Top Performing Companies 11th Edition by Topco Media

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TOP PERFORMING COMPANIES

TOP PERFORMING COMPANIES 11th eDition

1 400 Top Performing Companies listed inside

TOP PERFORMING COMPANIES incorporating the PublIC SECTOR

incorporating the PublIC SECTOR

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FROM TOP LEFT TO RIGHT: • THE AFRICAN ACCESS NATIONAL BUSINESS AWARDS • CLOUD COMPUTING - KEEPING YOUR INFORMATION PROTECTED • MINING - MANAGING SA’s MINERAL WEALTH • MERCURY - RISING TOP AGENCY INTERVIEWED • merSETA - NATIONAL GOVERNMENT SHARES SUCCESSES • MOTORITE - TOTAL PEACE OF MIND MOTORING • ESG - A HIGH POTENTIAL BUSINESS OPPORTUNITY.

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Mining SPECIAL FEATURE MINING

CONTENTS

here are voices in the media today which although dismissed by some, are raising questions about the stability of the sector beyond our borders. While reductive calls for the nationalisation of mines are setting off alarm bells, the recent African National Congress’ National General Council revealed that the nationalisation of mining, whilst subject to debate, is not the ruling party’s current policy, a position that can’t be altered until 2012. There are other public disputes between competitors in the private sector, as well as challenges to the integrity of recent decisions made by the Department of Mineral Resources. The National Union of Mineworkers also has a powerful voice and is confident in its use of strikethreats when engaging in wage negotiations, as it recently demonstrated. On the surface of things, it would be easy to conclude that this is a fractious industry. But deeper within the industry, a lot of work has been going into strategies to harmonise the often contradictory currents that, when understood, are to be expected and acknowledged from all sides. In 2008, The Mining Industry Growth, Development and Employment Task Team (MIGDETT) was formed as an inclusive body to steer the industry to more positive territory. MIGDETT has already played a significant role in ensuring the minimisation of job losses during the economic downturn, and in June this year, signed a declaration on strategy for the sustainable growth and meaningful transformation of South Africa’s mining industry, that promises to bring much needed unity. Top Performing Companies provides an overview of developments in this industry over the last year, focusing on measures that promise a renewed cooperation between stakeholders.

LET’S MINE

UPFRONT Contributors ................................................................................ Publisher’s Letter ....................................................................... CEO’s Letter.................................................................................. Foreword by Dawie Roodt .......................................................... Foreword by Justen Cooper – Motorite Insurance Administrators ............................................................................ Foreword by Eddie Maila – Edwin Construction ..................... A-Z Listing of Featured Clients .................................................. Research Criteria ......................................................................... Industry Classiﬁcation ...............................................................

T MANAGING SOUTH AFRICA’S

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MINERAL WEALTH With sustainable growth and meaningful transformation in mind, South Africa’s mineral wealth is arguably the most contested resource, with an unresolved and emotionally charged legacy to deal with, present challenges which undermine the sector’s overall performance, and an uncertain future, which will largely be determined by the ability of its many stakeholders to reach agreements that ultimately serve a higher purpose: true economic benefit for all South Africans.

NatioNalisatioN? The Mining for Change Conference took in place in September this year at the Sandton Convention on Centre. Discussions centered on the ANC Youth League (ANCYL) proposal that private mining companies own just 40 percent of mining licences, the state 60 percent, and that private

The driving forces of limited supply and heightened demand puts South Africa in a position to become a centre of mining finance for the continent. companies give 26 percent of their 40 percent to black investors. No compensation would be given for capital invested in infrastructure and investment, said ANCYL spokesperson Floyd Shivambu, elaborating with: “the private sector brings the shaft and infrastructure, and we bring in the mineral resources.” However, a UCT Social Sciences masters student, Zukiswa Mqolomba – while pronationalisation in that she believes the ANC has a responsibility to alter structures for the better of our productive economy – feels that the ANCYL has failed to accurately assess all strategic considerations evident in making nationalisation a reality, including: • The real concern that nationalisation might simply bail out indebted BEE mining interests • Increasing depletion of non-renewable resources and the impact of electricity price hikes • The apparent ignorance by the ANCYL of the real cost of nationalisation. The Bill of Rights requires payment of compensation for expropriation. This is money that could be better spent on more pressing transformational priorities. Executive Chairperson of African Rainbow Minerals (Arm), Patrice Motsepe, commented at an Arm meeting in March that he had confidence in the ability of ‘all our people’ to make the right decisions. “If the decision is nationalisation… if Continued on page 35

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Information Communication Technology SPECIAL FEATURE ICT

EDITORIAL FEATURES MINING

Let’s mine..................................................................................... 32

ENVIRONMENTAL SOCIAL GOVERNANCE

Assessing the business case for sustainable development ... 40 Jonathon Hanks

CLOUD

COMPUTING EVAPORATING COSTS Cloud computing is making headlines and South African businesses and organisations are starting to look for ways to integrate it into their operations. Part of this recent growth in interest could be attributed to its cost-effectiveness in that application development, maintenance, data storage and IT infrastructure in the cloud are in the hands of the third party service providers and the service is completely scalable according to an organisation’s needs.

“One of the main concerns raised about migrating to the cloud is data security. We advise clients to take a holistic view of security, keeping it in mind with relation to the business process being migrated. To keep security concerns under control we usually recommend that clients migrate low risk applications to the cloud until such a time that the experience has proved itself safe. Ironically security is often better in the cloud than in many in-house managed environments, primarily as a result of the focus cloud service providers afford to it, given that is it seen as a major ‘trade barrier’”, said Robbie Quercia, Technology Director, Deloitte. “It is somewhat ironic that most organisations have concerns around the potential security risks posed by cloud computing when their employees are using cloud applications such as gmail and Facebook or LinkedIn from their desktops without any major problems. The reality is that most enterprises have already put their faith in the cloud! And we can help them refine their processes and maximise their budgets by adopting the cloud in a structured way and layering security to ensure that all confidential data remains that way,” said Quercia.

TOP PERFORMING PRODUCT

Fire & Ice Landrover Review ....................................................... 44 Stephen Paxton

BUSINESS & LAW

The invisible, the invincible cartel ............................................ 48 Ahmore Burger-Smidt

Tax implicaTions – a posiTive forecasT? The location of data and where transactions are taking place also raise tax and legal compliance issues for organisations. In the South African context, there might also be exchange control implications for e-commerce transactions. According to Billy Joubert, Tax Director at Deloitte, one of the salient issues is that, by switching to a cloud computing option, IT

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A corporate fraud checklist ........................................................ 52 Dave Loxton

INFORMATION COMMUNICATION TECHNOLOGY

Cloud computing – evaporating costs...................................... 56 Billy Joubert

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ENTREPRENEURSHIP

Entrepreneurship is wealth creation ........................................ 62 Garreth Bloor Raymond Ackerman - The retiring entrepreneur .................... 64 Nicholas McDiarmid

STRATEGY

Change strategy .......................................................................... 70 Grant Sieff

TOURISM

Fanwalk into the future .............................................................. 122 Vanessa Rogers

