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INSIDE: An interview with JANNIE MOUTON - redefining global benchmarks
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CONTENTS UPFRONT Contributors
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Publisher’s letter
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Featured clients
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Editor’s letter
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SECTOR OVERVIEWS PRIMARY Oil and Gas
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SECONDARY Construction
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TERTIARY Tourism
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Business solutions
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Banking
86
Property Public sector
90 130
Education 136
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KEY FEATURES Let us build a nation of entrepreneurs by Minister of Small Business Development, Lindiwe Zulu
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Interview with Jannie Mouton: Of Capitec, Curro and ice cream
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Weathering global storms by Minister of Trade and Industry, Rob Davies
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Interview with Minister of COGTA, David van Rooyen
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5 rising stars - inspiring South Africans MBOISA in the eye of the beholder: Design Indaba 2016
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121
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EDITORIAL The state of our nation
The importance of SMMEs to the SA economy
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An overview of South African cities and provinces South African cities: where our future lies
100 104
Unpacking investment 112 Celebrating with the best in business at the National Business Awards
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CREDITS TOP MEDIA & COMMUNICATIONS CEO Ralf Fletcher EDITORIAL DIRECTOR Ryland Fisher G ROUP EDITOR Fiona Wakelin COUNTRY MANAGER: ZAMBIA Judy Twaambo-Chileshe HEAD OF BRAND Nadia Maritz
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BUSINESS DEVELOPMENT MANAGERS Brenda Liebenberg Charlton Mouton Sibulelo Tshanyelo Vanessa Wallace Stanley Mwango Lee-Ann Bruce Babalwa Mkobeni FINANCIAL MANAGER Haley Fletcher
HEAD OFFICE Top Media & Communications (Pty) Ltd T/A Topco Media 21 Roodehek Street, Gardens, Cape Town, 8001 Tel: +27 86 000 9590 Fax: +27 21 423 7576 Email: info@topco.co.za Website: www.topco.co.za
TOPCO STUDIO PRODUCTION DIRECTOR Van Fletcher van.fletcher@topco.co.za CREATIVE DIRECTOR Michelle Rademeyer ASSISTANT EDITORS Jocelyn Stiebel Edwain Steenkamp
LIFESTYLE
DESIG NER Kamiela Abrahams
Restaurant 165
RESEARCH MANAGER Sandra Bock
Accommodation 168 Conferencing 170 Tech toys
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Cars 174
SOUTH AFRICA’S TOP PERFORMING COMPANIES Research criteria
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SECTOR LISTING Primary
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Secondary
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Tertiary
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RESEARCHERS Majdah Rogers Sufyaan Banderker Kelly Bredeveldt Nazreen Harris DISTRIBUTION & SUBSCRIPTIONS Ingrid Johnstone ingrid.johnstone@topco.co.za PHOTOG RAPHER Marnus Meyer MAKE-UP ARTIST Ashleigh Wainstein PROOF READER Pat Hanekom PRINTERS Paarl Media IMAGES ©shutterstock® DISCLAIMER
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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 Top Media & Communications (Pty) Ltd T/A Topco Media Reg. No. 2011/105655/07. 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 emissions. ISBN: 9780620524063
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CONTRIBUTORS ROB DAVIES
LINDIWE ZULU
Minister
Minister
Rob Davies is the Minister of Trade and Industry. He was a member of the South African Ministerial Delegation to the World Trade Organisation in Cancun in 2003 and Hong Kong in 2005. He holds a doctorate in Political Science from the University of Sussex; and a Masters in International Relations from the University of Southampton.
Lindiwe Zulu is the Minister of Small Business Development. She returned from exile in 1992, having lived in Tanzania, Uganda and Angola. In 2004 Zulu became the South African Ambassador to Brazil; in 2007 she was elected to the ANC national executive committee and in 2009 was elected to Parliament. She holds a Masters degree in Arts.
DUDU MSOMI
GEOFFREY BICKFORD
CEO
Researcher
Dudu Msomi is the founder and CEO of Busara Leadership Partners, a research-orientated strategic advisory service and consulting company. Msomi is a strategist, leadership expert and business mentor and has a BA Hons; postgraduate diploma from AAA School of Advertising; postgraduate diploma in Corporate Governance (RAU); Programme for Management Development and a Masters in Business Administration (both GIBS).
Geoffrey Bickford is a researcher at the South African Cities Network, responsible for the transport portfolio, focusing on public transport research within the built environment theme, including issues around land, housing and finance.
