1. Ntombi Langa-Royds CEO: Turnaround Management Association – Southern Africa 15 May 2006 Developments in the South African turnaround industry Conference: Managing a Turnaround, WBS 15 – 19 May 2006 The premier professional community dedicated to corporate renewal and turnaround management

2. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 2 SA Turnaround Industry Industry driving forces Developments in the SA turnaround industry cover a number of areas OVERVIEW Underperformin g & distressed businesses and government structures Industry constraints Industry Players Services providers Capital providers Government Faculty Industry associations

3. Developments in the SA turnaround industry:  Industry structure  Industry driving forces  Industry constraints  The market for turnarounds  TMA - Southern Africa

4. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 4 Industry Association Turnaround Management Association – Southern Africa Management Organisational Stakeholders Employees Shareholders Capital Market Stakeholders Banks UnionsSuppliers CustomersGovernment Host communities Product/Market Stakeholders INDUSTRY STRUCTURE The turnaround industry consists of turnaround professionals of various disciplines Under- performing & distressed businesses and government structures Stakeholders Industry Players (providers of services and capital) Banks, IDC and other providers of loan capital Financiers Investors - private equity firms, investment bankers, institutional investors Turnaround practitioners Service providers Management consultants Accountants Credit insurance Lawyers Financial advisory services Legislators Government SARS Legislation Faculty/Academic Research Insolvency practitioners Industry players formed TMA - Southern Africa in 2005.

5. Developments in the SA turnaround industry:  Industry structure  Industry driving forces  Industry constraints  The market for turnarounds  TMA - Southern Africa

6. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 6 Presently, the most significant driving force is the newly formed Turnaround Management Association – Southern Africa INDUSTRY DRIVING FORCES Political driving forces – 1: Organised turnaround industry  Task Group for Organising the Turnaround and Business Rescue Industries: –Active May – September 2004 –Spawned ABASA and TMA  ABASA – Association of Business Administrators of South Africa: –Formed in 2004 response to future new business rescue legislation initiatives –Status: Registered, executive elected, awaiting government approval  Turnaround Management Association - Southern Africa Chapter: –Formed on 2005 to promote turnaround management in Southern Africa More about TMA - Southern Africa later in the presentation.

7. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 7 Transformation of the liquidation industry will shape new business rescue legislation INDUSTRY DRIVING FORCES Political driving forces – 2: Transformation of the liquidation industry  Government is of the opinion that the liquidation industry: –Should give way to the national interests of job preservation and business rescue –“And not merely to those of liquidators, secured creditors and their lawyers“ (Enver Daniels – Justice Department”  Accordingly, government is planning to introduce reform: –Will include “statutory regulation and the appointment of panels of turnaround specialists to try to save an ailing company rather than liquidate it”.  Ministerial Committee of Enquiry into the Liquidation Industry (2005): –Prompted by corruption, mismanagement and lack of BEE –Led by advocates Seth Nthai and Lindiwe Nkosi-Thomas –Outcome unknown as yet More about new business rescue legislation under Legal Driving Forces.

8. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 8 Government is involved with turnarounds via the Department of Labour, the NPI and Department of Trade and Industry INDUSTRY DRIVING FORCES Political driving forces – 3: Social Plan and SEDA  The Department of Labour’s Social Plan allows for employers and workers to request assistance to prevent or minimise job losses when large-scale retrenchments are in the offing  Social Plan's Technical Support Facility functions under the auspices of the National Productivity Institute (NPI)  Private sector turnaround professionals (BEE preferred) are sponsored by NPI to conduct turnaround work  More information: www.socialplan.co.zawww.socialplan.co.za  Department of Trade and Industry’s Small Enterprise Development Agency (SEDA) now also looking at turnarounds TMA-SA will strengthen the industries ties with government and work towards alignment with and support of government initiatives.

9. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 9 Turnaround management benefit from rising performance standards and increasing world-wide acceptance INDUSTRY DRIVING FORCES Economic driving forces – 1: Rising performance standards  Increased incidence of shareholder activism and private sector shareholders becoming less tolerant of mediocre performance  This trend extended itself to the public sector, where many turnaround programmes have been launched: –South African Post Office - successful turnaround by Maanda Manyetse –Transnet - turnaround under way by Maria Ramos –SAA – turnaround under way by Khaya Ngqula –Denel – turnaround started by Victor Moshe, now under way by Shaun Liebenberg –SARS – business transformation under way by Pravin Govender A lot of turnaround and business transformation activity is taking place at State Owned Enterprises and in government.

10. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 10 However, the private sector market for turnaround has declined significantly due to improved economic health INDUSTRY DRIVING FORCES Economic driving forces – 2: Economic indicators – low bankruptcy activity Compulsory company liquidations represent a lagging indicator of the potential market for turnaround. Voluntarily company liquidations are disregarded as these are not necessarily as a consequence of financial distress.  Downward trend – robust economy, decreasing interest rates, relatively empty bank books  Very little private sector turnaround activity  August 2003 figures increased as a result of the impact of a strengthening Rand on export companies  Declined thereafter due to decreasing interest rate  No discernable short-term trend

11. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 11 Job preservation is an important objective of new business rescue legislation INDUSTRY DRIVING FORCES Social driving forces: Unemployment  38,8% unemployment rate (expanded definition i.e. including the unemployed not actively looking for work) (Stats released September 2005)  26,7% official unemployment rate (only active job seekers)  As a result, a business rescue culture is developing amongst distressed businesses' lenders: –Rescue rather than liquidate –Banking Council press releases pledging support 4 out of 10 South Africans are unemployed. Hence government intervention in the liquidations industry and new business rescue legislation.

12. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 12 Turnaround funding is being re-examined, and formal turnaround education is strengthening INDUSTRY DRIVING FORCES Technological driving forces – 1: Turnaround funding  New business rescue legislation has prompted the banking and private equity fraternity to look at strengthening distressed debt transactions and turnaround funding  Turnaround private equity funds to be formed? Formal turnaround education  Certified Turnaround Professional (CTP) exam planned (associated with TMA-SA)  ABASA admission exam planned (may be the same as the CTP exam)  Turnaround management course planned at University of Pretoria (Professor David Burdette) to prepare students for CTP exam  Turnaround management taught at Rhodes University as part of Strategic Management course (Professor Neil Harvey)

13. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 13 Industry is more and more networking and educating through conferences, publications and web sites INDUSTRY DRIVING FORCES Technological driving forces – 2: Turnaround conferences and publications  This annual 5-day conference on managing a turnaround  Monthly turnaround management lecture series presented by TMA-SA  Turnaround series in Professional Management Review  Annual TMA convention in USA (900 delegates) on turnaround management Turnaround industry web sites  TMA-SA web site at www.tma-sa.comwww.tma-sa.com  “Turnaround Industry SA” section on the Turnaround Solutions web site since April 2004 at www.turnaround-sa.comwww.turnaround-sa.com  “Turnaround Industry SA” blog at http://turnaround-sa.blogspot.comhttp://turnaround-sa.blogspot.com  These deal with turnaround news, events, opinions, links, references, industry info, industry associations; new business rescue legislation info; liquidation statistics and news

14. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 14 New business rescue legislation is expected to become the most important future driving force of the industry INDUSTRY DRIVING FORCES Legal driving forces: New business rescue legislation  Government places a high premium on job preservation and saving businesses  Hence new draft business rescue legislation to replace judicial management  Will allow for turnaround to take place within a legislative framework for the first time  However, timing is unknown and the approach is fragmented: –Draft Insolvency and Business Recovery Bill – approved by cabinet in March 2003 –Unified Model – the present Department of Trade and Industry/Professor David Burdette initiative for business rescue legislation as part of company law reform –Business Administration Act – the Department of Justice/Patrick Daly/Banking Council initiative for new business rescue legislation under the Insolvency Act –Now expected to be incorporated in the new Companies Act For more information on how new business rescue legislation may impact on the turnaround management in SA, please see Jan van der Walt’s presentation “Contrasting informal turnaround with turnaround during formal insolvency”.

15. Developments in the SA turnaround industry:  Industry structure  Industry driving forces  Industry constraints  The market for turnarounds  TMA - Southern Africa

16. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 16 ConstraintResolvable? Long lead time before a turnaround is triggered:  Boards and management tend to wait until a crisis has developed  When banks intervene with workout action, it is normally too late too  Turnaround viability is low once a business has reached the Failing Zone in terms of the Z-Score  Education via industry associations and conferences will help  New business rescue legislation may bring heavier penalties for directors trading under insolvent conditions Lack of turnaround equity finance:  No specialist turnaround private equity firm in SA  Those that do finance turnarounds tend to focus on underperforming rather than distressed companies  Lead-time for due diligences tends to be too long for a company requiring urgent refinancing  Government- sponsored business rescue fund?  New private sector initiatives to start turnaround private equity? Timing of turnaround intervention, and lack of finance represent the two biggest constraints to growing the turnaround industry INDUSTRY CONSTRAINTS

17. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 17 ConstraintResolvable? Antiquated insolvency legislation:  Judicial management a failure  Insolvency regulation scattered across the Companies Act, the Insolvency Act and the Close Corporations Act To be addressed through new business rescue legislation Stringent labour legislation:  Recent amendments to the Insolvency Act reiterate government's commitment to saving jobs and the protection of employees when a company experiences financial difficulties  For instance, if a distressed business is sold, all employees from part of the deal New business rescue legislation not expected to lead to changes in the LRA In addition, there is a number of statutory constraints INDUSTRY CONSTRAINTS

18. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 18 ConstraintResolvable? Attitude of SARS (SA Revenue Services):  Not allowing past and assessed losses as overseas  Seen as a stumbling block preventing entrepreneurs and financiers stepping forward to participate in business rescue May be satisfactorily addressed since SARS has reportedly committed itself to the new business rescue legislation Statutory constraints (continued) INDUSTRY CONSTRAINTS

19. Developments in the SA turnaround industry:  Industry structure  Industry driving forces  Industry constraints  The market for turnarounds  TMA - Southern Africa

20. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 20 We believe that active industry associations and new business rescue legislation will boost the turnaround market THE MARKET FOR TURNAROUNDS Present:  New business rescue legislation (2007?)  Promotion by TMA-SA  Increase in interest rates Future: Higher private sector level of turnaround activity – 2007 onwards  Transnet  SAA  Denel  Government transformation programmes e.g. SARS  Low interest rates  Low liquidation statistics  Relatively low bank books Public sector Private sector But private sector turnaround activity will not return to the level of the nineties until the economy cools down and interest rates increase.

21. Developments in the SA turnaround industry:  Industry structure  Industry driving forces  Industry constraints  The market for turnarounds  TMA - Southern Africa

22. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 22 TMA-SA is in its first year of operation TMA-SA overview:  Non-profit association for and turnaround and corporate renewal *) professionals of all disciplines *) Corporate renewal, business transformation  International affiliate of TMA International, which has 7 000 members world-wide  License agreement affords its members all benefits of TMA International  Represents the Southern African region - South Africa, Swaziland, Lesotho, Namibia, Angola, Zimbabwe and Mozambique  Governed by a 15-person Board of Directors TURNAROUND MANAGEMENT ASSOCIATION – SOUTHERN AFRICA

23. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 23 The association aims to grow the turnaround industry and make turnarounds more successful Vision TMA-SA will be recognised by the Southern Africa business community as the pre- eminent organisation in which turnaround and corporate renewal professionals from all disciplines choose to associate, market their services, and develop their professional skills Mission TMA’s mission is to serve as a forum for turnaround and corporate renewal professionals from all disciplines to promote high standards of practice, foster professional development and enhance the image of TMA members TURNAROUND MANAGEMENT ASSOCIATION – SOUTHERN AFRICA

24. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 24 Benefits to members are entrenched in our mission Networking Networking structures and events for turnaround professionals of all disciplines to meet, interact and contact each other Knowledge Knowledge capture and distribution of information, ideas and knowledge by serving as a clearinghouse of information and research pertinent to turnaround management and the turnaround industry Education Fostering professional development opportunities for turnaround professionals of all disciplines, improved methodologies in raising standards of turnaround management, and enhancing the necessary competencies for successful practice Promotion Promoting TMA-SA and its members as professionals committed to the highest standards of practice Organisational benefits Benefits relating to insurance, medical aid, travel and accommodation arising from the bulk purchasing power of the organisation (being developed) TURNAROUND MANAGEMENT ASSOCIATION – SOUTHERN AFRICA

25. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 25 Membership is open to all interested in corporate renewal and turnaround TURNAROUND MANAGEMENT ASSOCIATION – SOUTHERN AFRICA 2006 TMA-SA membership fee structure Paid Apr - Jun Paid Jul - Sep Paid Oct – Dec, inclusive of fees for 2007 Regular member R1 530R1 080R2 430 Government \ Academic R 725R 510R1 150 Full-time student R 215R 150R 340

26. Turnaround Management Association – Southern Africa: Developments in the SA turnaround industry 26 Tel.: 011 964 2895 Fax: 011 748 2809 Web site: www.tma-sa.comwww.tma-sa.com Email: tmasouthernafrica@gmail.comtmasouthernafrica@gmail.com Questions? Turnaround Management Association – Southern Africa CEO: Ntombi Langa-Royds