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Icon: Raymond Ackerman ICON RaymONd aCkeRmaN

champion of entrepreneurship, Mr Ackerman, in association with the UCT Graduate School of Business, and the University of Johannesburg, established the Raymond Ackerman Academy of Entrepreneurship in 2005 which provides aspiring entrepreneurs from disadvantaged backgrounds with the necessary tools to succeed. Observing that its reach is inherently limited, Mr Ackerman recently published A Sprat to Catch a Mackerel, which condenses his practical and acquired wisdom into 53 principles from which to build a business, which are refreshingly practical and meaningful, and clearly based on humane principles, rather than academic ones. Your father was an entrepreneur. Did you always assume you would be one too? Actually no - not at all. I’d been with Greatermans (which had bought my father’s company out) – for a good number of years and then I was fired! For “being too difficult” (this is what they said, not the view I had of myself). It was a

It was a huge lesson to learn that you don’t need to have money. You need to have passion and dedication to do what you want to do. difficult time because I’d been striving to get the principles of customer sovereignty that I believed in across to people, and it didn’t work. So I’d lost my job and was struggling to recover from the experience. At that point I was analysing my life and trying to decide which option I should take. Should I emigrate, should I go into another company, or should I go back to university? It was then that I learnt one of my greatest lessons, and it came in the form of advice from an American who said to me: “You need 90 percent guts and 10 percent capital.” It was this piece of advice that prompted me to start my business. What he was saying is that if you have passion, you’re there most of the way, even if you don’t have the money. And I knew I had passion for the consumer sovereignty principle – that’s what prompted me to go out on my own even though I had no money. What was important about the advice is that it wasn’t just about the importance of passion, but also about dispelling the myth that you always need lots of cash to start a business. It was a huge lesson to learn that you don’t need to have money. You need to have passion and dedication to do what you want to do. That situation changed my whole life. If I hadn’t decided to start on my own, where would I be today? I’d just be a big corporate guy.

thE rEtiring

EntrEprEnEur

Announcing his retirement as CEO in early 2010, and handing the reigns over to his son Gareth Ackerman, the elder statesman of South African retail, Raymond Ackerman, is the embodiment of the South African entrepreneur. The recipient of the 2010 African Access National Business Awards Lifetime Achievement Award, Top Performing Companies spent a rewarding afternoon in his company, finding out a little more about his pillars of success.

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CONTENTS

Strategy SPECIAL FEATURE STRATEGY

ilit y

Development Innovation, Flexibility

Fle

tern

xib

ulture is typically resistant to change. Any mechanism that assists line management to identify how to best align the organisation culture with the preferred strategy is an essential tool for the strategic leader’s toolbox. It is important to distinguish between organisation climate and culture. Strategic change through people requires a focus that goes beyond bringing about a change in the climate, and the mood of people in the organisation. While it is clearly necessary to tune in to and manage the feelings of staff (happy, sad, angry, or afraid) at any point in time, the organisation climate is a shorter term variable: easier to change, but unlikely to deliver lasting change. Culture, which defines the underlying values and behaviours of staff and the way that things get done, is often harder to define and harder to change, but is central to the role that the people strategy has in bringing about lasting organisational change.

Performance Action, p Results

Integration Consultation, Team work

The people strategy of any organisation, in a world of innovation, volatility and change, must be a central strategic focus. Unquestionably the most important and often vexing challenge for leaders is to drive strategy and change through the culture of the organisation. Grant Sieff, Senior Lecturer in Strategy and International Business at Wits Business School, defines the central role of people strategy to an organisation’s ability to adapt and change.

culture Survey variableS Culture surveys are typically designed to assess the perceptions of staff and other stakeholder groups. To establish a benchmark measure of the current performance on each area of focus that relates to the specific objectives, it is useful to apply an objective scale to questions concerning these focus areas. This allows the results to be more easily comparable across different staff or stakeholder groups, and between repeated surveys over time. For example, a six-point Likert scale, ranging from very weak, weak, slightly weak, slightly strong, strong, very strong, can be applied to the answer options for such questions.

Sta b

CULTURE SURVEYS & PEOPLE STRATEGY

Specific objectiveS When setting up the culture survey parameters, it is important to set specific objectives that support your strategic purpose. For example, these could be to assess: • Organisational proficiency in key areas within the desired culture, such as collaboration, or client centricity • Progress towards the organisation’s goals of diversity and transformation • Organisational capability in seamless delivery • Organisational agility in the face of changing industry dynamics • Factors encouraging recruitment and retention of skilled staff.

ORGANISATIONAL SUSTAINABILITY

Inte

There are different reasons for engaging in a culture survey. In each instance, the culture survey intervention can shape the impact of delivery of organisational strategy. What is needed is to understand the strategic purpose of the culture survey, in order to ensure that it measures the relevant attributes of culture. The culture survey must be constructed so that the survey results allow for an assessment of positioning and alignment between leadership and culture, and between culture, organisational strategy and customer needs. Organisational contexts where a culture survey intervention may add strategic value include: needing to optimise strategic alignment, mergers and acquisitions, new strategic initiatives, a restructuring in the industry, addressing customer expectations, changes in the business cycle, new leadership or the start of a new venture. The reasons for engaging in a culture survey may be to: • Amplify the key messages within the organisation concerning values, strategic intent, vision and mission • Align the culture with the strategic direction of the organisation • Grow a culture best suited to manage the outcome of a merger or acquisition • More strongly link the leadership direction to the organisational culture • Manage people to more effectively deliver results through improved accountability and recognition of preferred behaviours.

ilit y

Strategic purpoSe

Administration Control, Traditional

Four Areas of Culture Focus

Diagram 1

DimenSionS of culture The next step is to consider how to best assess staff perceptions of the current culture and what the preferred culture should be to achieve the organisation’s specific objectives. Two commonly applied dimensions for assessing culture and organisation behaviour concern the extent to which the organisation has an internal versus an external orientation, and the tendency towards stability versus flexibility in organisation structure. The internal-external dimension maps the degree to which the organisation focuses inwards, within the organisation, or outwards, towards customers, suppliers and the external environment. The stability-flexibility dimension maps how decisions are made. A preference towards stability indicates that the control rests with management, a more top-down approach to decision-making. A preference towards flexibility indicates that control is devolved to employees who have more flexibility and discretion to decide for themselves. Flexibility is more important when forces in the operating environment create a need for change. When the two dimensions of internal-external and stability-flexibility are considered together, then four types of culture focus emerge, as follows:

aSSeSSing the current anD preferreD cultureS In this step of the culture survey, a selection of questions describing a variety of situations relevant to organisational culture needs to be framed. These questions need to be used to assess staff perceptions of which of the four areas of culture focus (or types of culture) described in Diagram 1 tend to prevail in the current culture. The questions need to be asked a second time to assess staff perceptions of which of the four culture types should prevail in a preferred culture that would best address the specific organisation objectives identified in the first step. When the responses to these questions are analysed, a picture begins to emerge of staff perceptions of the current culture versus their perceptions of the preferred culture in terms of the four types of culture focus, as in the example provided in Diagram 2.