MATTHEW ROZOWSKY Investment analyst Matthew Rozowsky is an investment analyst at BACCI Asset Management. Prior to this, he worked for three years as a corporate finance executive and has recently completed his CFA Level II examination. He has experience as a corporate finance executive and was involved in services catering to both public and private companies.
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STEPHEN TIMM
ALEX NAGEL
Journalist
Journalist
Stephen Timm is a South African journalist and researcher who has been writing about small business and entrepreneurship in South Africa, as well as other developing nations, since 2003. He is also the founder of Small Business Insight – a research and policy consultancy for small business programmes and policies in emerging economies.
Alexander Nagel graduated from the University of Cape Town with triple major in political science, English and media & writing. She is pursuing English to a postgraduate level. She has served as the Editor-in-Chief of VARSITY Newspaper and Sax Appeal magazine.
Minister Lindiwe Zulu writes on the vital contribution of entrepreneurs to the South African economy in her article “Let us build a nation of entrepreneurs”. Minister Rob Davies speaks about the importance of the government’s 9-Point Plan in his article on “Weathering the global storms”.
PUBLISHER’S LETTER
WHAT DO ATHLETES AND BUSINESSES HAVE IN COMMON? Given these current economic conditions, it would be prudent for us to remember the famous proverb and song lyrics from the 80s: “when the going gets tough, the tough get going”, which has the motivational ring South Africa needs. However, money often runs for cover as soon as it is threatened; so a little more imagination and strategy than merely “getting tough” is required in such challenging times. One school of thought to persevere in a slower market advocates for company cost cutting. If cost cuts will result in improved service to customers, then clearly they must be made with some urgency. However, it is unlikely that this alone will provide the required silver bullet. Top performing companies are so because their culture makes them more likely to look at increasing their efficiency constantly. That in itself opens the door to a multitude of benefits over and above the obvious advantage of achieving more with the current budget. One can make an analogy between top performing companies and top performing athletes in the sense that it’s in the nature of both to want to constantly improve their performance. An athlete’s key goals could also be applied to top performing companies: fitness, strength, motivation, game planning, benchmarking, targets and appropriate equipment linked to outputs. Cost reduction didn’t make the cut, excuse the bad pun. Perhaps – and most importantly – the exercise of focusing on the positive components mentioned above is, in itself, a guaranteed way to generate the new ideas that will enable a company to retain and possibly improve its top performing status.
And of course, the need for flexibility is not just for an athlete. This 2016 edition of Top Performing Companies and Public Sector celebrates those who have not only managed to stay in the race, but have achieved remarkable results in a tough environment. We at Topco offer you our congratulations.
Many products and services are geared to the requirements of a booming or at least expanding market. Clearly, in a tighter market the scope should be, if possible, to tailor the company’s product appropriately. Product and service costs and prices can pave the way for new opportunities with a little creativity. As one door closes, another opens.
Ralf Fletcher Topco CEO
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FEATURED CLIENTS A
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ABSA Alexander Forbes
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Leeu Transport
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Liberty
88
Aspen Pharmacare Holdings
92
Air Traffic Navigation Services
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B Billion Group
120
C Commission for Conciliation, Mediation and Arbitration
City of Joburg
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Corex
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Cricket South Africa
176
Cross Atlantic Properties
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D DHL
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Drake & Scull
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E Edwin Construction Effectiveness Company Ekurhuleni Artisans & Skills Training Centre
57,60 82 134
F 68 54
Fusion Guarantees
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G 63
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IQ Business Group
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Motorite
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N National Youth Development Agency
80
NECSA
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P Petro SA
Back cover
R Richards Bay IDZ
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S Southern African Music Rights Organisation
142
Statistics SA
132
T Tumi
First Group Flight Centre
GoIndustry DovBid
MERSETA
IFC
U UMSO Construction
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W Woodford Car Hire Woolworths
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EDITOR’S LET TER
REMAINING BUOYANT IN TURBULENT WATERS Winter is coming: days are shortening and mornings are chilly. We are starting to dress in layers that get peeled off by midday and then piled back on as the sun sets. This onset of autumnal coolness comes as a particular relief because we have weathered one of the worst El Niños in 50 years; it has caused intense drought in southern Africa – and has already had a devastating impact on the region’s food security. According to a report issued by the UN Food and Agriculture Organisation (FAO), the rainfall season over large parts of our country, Zimbabwe, Malawi, Zambia, Mozambique, Botswana and Madagascar has so far been the driest in the last 35 years. Five out of South Africa’s nine provinces were declared disaster zones with the drought costing South African farmers an estimated US$600-million in lost crops. In his February 2016 budget speech, Finance Minister Pravin Gordhan announced that for the next three years R1.1-billion has been reprioritised by the state to tackle the drought through interventions such as drilling boreholes and distributing animal feed. Whilst El Niños are not annual occurrences, climate change – characterised by extreme weather events – is here to stay and farmers across the globe will have to fundamentally adjust to the concomitant lack of certainty, with the fourth industrial wave of technology playing a crucial role in forecasting and early warning systems. The drought, falling commodity prices and a slowing global economy has meant that survival and success have required businesses to be agile, focused and comfortable with constant change. True entrepreneurs see these challenges as opportunities, and for this edition of Top Performing I had the pleasure of meeting one of our inspirational iconic entrepreneurs, Jannie Mouton, whose interview appears on page 14. We also take a look at the importance of the metros and small businesses, celebrate five of South Africa’s rising stars making waves across the world, as well as feature the 10
We hope you enjoy the read as much as we look forward to the continued celebration of South Africa’s top performers. Wishing you an extraordinary 2016.
