal

Banks............................................................................. (011) 636 9111

Universities.................................................................. (031) 260 7111

The Switch Design Company (Pty) Ltd

University of South Africa

Branding & Design Agencies..................................... (011) 706 9370

Zurich Insurance Company South Africa Limited

Universities .................................................................(012) 429 3111

Short-Term Insurance................................................ (011) 370 9000

The Waste Group (Pty) Ltd

University of Stellenbosch

Waste Management................................................... (012) 562 0330

Universities..................................................................(021) 808 9111

Thebe Events (Pty) Ltd t/a The Coca Cola Dome

University of Stellenbosch Business School (USB).

Exhibition & Conference Facilities........................... (011) 794 5800

Business Schools.........................................................(021) 918 4111

Diversified Retailers ...................................................(021) 407 9111

Woolworths Holdings Limited – Food Division Food Retailers..............................................................(021) 407 9111

Workforce Holdings Limited Recruitment Agencies................................................. (011) 532 000

WSP Group Africa (Pty) Ltd Engineering Groups1..................................................(011) 361 1300

Xstrata Coal Coal . ............................................................................(011) 250 0000

York Timber Organisation Limited Forestry .......................................................................(013) 764 9200

T O P 5 0 0 / 5 th E D I T I O N

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Top 500: South Africa’s Best Managed Companies was conceptualized to recognize the crème de la crème of business in South Africa. Top 500 em...