TOP PERFORMING AT WORK AFRICAN ACCESS NATIONAL BUSINESS AWARDS

Leading South Africa in Celebrating Excellence ...................... 176

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122

TOP BUSINESSWOMAN OF THE YEAR

Anina Morley – Her winning combination .............................. 182

TOP BUSINESSMAN OF THE YEAR

Chris Grifﬁth – Iron man ............................................................ 184

Tourism

WINNER’S DINNER SPECIAL FEATURE TOURISM

Fanwalk

into the future A massive challenge came South Africa’s way when it came to hosting the 2010 Soccer World Cup (SWC)TM. Here, Vanessa Rogers interviews Brett Dugan, CEO of the Federated Hospitality Association of southern Africa (Fedhasa) on the potential spin-offs for our tourism sector.

Inside the winner’s circle ........................................................... 186

SEGMENT INTRODUCTIONS & LISTINGS

From the United States has come the term ‘the Obama Effect’ – where Barack Obama, whose father was Kenyan, has encouraged African Americans to trace their roots and travel to Africa. How does this benefit us?

TOP PERFORMING THANKS THE FOLLOWING SPONSOR

t is a clear, cold but sunny day in Cape Town when I get Brett Dugan on the line. From Fedhasa’s Parktown offices in Gauteng, too, the vibe is similar – there’s a quiet confidence and pride underpinning the South African spirit these days. I ask Dugan if there is a strategy in place regarding what South African Tourism will do now, following our phenomenally successful hosting of the 2010 SWCTM to capitalise on the momentum generated during the tournament. He says, “Very much so! All efforts to date were about the hosting of the World CupTM itself, and during this process various key relationships were formed which are now the basis for growth and further development in the sector. The Department of Tourism has forged important links for the benefit of the public sector while, privately, the tourism business as a whole has had the opportunity to become better organised and more efficient.” I want to know if any reciprocal relationships have been formed between our state tourism department and that of tourism departments and key tourism agencies in other countries?

COOPERATION AND PERSPECTIVE “Well, countrywide,” comments Dugan, “a great deal of work has been done with the Southern African Development and Economic Community (SADEC), which encompasses nine nations in southern Africa who have signed a mutual trade and cooperation agreement. Internationally, much work has been done and meetings carried out with Brazil’s tourism department – we face similar challenges to that country. In fact, instead of Germany holding the SWCTM ahead of us, it may have been of more use to us if Brazil had done so, in terms of the lessons learnt.” The perception of levels of crime in South Africa is an aspect of tourism development that has worked against us in the past. I ask Dugan how this perception is likely to have shifted, following the excellent safety and crime control record during the tournament. “Oh, I definitely think the perception of crime has altered completely,” he says. “Visitors who were here to watch the soccer could not believe the level of policing they saw. It was a case of total deployment, and standards must now

Primary Segment: Resources...................................................... 74, 76 Secondary Segment: Basic & General Industries....................................... 79, 80, 86, 102,111 Tertiary: Cyclical & Non-Cyclical Services....................................... 112, 126, 128, 140, 149, 154 Public: Government................................................................. 158, 160

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To subscribe to Top Performing Companies, please email: subs@topco.co.za or contact Candice Hooper on 021 791 7100.

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African Access National Business Awards

The 2010 AfricAn Access nATionAl Business AwArds winners

The National Business Awards was established in 2002 by Topco Media to provide South African businesses with a platform to benchmark themselves against other companies and to celebrate and acknowledge companies who have gone the extra mile. This year, it was announced that African Access, one of South Africa’s leading Black Economic Empowerment Companies, had officially been named the headline sponsor of the awards, an alliance which has had excellent results and is due to continue for the next three years. Shaun Battlemann, African Access CEO, shares Topco Media’s passion for identifying and rewarding excellence in business and government, and also chose to sponsor three categories that had significant meaning for African Access:Top Businessman of the Year Award, Top Businesswoman of the Year Award and the African Access National Business of the Year Award.

his year’s gala event took place on 27 May at the Sandton Convention Centre and played host to a number of high level dignitaries, including First Lady, Madame Thobeka-Madiba Zuma, who officially launched her new foundation, Cancer Awareness for African Women, to a warm and receptive audience. Seth Palatse, Chairman of African Access, gave an upbeat opening address, reminding the audience that while the 2010 World CupTM was generating positivity, business must do its best to keep the momentum going after the event. With comedian, David Kibuuka, as Master of Ceremonies, the awards got off to an energetic start which lasted throughout the evening, with excellent entertainment provided by up-and-coming music sensation, Khwezi Kekana and electric violinist, Caitlin. It would be impossible to describe accurately the energised atmosphere of the evening, which intensified as the proceedings moved on to the awards themselves. Many of the winners found themselves speechless, but most recovered

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winners in the Top Performing company categories: Investing in People Award – Nedbank Group Limited (Sponsored by IDT) Alt-X Performance Award – 1Time Holdings Limited Logistics Award – Foschini Group (Pty) Limited (Sponsored by Kintetsu World Express) Innovation Through Technology Award – Iskhus Power Customer Focus Award – Kelly Group Limited

The 2010 African Access National Business Awards Panel of Judges: • Kelly Masete, Project Director, Members in Business, SAICA • Dawie Roodt, Economist, The Efficient Group • Bekithemba Sibanda, Marketing & Business, Johannesburg Stock Exchange • Haresh Haricharun, Chief Executive Officer, Innovation Hub • Ashantha Armogam, Managing Director, Grid Worldwide Branding & Design • Dr Neil Eccles, Corporate Sustainability & ESG, UNISA • Tyrone Naidoo, Business Development Manager, BEE Online

Top Young Entrepreneur of the Year Award – Marco Broccardo - Eurocom (Pty) Limited (Sponsored by Mail & Guardian) winners in the Government categories: Top Government Agency of the Year: Growing Business – AIDC

lisT of PArTners Ana Sousa (Lifestyle Partner) Carita (Lifestyle Partner) Jenni Button (Lifestyle Partner) Lagoon Beach Hotel (Lifestyle Partner) Legend Golf & Safari Resort (Lifestyle Partner) Mail & Guardian (Media Partner) Moya (Lifestyle Partner) Tumi (Lifestyle Partner) Wedgewood (Lifestyle Partner)

Top Municipality of the Year: Delivery Service – Theewaterskloof Municipality headline Awards: Best Managed Company of the Year – Imperial Logistics

Marketing Excellence Award – Cadbury (Pty) Limited Fast Growth Company Award – ESET Southern Africa

enough to reflect on their achievement and to acknowledge the success of South African business generally. As the main event drew to a close, there was a sense of joy and pride among everyone present that spoke to a greater purpose and deep sense of unity, which gave this year’s African Access National Business Awards an even deeper sense of purpose. Top Performing Companies, which has a proud association with the awards, wishes to thank all the sponsors, entrants, judges and winners who keep doing South Africa proud. As Ralf Fletcher, CEO of Topco Media said: “The calibre of these awards and the winners goes from strength to strength! It stands testimony to the success and quality of business and business people in South Africa today. On behalf of Topco, I would like to congratulate all winners on their awards and wish them much success over the coming year.” For information about next year’s African Access National Business Awards, including information on sponsorship opportunities, entering the awards and booking a table, please visit www.topco.co.za/nba/ or call Topco Media on 021 791 7100.