most beautiful objects in South Africa. Ministers Rob Davies, Lindiwe Zulu and David van Rooyen speak about the economy, and in our lifestyle section we celebrate the best South Africa has to offer.
Fiona Wakelin
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LET US BUILD A NATION OF ENTREPRENEURS BY LINDIWE ZULU MINISTER OF SMALL BUSINESS DEVELOPMENT I t mu s t t ro u b l e o u r c o l l e c t i ve c o n s c i e n c e a s a n a t i o n t h a t , t we n t y ye a r s s i n c e o u r f re e d o m , t h e t r i p l e c h a l l e n g e o f p ove r t y, u n e m p l oy m e n t a n d i n e q u a l i t y s t i l l b e a r s a fa c e w h i c h i s l a rg e l y fe m a l e , b l a c k a n d r u ra l . I t mu s t wo r r y a l l o f u s – i n c l u d i n g t h e p r i va te s e c to r – a n d m ove t h e c o u n t r y i n to c o l l e c t i ve ra d i c a l a c t i o n to t ra n s fo r m o u r e c o n o my s o t h a t i t re s p o n d s to t h e n e e d s o f t h e m a s s e s o f o u r p e o p l e , e s p e c i a l l y wo m e n . A ny t h i n g l e s s i s a n i nv i ta t i o n to p o l i t i c a l a n d s o c i a l i n s ta b i l i t y.
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F E AT U R E / L E T U S B U I L D A N AT I O N O F E N T R E P R E N E U R S
26.5
26.5
26
26
25.5
25.5
25
25
24.5
24.5
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PERCENTAGES
PERCENTAGES
SOUTH AFRICAN UNEMPLOYMENT RATE
24 Jan 2013
Jul 2013
Jan 2014
Jun 2014
Jan 2015
Jul 2015
Jan 2016
SOURCE: STATISTICS SOUTH AFRICA
challenges that face our country, namely poverty, inequality and unemployment. SMMEs play a critical role in job creation, the transformation of our country and development of our economy. According to the Finscope Survey, 90% of jobs created between 1998 and 2005 were SMMEs. Despite this, the Total Early-Stage Entrepreneurial activity (TEA) rates in South Africa are about half of what they are in other similar developing countries on our continent and overseas. Net new employment is not typically created on a significant scale in existing large scale enterprises. This is usually the preserve of newly established small, micro and medium enterprises and is the reason why we are encouraging young people to create their own small enterprises – so that they can create jobs, develop our economy and transform our country to deliver a better life for all. There are other advantages as well when young people create their own small enterprises. These include:
Our performance in relation to sub-Saharan Africa (our neighbouring countries) is also troubling. In its latest World Employment and Social Outlook report, published in January 2015, the ILO says youth unemployment in the region is 11.8%. Using the ILO’s categorisation of youth as people between the ages of 15 and 24, the equivalent youth unemployment rate in South Africa is 52%. That’s more than four times the figure for sub-Saharan Africa. If South Africa wants to effectively address its unemployment crisis, and grow its economy, focused attention must be paid to the Small, Micro and Medium Enterprises (SMME) sector. SMME development is key to addressing the three most prominent
• Deracialisation of economic ownership in the long-term • Increased competition and lower prices for our people • I mproved services (because we can choose from many different businesses and service providers) • I mproved quality (because people will look at innovative and more creative ways of doing things) • R eal Broad Based Black Economic Empowerment from the bottom up (the people in our communities will grow their own businesses instead of supporting a few large businesses) Young entrepreneurs are vital to a healthy economy. They look for unmet needs in society and then try to fill them with new products or services. They take risks without any certainty of reward and introduce new technologies. They try things that others might consider impossible and, occasionally, these result in unimagineable successes. In difficult economic times entrepreneurs help in multiple ways by creating jobs and finding unique and creative ways to provide