Top Entrepreneur of the Year Award – Sharon Eades – Cape Precious Metals (Pty) Limited (Sponsored by Airports Company South Africa)

ESG Award – Kumba Iron Ore Limited

Top Performing Company of the Year – Kumba Iron Ore Limited (Sponsored by African Access) Lifetime Achievement Award –Raymond Ackerman – Pick n Pay

Healthcare Excellence Award – Lathi Tha’ Eyecare Pharmaceutical Innovation Award – Pfizer Laboratories Limited

The sponsors for this year’s National Business Awards were:

Manufacturing Excellence Award – Cape Precious Metals (Pty) Limited Business Education & Training Award – UCT Graduate School of Business Diversity in the Workplace Award – SA Post Office winners in the individual categories: Top Businessman of the Year Award – Chris Griffith Kumba Iron Ore Limited (Sponsored by African Access) Top Businesswoman of the Year – Anina Morley - I-Net Bridge (Pty) Limited (Sponsored by African Access)

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CONTRIBUTORS Garreth Bloor is Chief Operations Manager at Yastic.co.za (and Marketing Director at Yastic Inc. Silicon Valley), an online auction start-up he established in March this year on behalf of the firm’s IP rights holders. He is an Associate at Business Sculptors (Pty) Ltd and was named one of South Africa’s 100 Brightest Young Minds. Jonathon Hanks is the founding partner of Incite Sustainability (www.incite.co.za), a consultancy that advises companies and governments on sustainability strategy, stakeholder engagement and reporting, and climate change response strategies. He is a Senior Associate of the University of Cambridge Programme for Sustainability Leadership, and a Visiting Senior Lecturer at the University of Cape Town’s Graduate School of Business where he lectures on corporate sustainability policy on the MBA and Executive MBA programmes. He recently chaired an international multi-stakeholder negotiating process that developed a global standard on social responsibility (ISO26000), addressing such issues as human rights, labour standards, environmental management, consumer protection and organisational governance. In 2007, he was involved in bringing the international Carbon Disclosure Project (www.cdproject.net) to South Africa in partnership with the National Business Initiative. Billy Joubert is the Tax Director in charge of Deloitte’s Transfer Pricing business unit. He oversees assignments for numerous clients, including some of South Africa’s biggest listed groups. He has supervised the preparation and updating of OECD-compliant policy documentation for South African based multinational clients in a wide variety of industries, including banking, telecommunications, packaging, freight and logistics, and mining. He also regularly provides advice on the implications for South African subsidiaries of foreign global transfer-pricing studies, including adapting these to meet South African compliance requirements.

Dave Loxton is head of Werksmans’ Forensics practice. He has represented various government and private sector employers in initiating disciplinary enquiries. Other employer representations include ancillary white collar crime issues such as High Court litigation, civil recovery of the proceeds of crime and he has worked with law enforcement agencies to ensure successful criminal prosecutions. Dr Grant Sieff is a part-time Senior Lecturer in Strategy and International Business at Wits Business School and a member of Duke University’s Corporate Education Global Learning Resource Network. He is also CEO of the IC Growth Group, a research, education and strategy consultancy that assists organisations with their strategic planning and management development needs. Grant has worked as a vicepresident for Citibank in Australia and a partner for Accenture. He consults to leaders at the top levels of organisations in South Africa and abroad. Ahmore Burger-Smidt is Associate Director, Tax and Legal at Deloitte and is currently working on her doctoral thesis on Competition Law. She believes that Competition Law forms part of the risk management function in a company, and that compliance with Competition Law should be a function of good Corporate Governance. Ahmore’s ambition to be a Human Rights lawyer saw her being awarded a United Nations Human Rights Fellowship, and she spent time in Geneva and Strasbourg. Ahmore has a broad range of experience, including a post at the Attorney General’s office, involvement with CODESA, the Department of Justice and was Deputy Commissioner of the Competition Commission. tp

CREDITS Chairman & Publisher Richard Fletcher

General Manager Guy Chicken

CEO Ralf Fletcher

Business Development Coordinators Aloysius Petersen Charmaine Docherty Chris Hoffmann Jeanette Nicholson Roman Ross Sibongile Somdaka Terry Marsh Yusuf Seedat Zaheera Seedat

Associate Publisher Stephen Paxton Art Director Van Fletcher Editor Nicholas McDiarmid Managing Editor Shaheema Albertyn-Burton Head Designer Jayne Macé Designers Kyle Collison Stephen Alfreds Proofreading Carol du Toit

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Sales Contributors Judy Chileshe Karla Fletcher Lizel Jonker Micole Horesh Research Managers Haley Fletcher Jake O’Brien

Researchers Aisha Crombie Carmen Saville Coerene Vosloo Edna Hamilton Laylaa Abarder Mishqah Slamdien Nazreen Dramat Shouneez Khan Subscriptions Candice Hooper Email: candice.hooper@topco.co.za Distribution Ingrid Johnstone Ursula Davids Financial Manager Keith Van Der Vent Financial Administrators Bernadette Theron Themba Gaga Images Getty/Gallo Images

Printers

Contact Details Topco Media (Pty) Ltd 1 Garron Avenue, Hout Bay, Cape Town, South Africa 7806 PO Box 16476, Vlaeberg 8018 Tel: +27 (0)21 791 7100 Fax: +27 (0)21 790 7496 Email: info@topco.co.za Website: www.topco.co.za 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: 978-0-620-49180-8

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CAPE TOWN, SHOP 7235 V&A WATERFRONT 021 419 4253 JOHANNESBURG, SHOP L36A SANDTON CITY 011 783 4636 O R TAMBO DUTY FREE, SHOP NO 16 INTERNATIONAL DUTY FREE MALL 011 390 2088

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PUBLISHER’S LETTER

Trading with Top Performers

t will come as no surprise to you that business people like you and I give priority to businesses that are experienced and successful organisations. They are good at what they do and lead the pack. Think about the last time you did business with an old run of the mill company… In this day and age we cannot afford to take risks; this means every company’s reputation is vitally important and their brand awareness is of the highest rating - above reproach. We are all looking for better than average business relationships, more innovative goods and services and a lot more of that old fashioned attribute – customer service. That is why the rankings in the Top Performing publication are so important to both the people who make the grade and the rest of us relying on information coming as it does from independent research based on cold, hard facts, rather than opinion. With less than 1 000 of South Africa’s companies being eligible, it is a very special group of men and women. People and companies that make it into this prestigious publication are significant for their individual contribution to the greater good of our economy. These are companies that are creating wealth, opportunities and much needed jobs in our society. They are the role models for our entrepreneurs, aspiring businesses and the driving force behind our economy. They are the companies we will be trusting when we enter into a business relationship. Key factors in deciding who these leaders are include: • Turnover • Growth • Triple bottom line • Increase in volume of sales • Increase in volume of service contracts • Capital investments • Total value of assets The last two years have been difficult – growth has been testing – for many companies just staying alive has been a major challenge. Therefore, it is refreshing to highlight those organisations who have taken the bull by the horns, refused to join the recession and gone on to achieve what can only be described as outstanding and quantifiable results. Have a look at those ‘Top Performers’ that made the grade this year. These are the performances we need to hear about to give us stimulus and encouragement to up our own game and strive for our place in Top Performing Companies. Finally, be assured that we will be making space for your organisation when you meet our entry criteria in next year’s publication. If you feel your company is worthy of the challenge, contact our head of research Haley on 021 791 7100 or email haley.fletcher@topco.co.za for entry details. It won’t be easy, but we can guarantee it will be well worth the effort. For now, enjoy this publication; a lot of energy went into it, not just from my team, but also the companies whose successes we feature. Best wishes,