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“I URGE PLAYERS IN INDUSTRY, ACADEMIA AND CIVIL SOCIETY TO JOIN HANDS WITH US IN LOCAL PARTNERSHIPS TO UNLEASH A YOUTH ENTREPRENEURSHIP REVOLUTION” soon. We will link it to other initiatives of the Department so that our young people do not get rejected at commercial banks because they do not have collateral/security to get funding. society with the goods and services it needs. It is hard work, and many new endeavours fail, but the contribution of entrepreneurs to a productive economy cannot be overstated. Our economy needs young entrepreneurs, but what do young entrepreneurs need? This is the primary question that my Ministry was established to answer. The deliberate focus of our interventions is on women, youth and people with disabilities. Through our programmes, we will work with young entrepreneurs to: • Improve the quality of products
• A ssist local suppliers to expand production capacity (existing and potential) • Assist suppliers to reduce input costs • P rovide a route to market deserving products (locally and internationally) • Establish and build long-term, effective supplier partnerships • Address issues relating to competitiveness, training and development, access to finance, business skill development, commercialisation, market access, and advance localisation As South Africans, we remain concerned that small businesses have an exceedingly high failure rate, and the majority of the casualties are black and women-owned. Since different small businesses have different needs, government’s policy intervention takes this diversity into account. For example, the Youth Business Development Support programme is a cost-sharing grant which will be offered to young black-owned small enterprises to assist them in improving their competitiveness and sustainability. This programme will be finalised
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Our Shared Economic Infrastructure Facility programme encourages public sector partnership for the establishment and improvement of shared-economic facility infrastructure to support businesses with the intention of improving access, creating local economic benefits and optimising performance of businesses operating in those facilities. The intention of the programme is to leverage public sector investment that would provide necessary infrastructure by creating an enabling environment for businesses to crowd-in investment mostly in townships, rural areas and inner city environments where there is clear business activity taking place. The programme is a 50:50 cost-sharing grant made available on a reimbursable basis where my Department makes a contribution of 50% towards qualifying infrastructure projects upon the completion of agreed project milestones. The programme is capped at a maximum grant of R5-million (vat inclusive) per qualifying applicant. Together, we must work towards building a culture of entrepreneurship in the country. We must consciously strive to build a nation of entrepreneurs and not a nation of job-seekers. We are painfully aware that fostering a culture of entrepreneurship is not something that blossoms over a short period of time. It takes a long time to develop and flourish. In other words, if we create awareness today about entrepreneurship as well as train others to start a business venture, it does not mean all of these people will start – and run – successful enterprises tomorrow. All of us must contribute to the task of building a nation of entrepreneurs.
F E AT U R E / L E T U S B U I L D A N AT I O N O F E N T R E P R E N E U R S
Whilst being mindful that not every person is destined to become an entrepreneur, we must pursue an aggressive entrepreneurship drive and create an enabling environment that will make it easy for South Africans, particularly the youth, to start and sustain their businesses. Together, we have a responsibility to help reignite the spirit of entrepreneurship that was so cruelly exterminated by apartheid, but which refused to completely surrender as pockets of excellence remained in the form of many township and village entrepreneurs. I urge players in industry, academia and civil society to join hands with us in local partnerships to unleash a youth entrepreneurship revolution. Together, we can promote and advance youth entrepreneurship capacity development. The call to action is for all of us to work hard to inculcate a culture of youth entrepreneurship in the country. In the spirit of vuk’uzenzele, our young people must seize the economic opportunities presented by our democracy and freedom to build and grow businesses. We must promote entrepreneurship as a viable career path. Starting a business is not something you do just because you have run out of options and you find yourself unemployed. Becoming an enterpreneur must be a conscious and viable decision.
Entrepreneurship is not an easy route for most young people starting out, as experience is generally needed to succeed in business. Moreover, the past dramatically reduced the culture of entrepreneurship, meaning that many young Africans are unlikely to have grown up in households with business people who would have shaped their understanding of market opportunities, their access to networks and expertise. Given the current state of youth unemployment, the question is not whether we should encourage young people to look in the direction of entrepreneurship, but rather, can we afford not to? We see small businesses and co-operatives as critical to creating an economy that benefits all. It is through this intervention that we will be able to defeat the triple challenges of poverty, unemployment and inequality. It is this partnership that holds the key to unlock our country’s economic potential, thus affording us a golden opportunity to launch a sustained onslaught on poverty, unemployment, inequality and underdevelopment. Indeed, all of us must accept that we carry joint responsibility to redistribute the wealth of our nation. I call on all our people to seize opportunities created by the 1994 democratic breakthrough to build businesses that will create a better life for themselves and their fellow citizens.
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OF CAPITEC, CURRO AND ICE CREAM AN INTERVIEW WITH JANNIE MOUTON – FOUNDER OF PSG BY FIONA WAKELIN
F E AT U R E / I N T E R V I E W / J A N N I E M O U T O N
CAPTEC % GROWTH
It was 33° and counting as I drove from CAPITEC % GROWTH 0 Cape Town to Stellenbosch to interview 0 the iconic Jannie Mouton. The acrid smell of smoke – which, sadly, has 28,90% become as synonymous as the SouthEaster with summer in the city – seeped 0.288956127 its way into the car. A tip for anyone 62.98% who is not a resident in this charming 0.629802622 46,36% university town – the names of streets are hidden at pavement level and there 0.463615023 has been a system of one-way roads 16,20% implemented expressly designed to give any self-respecting GPS heart 0.161988773 failure. Luckily I have been through 2009/2010 2010/2011 2011/2012 2012/2013 Stellenbosch a couple of times, so had 2008/2009 built in sufficient cushion time to arrive a 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013 few minutes early. boosted by the continued growth of its The first thing that strikes you about the JSE-listed PSG offices is that the people who work there are helpful, happy and efficient. Even before arriving, Jannie’s PA had been a real pleasure to work with, and proved even more so in person. “Family and friends” was a theme that ran through the interview – and you immediately feel that the PSG staff is part of an extended family. 2016 marks the 21st anniversary of PSG (a leading financial services group) - and the 70th birthday of its non-executive chairman who, together with trusted friends and family, has grown PSG’s market capitalisation to a high of over R60-billion, with a compound annual growth rate of over 50% a year to shareholders. Just to put this in perspective an investment of R100 000 in PSG when it started out in 1995 would be worth approximately R390-million today if you re-invested all dividends. No other company in the world matches this. The phenomenal growth rate had William Thorndike, author of The Outsiders: Eight unconventional CEOs and their radically rational blueprint for success travel from America to meet Jannie and present him with a signed copy of his book. PSG’s main investments are in Capitec, Curro Holdings, PSG Konsult and Zeder – with the 31% interest in Capitec constituting roughly 40% of the value of its investment portfolio. Listing in 2002 with a value of under a rand, Capitec’s individual shares are now worth R531, equating to a compound annual growth rate of approximately 56%. Incredible growth in 14 years! Capitec is a major determinant of PSG’s value and remains highly profitable with earning returns well in excess of the average of its established counterparts. Its main business is biased towards unsecured lending where net interest margins are higher and prospects are
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transactional banking services – which is assisting with the cost of funding and cost recovery. The concept behind Capitec had been inspired by the Grameen bank and its founder Muhammed Yunus who understood that “women are better lenders than men”. Initially PSG bought 300 micro lenders and Jannie had to weather the storm of being considered an “uber loan shark” for a while. As soon as he heard I had arrived, Jannie came through, shook my hand and we went through to his office for the interview, which soon became an enjoyable conversation not least because of the man himself, relaxed, courteous, interested and interesting , with a wry self-deprecating sense of humour. Lining his office are roughly 240 books, many of which he has read and summarised. After his now infamous firing in 1995 from the company he had started – Senekal, Mouton & Kitshoff – Jannie spent the ensuing months reading, reflecting and conducting his own personal SWOT analysis. After much deliberation, having finally completed the SWOT analysis, he showed it to his late wife Dana, and she said, “But Jannie for someone who has been fired, there are far too many Ss…” So what is he currently reading? • Capital in the 21st Century by French economist Thomas Piketty – focussing on wealth and income inequality in Europe and the United States since the 18th century • Reading between the (head) lines by Piet Naudé – a collection of this winning journalist’s weekly columns, published over a nine-year period in The Herald and • Warren Buffet (Jannie has been dubbed Boere Buffet by MoneyWeb)