Richard Fletcher Publisher

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LISTING INDUSTRY CLASSIFICATION BY SECTOR

TOP PERFORMING COMPANIES incorporating the public sector

Topco Media proudly presents South Africa’s Top Performing Companies for the year 2010–2011. These companies passed our strict research criteria, and the companies that have chosen to feature themselves are highlighted below in grey.

Primary Resources

Platinum

Mining

Anglo Platinum Limited

(011) 373 6111

Merafe Resources Limited

Coal

Aquarius Platinum South Africa (Pty) Ltd

(011) 656 1140

Metorex Limited

(011) 880 3155

(011) 779 1000

Eastern Platinum Limited

(011) 463 0050

Murray & Roberts Cementation (Pty) Ltd

(011) 201 5000

Coal of Africa Limited

(011) 459 2840

Impala Platinum Holdings Limited

(011) 731 9000

Palabora Mining Company Limited

(015) 780 2911

Delmas Coal (Pty) Ltd

(013) 665 7000

Lonmin plc

(011) 516 1300

Richards Bay Minerals (Pty) Ltd

Exxaro Coal (Pty) Ltd

(012) 307 5000

Northam Platinum Limited

(011) 759 6000

Samancor Chrome Limited

ARM Coal (Pty) Ltd

Kumba Iron Ore Limited

77, 190

(012) 683 7000 (011) 783 4780

(035) 901 3111 30

(011) 245 1000

Keaton Energy Holdings Limited

(011) 317 1700

Optimum Coal Holdings Limited

(011) 325 0403

Mining Finance

TWP Consulting (Pty) Ltd

(011) 218 3000

Xstrata SA (Pty) Ltd

(011) 250 0032

Richards Bay Coal Terminal Limited

(035) 904 4911

Incwala Resources (Pty) Ltd

(011) 447 9671

Sasol Mining (Pty) Ltd

(017) 614 5005

Pallinghurst Resources Limited

(021) 886 7294

Sentula Mining Limited

(011) 656 1303

Sumo Coal (Pty) Ltd (Klippoortjie)

(011) 684 2764

Diamond

Wescoal Holdings Limited

(011) 945 2721

Alexkor Limited

(027) 831 8300

BHP Billiton South Africa (Pty) Ltd

(011) 376 9111

De Beers Consolidated Mines Limited

(011) 374 7000

Exxaro Resources Limited

(012) 307 5000

General Mining African Rainbow Minerals Limited

(011) 779 1300

Anglo American South Africa Limited

(011) 683 9111

Ekapa Mining (Pty) Ltd

(053) 831 2672

Moolmans - a division of Aveng Africa

(010) 207 7000

AngloGold Ashanti Limited

(011) 637 6000

Rockwell Diamonds Incorporated

(011) 481 7200

Petmin Limited

(011) 706 1644

DRD Gold Limited

(010) 001 4930

Trans Hex Group Limited

(021) 937 2000

Siyanda Resources (Pty) Ltd

(011) 832 2543

First Uranium Corporation

(011) 830 0390

Gold Fields Limited

(011) 562 9700

Other Mineral Extractors & Mines

Great Basin Gold Limited

(011) 301 1800

Assmang Limited

(011) 779 1000

Oil & Gas - Integrated

Harmony Gold Mining Company Limited

(011) 411 2000

Aveng Manufacturing

(011) 876 5000

Afric Oil (Pty) Ltd

Rand Refinery Limited

(011) 418 9000

Cape Precious Metals (Pty) Ltd

(021) 551 2066

BP Southern Africa (Pty) Ltd

(011) 488 5111

Simmer & Jack Mines Limited

(011) 830 0390

Foskor (Pty) Ltd

(011) 347 0600

C & N Petroleum Equipment (Pty) Ltd

(011) 397 8416

JIC Mining Services

(011) 564 9400

Kulungile Metals Group (Pty) Ltd

(011) 929 5000

Calulo Investments (Pty) Ltd

(011) 996 0600

Gold Mining

Oil & Gas (011) 784 5583

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TP - Industry Classification 2010.indd 2

11/18/10 3:33:19 PM

LISTING INDUSTRY CLASSIFICATION BY SECTOR

Central Energy Fund (Pty) Ltd

(010) 201 4700

Building & Construction Materials

ELB Group Limited

(011) 306 0700

Chevron South Africa (Pty) Ltd

(021) 403 7911

Builders Merchants

Empyreal Construction (Pty) Ltd

(012) 547 2879

Egoli Gas (Pty) Ltd

(011) 356 5000

Cashbuild South Africa (Pty) Ltd

(011) 248 1500

Esor Africa (Pty) Ltd

(011) 822 3906

Engen Petroleum Limited

(021) 403 4911

Wurth South Africa

(011) 281 1000

EsorFranki Limited

(011) 822 3906

KZN Oils (Pty) Ltd

(031) 570 0550

Fikile Construction (Pty) Ltd

(012) 664 1910

(011) 544 6300

Building & Construction Materials

G. Liviero & Son (Pty) Ltd - Building Division

(011) 466 2644

(011) 514 0587

Afrimat Limited

(021) 917 8840

G. Liviero & Son (Pty) Ltd - Plant Division

(011) 466 2644

SACOIL Holdings Limited

(011) 312 9330

AfriSam (South Africa) (Pty) Ltd

(011) 670 5500

G4 Civils (Pty) Ltd

(011) 396 1793

Shell South Africa (Pty) Ltd

(011) 996 7000

AG Industries Limited (AGI)

(011) 607 4500

Grinaker LTA

(011) 578 6000

(021) 929 3000

AGI Aluminium (Pty) Ltd

(011) 724 6000

Group Five Limited

(011) 806 0222

Allens Meshco (Pty) Ltd

(021) 905 1205

Hare & Lidell Construction (Pty) Ltd

(021) 531 0913

Ash Resources (Pty) Ltd

(011) 886 6200

Hillary Construction (Pty) Ltd

(015) 293 1221

Atlas Copco (SA) (Pty) Ltd

(011) 821 9000

Hilti South Africa (Pty) Ltd

(011) 237 3000

Austro Group Limited

(011) 222 8300

Imbani Projects (Pty) Ltd

(011) 487 3200

Brikor Limited

(011) 739 9000

JT Ross (Pty) Ltd

(031) 372 9700

Buildmax Limited

(012) 685 0440

Kaulani Civils (Pty) Ltd

(012) 658 0082

Ceramic Industries Limited

(016) 930 3600

Liviero Civils (Pty) Ltd

(011) 466 2644

Cobra Watertech (Pty) Ltd

(011) 951 5000

Martin & East (Pty) Ltd

(021) 761 3474

Corobrik (Pty) Ltd

(031) 560 3111

Mazor Group Limited

(021) 556 1555

Dekro Paints (Pty) Ltd

(021) 903 3131

Murray & Roberts Holdings Limited

(011) 456 6200

Distribution and Warehousing Network Limited (Dawn Limited)

(011) 323 0000

NMC (Pty) Ltd

(021) 551 2640

DPI Plastics (Pty) Ltd

(011) 345 5600

Protech Khuthele Holdings Limited

(011) 301 5599

Erbacon Investment Holdings Limited

(031) 569 2866

Racec Group Limited

(021) 531 7540

Everite Building Products

(011) 439 4400

Rainbow Construction Cape (Pty) Ltd

(021) 761 8628

Hardware Warehouse Limited

(043) 726 6341

Raubex Group Limited

(015) 406 2000

Iliad Africa Limited

(011) 467 2891

Refraline (Pty) Ltd

(011) 392 0700

Kaydav Group Limited

(021) 704 7060

Rumdel Construction (Pty) Ltd

(031) 539 9100

Lafarge Industries South Africa (Pty) Ltd

(011) 257 3100

Ruwacon (Pty) Ltd

(051) 403 0400

Lafarge South Africa Holdings (Pty) Ltd

(011) 257 3100

SA French Limited

(011) 975 4921

Masonite (Africa) Limited

(031) 534 1700

Sanyati Holdings Limited

(861) 726 4653

MassBuild (Pty) Ltd

(011) 797 0400

Stefanutti Stocks Holdings Limited

(011) 571 4300

Meshcape Industries (Pty) Ltd

(011) 609 1120

The Power Group of Companies

(021) 907 1300

Much Asphalt (Pty) Ltd

(021) 900 4400

Trencon Construction (Pty) Ltd

(011) 974 4464

PG Bison Limited

(011) 677 4000

Trollope Mining Services 2000 (Pty) Ltd

(011) 281 6000

PG Group (Pty) Ltd

Masana Petroleum Solutions (Pty) Ltd Reatile Gaz (Pty) Ltd

The Petroleum, Oil and Gas Corporation of South Africa (Pty) Ltd (PetroSA)

Total South Africa (Pty) Ltd

(011) 778 2000

Transnet Pipelines - a division of Transnet Limited

(031) 361 1456

Tullow South Africa (Pty) Ltd

(021) 400 7600

Secondary - Services Basic Industries Chemicals Chemicals - Commodities Air Liquide (Pty) Ltd