Whilst at home he curates a collection of irreplaceable original Africana works. Two days before this year’s SONA, President Zuma met in Cape Town with leading investors and major companies to discuss ways in which government and the business sector could work together to bring about the growth of the economy and to create jobs. The President sat at the head of the table, on his left was Minister of Trade and Industry, Rob Davies and on his right were Finance Minister, Pravin Gordhan and Economic Development Minister, Ebrahim Patel. Among the prominent executives present were Jannie Mouton, Investec CEO Stephen Koseff, Sanlam CEO Ian Kirk and Shoprite Chairperson Christo Wiese. I asked Jannie for his first-hand take on this crucial discussion: “South Africa is a great country and we need to work together. At that meeting I told the President that we could offer 15 CEOs from the private sector to work with state departments, state owned enterprises, parastatals and agencies to help with management, systems and strategy. “Business and government must combine forces. We must utilise our combined efforts to make South Africa fulfil its potential. For instance, somebody from Capitec could join the Reserve Bank on the Board. “We have fantastic people in corporate governance. They could assist, not by running things but in more of an advisory capacity. I want to emphasise that South Africa is a great country – and I am not going anywhere. I can tell you why I’m saying that: 1. We started a business here 2. This is my home 3. This is where my family and friends are. “In South Africa there are many opportunities. I often say to people ‘We would have had no chance of starting a Capitec in Europe or America. It’s been done there. There was no chance of us starting a Curro in the western world because we have particular education needs here. There are unbelievable opportunities in this country.”
F E AT U R E / I N T E R V I E W / J A N N I E M O U T O N
“PSG is a ‘new South Africa’ company because we started in November ’95. We are part of the new South Africa”
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“And it is true, PSG is a ‘new South Africa’ company because we started in November 1995. We are a part of the new South Africa.” I asked him to elaborate on the remarkable success stories of Capitec and Curro: “Capitec is an exceptional success story which has been internationally researched, and the inspiration behind Capitec, the honour, must go to Michiel le Roux. He’s a genius.” Michiel is the Chairman of Capitec Bank Holdings Limited. He is the founder of the Group and was Chief Executive Officer of the bank until 2004. He is a Director of Zeder Investments and was a Managing Director of Distillers Corporation from 1979 to 1993, and from 1995 to 1998. Michiel also was a Managing Director of Boland PKS, NBS Boland and BoE Bank.
“If you have a dream and the know-how and the will to do something, nobody will keep you down”
F E AT U R E / I N T E R V I E W / J A N N I E M O U T O N
“South Africa is a great country and we need to work together”
What are Jannie’s 6 tips for aspiring business people – what are his secrets to success? 1. Focus on opportunities instead of lying awake worrying about threats 2. Surround yourself with the best people and give them a share in the company so you work together 3. Honest, transparent, understandable financial
According to the 2015 Chief Financial Officer’s report, currently Capitec maintains over 668 retail branches nationwide, has 3418 own- or partnership- ATMs and has over 6.2 million customers. According to the annual results for the 2015 financial year, the asset base of Capitec Bank was in excess of R53.9 billion, with R11.6 billion in equity. Retail savings deposits increased by 32 percent for the year to R19.3-billion and retail fixed savings increased by 19 percent to R10.7-billion for the year. Earnings and headline earnings for the 2015 financial year amounted to R2.547 billion compared to R2.017 billion in 2014, and net transaction fee income amounted to R2.6 billion. In July 2009, PSG bought an initial 50% stake in unlisted Curro, the private school venture for R50-million. A year later, PSG bought another 26% for R52-million giving Curro Holdings a value of R200-million. Now worth R12-billion it has generated enormous value very quickly. With these kind of figures I began to wonder if the man sitting opposite me on the couch, smoking an occasional cigarette, relaxed in jeans, maybe had a lycra suit underneath with an ‘S’ emblazoned on his chest. Jannie’s three children are integral to his business – and his happiness. Piet is CEO of PSG, Jan is in Fund Management and his son-in-law Alex is currently with Energy Partners – which, Jannie says, is going to be “a hell of a successful company”. Like her father, Charite is also involved in the education sector and has ‘adopted a school’
through Partners for Possibility, an NPO/ PBO offering a co-action, co-learning partnership between school principals and business leaders, enabling social cohesion through partnerships, and empowering principals to become change leaders in their schools and communities. It is an interesting reflection of Jannie’s emotional intelligence that a number of old SMK colleagues have been with PSG for many years now. These are tough times economically here, and around the world – I asked Jannie for his advice to those who are starting out or struggling. “If you have a dream and the know-how and the will to do something, nobody will keep you down. You just have to think of the opportunity. You must analyse it because it’s not so easy to start a company. You can open your doors but you may not have a client. Sometimes you have to work for someone else first, join an existing company – I did my articles at PwC, then called Coopers Brothers. And I always advise young people, that the approach should not be ‘what are you going to pay me and what are the working hours?’. Just ask them to give you a chance. If your attitude is like that the employer will immediately be positive. Then take the opportunity and work hard. As I said, I worked for somebody first before I started something on my own. You have to keep your dreams going but also focus on what you can accomplish now.”
reporting every month 4. Ensure good relationships with loyal shareholders and the banking industry 5. Never use the word “I” – use the word ‘we” 6. Give something back
Where is his favourite place? Home How does he relax? Sudoku
If he could invite 5 people over to dinner – anyone from the past or present – who would they be? • My late father – Jan • My late mother – Juliana • My late sister – Santie • My late wife – Dana • My wife Deidré – she would do the catering.
And last but by no means least – what is his favourite dessert? Ice cream – chocolate and vanilla win hands down – so much so that Jannie bought his wife an ice cream maker for her birthday.
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BETWEEN
SOUTH AFRICAN BORDERS Leeu Transport CC ensures safe transportation of structural steel to most of Southern Africa.
Leeu Transport CC is an entirely blackowned emerging road transportation company that firmly believes in continuous innovative solutions in all aspects of road transportation in achieving service excellence. Leeu Transport delivers the highest level of quality service, as it is key to their customers’ optimal satisfaction – this forms the foundation of the company’s philosophy. The company consistently strives to understand industry dynamics and specific circumstances of each company serviced in order to provide long-lasting, meaningful and appropriate road freight solutions.
VISION To become one of the leading road transportation companies in southern Africa MISSION To offer innovative, efficient, flexible and highly professional and competitive road transportation solutions through: • Ensuring clients’ needs are a company priority • Timeous deliveries and excellent cargo management • High level of staff competence and commitment • Strict compliance with professional standards
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A DV E R T O R I A L / L E E U T R A N S P O R T
“Leeu Transport delivers the highest level of quality service, as it is key to their customers’ optimal satisfaction – this forms the foundation of the company’s philosophy.”
Leeu Transport CC delivers flexible and customised services ranging from short to long distance haulage to and from any destination within the South African borders; logistics and distribution solutions consisting of end-to-end supply chain management solutions from supplier to end-user and day to day loading and distribution of cargo, as per client’s direction.
Leeu Transport is proud to be in business with:
Projects can be handled either on an ad hoc basis or on contract – the company is geared towards providing an individual answer to all distribution requirements. Should the client choose to enter into a business contract, Leeu Transport CC will conduct a feasibility study and offer an appropriate solution, or manage only certain components of the plan, as directed by the client.
• Lubombo Engineering
• S.M.E.I Projects Pty (Ltd) • Macsteel Tube & Pipe • Concor Engineering • Cosira Group • Trident Steel
• Befeng Engineering • Rubber 2 Metal • Pronto Engineering • Concor Roads and Civils (Murray & Roberts Construction) • Mineco Engineering • Maristeel Engineering • Trentbrigde Engineering and Fabrication • A.Leita • Genrec • Steff • Saxon Engineering • Stefanutti Stocks
Contact Details: Tel: (+27) 11 901 6088 Fax: (+27) 86 667 0295 Email: info@leeutransport.co.za & jan@leeutransport.co.za Address: Plot 16 Northern Road, Cnr Lorna Street, Mapleton AH, Boksburg
CEO: Andries Ndlebe Director: Nomvula Mngomezulu Director: Sibongile Ndlebe Office Manager: Jan Ndhlebe
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R S A : R 1 9 5 . 0 0 ( i n c l . VAT )
INSIDE: An interview with JANNIE MOUTON - redefining global benchmarks