(011) 389 7000

Air Products South Africa (Pty) Ltd

(011) 570 5000

Industrial Urethanes

(011) 922 1900

Bayer (Pty) Ltd

(011) 921 5911

Easigas (Pty) Ltd

(011) 389 7700

Fluor South Africa (Pty) Ltd

(011) 233 3400

Freeworld Coatings Limited

(011) 549 8000

Hosaf, a division of Faltex Holdings (Pty) Ltd

(021) 521 2200

ICI Dulux (Pty) Ltd

(011) 861 1000

Omnia Group (Pty) Ltd

(011) 709 8888

Prominent Paints (Pty) Ltd

(011) 389 4600

Servochem (Pty) Ltd

(011) 823 5341

Spanjaard Limited

(011) 386 7100

Chemicals - Advanced Materials

(011) 417 5800

Vela VKE Consulting Engineers (Pty) Ltd

(012) 481 3800

(011) 386 9000

Waco Africa (Pty) Ltd

(011) 842 4000

(011) 812 9000

Pretoria Portland Cement Company Limited - PPC

(011) 321 7200

(011) 761 7500

Rocla (Pty) Ltd

(011) 670 7600

WBHO Construction (Pty) Ltd

Nampak Liquid - a division of Nampak Limited

(011) 249 5200

Roco Fittings (Pty) Ltd - a division of Dawn Kitchen Fittings

(011) 444 9120

Revertex Chemicals (Pty) Ltd

(031) 468 2261

Safintra Cape (Pty) Ltd

(021) 981 3130

Safripol (Pty) Ltd

(011) 575 4549

Saint Gobain Construction Products South Africa (Pty) Ltd

(011) 345 5300

Minova RSA

(011) 923 1900

Top Fix Holdings Limited

(011) 314 0368

Uni Span (Pty) Ltd

(011) 462 8965

Wahl Industries (Pty) Ltd

(011) 474 0220

Weir Warman Africa (Pty) Ltd

(011) 617 0700

WG Wearne Limited

(011) 459 4500

Wiehahn Formwork and Scaffolding (Pty) Ltd

(021) 880 7777

Ampaglas Holdings (Pty) Ltd

(011) 392 8000

Element Six Production (Pty) Ltd Fima Films SA (Pty) Ltd

Chemicals - Speciality abe Construction Chemicals Limited

(011) 917 2520

AECI Limited

(011) 806 8700

Afrox

(011) 490 0400

Efekto

(011) 304 7200

BASF South Africa (Pty) Ltd

(011) 203 2400

Buckman Laboratories (Pty) Ltd

(031) 736 8800

ChemSpec

(032) 541 8600

Croda SA (Pty) Ltd

(011) 397 2380

Dow Southern Africa (Pty) Ltd

(011) 575 0808

Du Pont De Nemours (Pty) Ltd

(012) 683 5600

Henkel South Africa (Pty) Ltd

(011) 617 2400

NCP Chlorchem (Pty) Ltd

(011) 921 3111

NCS Resins (Pty) Ltd

(031) 713 0600

Sasol Chemical Industries Limited

(011) 441 3746

Sasol Gas Limited

(011) 889 9000

Sasol Limited

(011) 441 3111

Stoncor Africa (Pty) Ltd

(011) 254 5500

S端d Chemie SA (Pty) Ltd

(011) 929 5800

UAP Crop Care - a division of Plaaskem (Pty) Ltd

(021) 868 4063

House Building (016) 422 2066

SEA Kay Holdings Limited

Heavy Construction AEL Mining Services (Pty) Ltd

(011) 606 0000

Aster International South Africa (Pty) Ltd

(011) 581 9400

Aveng (Africa) Limited

(011) 779 2800

B & W Instrumentation and Electrical Limited

(011) 907 1663

Basil Read Holdings Limited

(011) 418 6300

Belela Group (Pty) Ltd

(012) 345 1466

Bombela Concession Company (Pty) Ltd

(011) 997 8000

Concor Holdings (Pty) Ltd

(011) 495 2222

Cosira International (SA) (Pty) Ltd

(011) 817 6600 (011) 907 9700

Criterion Equipment (Pty) Ltd Edwin Construction (Pty) Ltd

11,82

Other Manufacturing Other Manufacturing 3M South Africa (Pty) Ltd

(011) 806 2000

Academy Brushware (Pty) Ltd

(011) 873 1266

Afcom

(011) 627 7000

African Explosives Limited

(011) 606 0000

AMC Classic (Pty) Ltd

(021) 763 5400

Beier Albany & Company (Pty) Ltd

(031) 710 0400

Beka (Pty) Ltd

(011) 238 0000

Bic South Africa (Pty) Ltd

(011) 474 0181

Bucyrus Africa (Pty) Ltd

(013) 246 1852

Chet Industries Limited

(011) 970 3720

Colas South Africa (Pty) Ltd

(021) 531 6406

Columbit (Pty) Ltd

(021) 593 3161

Crown National (Pty) Ltd

(011) 201 9000

Eveready (Pty) Ltd

(041) 401 2500

Franke Kitchen Systems (Pty) Ltd

(031) 450 6300

Inmans Trading (Pty) Ltd

(011) 345 9800

Kwikot (Pty) Ltd

(011) 914 2300

Lion Match Products (Pty) Ltd

(031) 308 1711

Macadams International (Pty) Ltd

(021) 907 1000

Marley Pipe Systems (Pty) Ltd

(011) 739 8600

Maxam South Africa (Pty) Ltd

(011) 831 1300

Metso Minerals SA (Pty) Ltd

(011) 961 4000

Palfinger Southern Africa (Pty) Ltd

(011) 608 3670

(011) 524 7000

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ICON Raymond Ackerman

The Retiring

Entrepreneur

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11/15/10 12:55:41 PM

It was a huge lesson to learn that you don’t need to have money. You need to have passion and dedication to do what you want to do. It was a difficult time because I’d been striving to get the principles of customer sovereignty that I believed in across to people, and it didn’t work. So I’d lost my job and was struggling to recover from the experience. At that point I was analysing my life and trying to decide which option I should take. Should I emigrate, should I go into another company, or should I go back to university? It was then that I learnt one of my greatest lessons, and it came in the form of advice from an American who said to me: “You need 90 percent guts and 10 percent capital.” It was this piece of advice that prompted me to start my business. What he was saying is that if you have passion, you’re there most of the way, even if you don’t have the money. And I knew I had passion for the consumer sovereignty principle – that’s what prompted me to go out on my own even though I had no money. What was important about the advice is that it wasn’t just about the importance of passion, but also about dispelling the myth that you always need lots of cash to start a business. It was a huge lesson to learn that you don’t need to have money. You need to have passion and dedication to do what you want to do. That situation changed my whole life. If I hadn’t decided to start on my own, where would I be today? I’d just be a big corporate guy.

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Stepping down as Chairman, stepping up as Champion.

11/16/10 12:28:15 PM

The five mentors of Raymond Ackerman Professor Hutt (Economist) • The concept of consumer sovereignty • The obligation of trade and industry to fight for the rights of consumers • The powerlessness of consumers against big business and governments Gustav Ackerman (Father) • The place of courtesy (Ackerman also replies personally to every call and message for him) • The importance of flair and excitement in your retail establishment • A distrust of debt • Cash is king Bernard Trujillo (Marketing Trainer) • The four legs of the table • You don’t bank percentages, you bank money • Rich people love low prices, poor people need them • The role of social responsibility (enlightened self-interest) in business • Fight for the consumer and the consumer will fight for you

Gustav Ackerman (Father)

It took getting fired for me to follow this path and now it is inconceivable to me that I may well have remained an employee for the rest of my life had that not happened. What practical fundamentals are critical to business, in your view? Set the right goal: the consumer, not profit. Take care of admin stuff. Source the right merchandise. Everything must be geared for the consumer. We are all about quality, service and the right price. How do you measure success? It has never been in money terms. I can honestly say that I have never chased money. If you can look yourself in the mirror and if you are close with your family, then that is the most fundamental measure of success. You’ve remarked that when you started out as an entrepreneur, you encountered your fair share of nay-sayers. You’ve mentioned that you were cautioned that the day of the entrepreneur was over! It’s many years later. It’s a different country in many respects. What would you say to someone considering a similar path? Firstly, our economic growth depends on entrepreneurs. Reducing unemployment depends on entrepreneurs. I am sometimes concerned that many potential entrepreneurs are too afraid to break out of their comfort zones, fearing they may not have what it takes. It took getting fired for me

Gottlieb Duttweiler

Gottlieb Duttweiler (Swiss Retailer – Migros Chain)

(Swiss Retailer – Migros Chain) • The more money a business gives away, the more money flows in • Greater rewards can be garnered from running a business according to principles above the mere pursuit of profits • The obligation to face down authority on behalf of consumers • The obligation to oppose cartels and monopolies

Vicktor Frankl (Holocaust survivor) • Hope is the supreme power, bringing meaning to life; without hope, life itself loses reason • Learning to conquer trials and overcome challenges are the gifts rather than the curses of adversity • Find out what it is you want to do and do it to distraction

Vicktor Frankl (Holocaust survivor)

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CAPE TOWN, SOUTH AFRICA - 11 March 2010: Pick n Pay Chairman, Raymond Ackerman.

to follow this path and now it is inconceivable to me that I may well have remained an employee for the rest of my life had that not happened. So I champion entrepreneurship wherever I can. Because I think there are guidelines that are helpful and that make the path less treacherous. Most successful entrepreneurs create a business in the field they were employed in. They have learnt about what works and what doesn’t work and perhaps have identified a gap specific to that market. Those who choose an entirely new direction will have to summon all the passion they have to overcome their mistakes. However you go about it, make sure you are honest with yourself about your motivation for starting a business. Know the real reasons behind why you are going into business. If it is simply about the money, you will end up demotivated. We all need money, but profit is the result of being in business, not the reason. Entrepreneurs are neither born nor made. Many circumstances and influences are behind the creation of an entrepreneur. I believe in mentorship, counsel, planning, focus and tenacity. When I bought Pick n Pay, the thinking was that it was too late; that the time for being an entrepreneur had passed and the circumstances of those days would not allow for it. My advice is to never accept someone else’s version of who you are. Pick n Pay remains a family business. You’ve said that South Africa could learn a lot about the value of family businesses from Americans. How do you view the value of family businesses in South Africa? There is a passion you find in a family concern that you don’t seem to get in other firms.

If I hadn’t decided to start on my own, where would I be today? I’d just be a big corporate guy. There are not enough family businesses in South Africa. Too many family businesses sell out, and lose the chance to pass on a legacy. But, as with all successful ventures, one must consult widely to ensure ongoing success in a familyrun business. It is not easy running a familycontrolled business in today’s climate. We take Family Corporate Governance extremely serious and there are rules that must be followed. Family members in the business need to complete at least a three year degree, and work outside the business for three years. And then they earn their spurs. Our younger family members join the ‘Family Counsel’ when they turn 16 as observers and are given a small Social Responsibility project to implement and manage. This embeds one of my most important principles: The best way to receive is to give. One can be tough-minded, but not hard-hearted.

Conclusion

PILLARS OF SUSTAINABILITY Economic growth Sustainable company profits, sound corporate governance, stakeholder engagement and partnerships Transformation of the value chain Employment equity, employee ownership schemes, transformation of suppliers, and affirmative procurement policies Social development Corporate social investment plan focusing on various funds across the Pick n Pay Group, and investment in community-owned projects Sustainable environment Preserving the environment and limiting negative impact, eco-friendly stores and distribution centres, development of natural farming methods, minimising waste, reducing carbon emissions, and maintaining sound animal welfare practices

The time spent with Raymond Ackerman conducting this interview was inspiring, not just because of his stature; not just because of his success. He lives his principles. He speaks from experience, from his heart, and his very, very shrewd mind. Top Performing Companies salutes you, Mr Ackerman. tp

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TOP PERFORMING PRODUCTS

Top Performing Companies reviews a product that has stood out over the last year. This year the new and limited release, Fire & Ice Landrover graced the luxury market with its presence. Landrover reveals itself in all its elegance and finesse. Convenience and luxury just happen to be part of the package. Stephen Paxton, Associate Publisher, joins the secret society of the “Landy’s” and discovers the pleasure of the new, limited edition, Fire & Ice Landrover.

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2010 11/12/10 8:52:18 AM

Fire & Ice and all

THINGS NICE Hint: Using 50 ppm low sulphur diesel helps to keep in line with Landrover’s green policy of cleaning the environment as you drive.

he new limited edition Defender 110 and 90 come in two distinct models: The Fire model, in a special Vesuvius Orange metallic paint, and the Ice Model in Alaska white, both offset by Santorini black accents. (I wonder if they were designed with ‘the his and hers’ of Landy in mind?) I spent a week with the Fire 110 model, and just as I had begun to handle this baby with the respect that it deserves, it was time return it! I was warned about this vehicle’s turning point and when I first drove it, I felt like I was back taking my learner’s license, practicing my three-point turns for the very first time. Seriously; to turn out from junctions or navigate simple round-abouts feels like you are maneuvering an 18 wheeler truck. You start thinking about turning the

wheel 50 meters before you actually have to and then you seem to use up every bit of the road and pavement you can find. It was unnerving to have an elderly man hooting at me to get a move on! Once you have successfully mastered steering this beauty, the design and ruggedness become evident. Taking you back to the late 1940’s classic shape, with a touch of modern luxury added. When I speak about luxury, I’m not comparing this vehicle to that of other competitor 4X4’s on the market, such as the Hummer H2 or the Mercedes G-Wagen, which will set you back a million bucks and probably never even see a dirt track let alone mud! The luxury that I speak of includes electric windows, air conditioning, leather and Alcantara trim, diamond-turned alloys, colourcoded head- and tail- lights, glass sunroof panel, running boards and more. Things that we may

take for granted in other everyday vehicles. But to all those die-hard Landy’s out there who are still proud owners of the first models - with their popout air vents and wire meshing that you push outwards from inside to allow airflow in, you will know what I mean! All that kit drives the price of the special Landrover to around R400 000, and with just 850 examples on offer in various markets across Europe, China and South Africa, you had better call your nearest dealer to arrange a test drive immediately. Apart from the performance and design of this vehicle, I discovered something else about Landrovers that put me in mind of the Freemasons. My brother-in-law, whose father is a Landrover fanatic, pointed out whilst we were driving how other Landy drivers would wave or salute you when passing. It’s a kind of secret cult, he explained, that exists between Landy owners. It was as if I had become ‘an overnight celebrity’! tp

www.topperforming.co.za

SPECIAL FEATURE Product Review

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COMPANY PROFILE RECTRON

TERTIARY | INFORMATION TECHNOLOGY/ INFORMATION TECHNOLOGY HARDWARE/ COMPUTER HARDWARE

www.rectron.co.za

Rectron 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 for its customers. The company 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 company’s number one asset is its employees which it believes is the factor differentiating it from its competitors. Employees are immersed in the company culture and given opportunities for skills development to empower them for promotion within 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. tp

STATISTICS/ DEMOGRAPHICS/ HISTORY

TRAINING & CSI

Year founded: 1995 Founding members: Mark Lu, Pramod Otham Employees: 358 Branches: 5 in South Africa, 2 in Australia Memberships: LGBN Current customer base: 5000+ Active Customers 5 Top brands: Gigabyte, Transcend, Tomtom, Samsung, Intel New products: Notebooks, 3D TV, GPS

Training programmes: ABET, bursaries and skills development Employee incentive schemes: Financial rewards, financial assistance Empowerment initiatives: Skills development, job rotation CSI initiatives: Hope Factory, Global Village, underprivileged schools

BUSINESS & FINANCE

Black Empowerment Level: shareholding: 5%-25% / executive directors: 5%-25% / non-executive directors: 5%-25% / total staff: 5%-25%

NATURE OF BUSINESS Activity: Value added distribution company, components, consumer electronics, peripherals, services and repairs Products/services offered: Computer components, notebooks, PND devices, imaging devices, consumer electronics, servicing and repairs Recent exhibitions/ trade shows/ conventions: Microsoft TechED 2009, Microsoft Partner Conference 2009, GovTech 2009

President & Chief Executive Officer

EMPOWERMENT STATUS

BEE contribution level: Level 6 - BEE Online

FAST FACTS 1. Established in 1995 2. Has 7 branches, 5 in South Africa and 2 in Australia 3. Enjoys a staff complement of ±350 4. Has an annual revenue of R1.4-billion 5. Regarded as leading SA IT distributor

CONTACT INFORMATION President & Chief Executive Officer: Mark H Lu Executive Vice President & COO: Dean Prinsloo Vice President & General Manager: Cheslynne Britz Chief Financial Officer: Gerhard Malan Marketing & HR Director: Sebastian Isaac Sales Manager: Jean-Pierre De Villiers HR Manager: Donne Erasmus 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

www.topperforming.co.za

Turnover: R 1.4-billion Operating profit: R62.9-million Net profit: R42-million Financial year-end: June Market share: ±40% Subsidiaries: Corex (Pty) Ltd Holding company: Mustek Limited Bank: Standard Bank, First National Bank, Nedbank, Absa, HSBC Auditors: Deloitte & Touche Current customer base: + 5 000 active dealers Key clients: Matrix Warehouse Group, ASG Computers, Impact Distribution Namibia, Centre Shelf Developers, Mass Retail Partners

Mark H Lu

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10/6/10 11:09:12 AM

In business, itâ&#x20AC;&#x2122;s all about the company you keep.

To view the complete magazine CLICK HERE!

This annual publication is undoubtedly one of the countryâ&#x20AC;&#x2122;s most popular business publications. It has been referred to as the bible of commerce by leading industry champions and proves to be a valuable business-to-business trade reference, both locally and internationally. The 11th edition of Top Performing Companies celebrates the achievements of these champions. www.topperforming.co.za

11th Edition Now available at leading bookstores