SanFin - Sanlam

English
May/June 2013
PERSONAL
FINANCE WIN
R2 0
with n0e0
estatesw
Pull-out poster:
on p.3
SPF Management
Structure
Learn to
Define fairness
in TCF
Convert a
lead to new
business
Organise
your back
office
SanFin
What it is,
why you need it,
when you’ll get
it and how it will
change your life
FIRST-QUARTER AMAWINA & ACTIVATOR WINNERS
A TOP UNDERWRITER // A VETERAN’S TALE
CONTENTS
THE BUSINESS
THE PEOPLE
3 Nimbus
We look at how this exciting new product is faring.
3 Sanlam Liquid
New commission structures have been introduced.
12 Jaco Louw
The underwriter who came out tops shares the secrets of
his success.
18 Sanlam Advisers Forum
Meet the new SAF executive committee.
4 SanFin
We answer your most burning questions.
19 INSETA
We chat to two graduates about an extremely tough course.
7 TCF
Follow these steps to ensure fairness in dealings with clients.
20 50 golden years
Willem de Wet shares highlights of his 50-year career.
8 BlueStar
Get great tips to ensure your back-office success.
10 Sanlam Affiliated Intermediaries
See how you can enjoy the best of both worlds.
24 Activator Awards
The first-quarter winners talk about their success.
26 Results
Meet the latest Adelaars, Gold Eagles and Komkamp
Convention leaders.
14 Blueprint for Success
The Policy Administration & Claims team shares its
innovative ideas.
28 Amawina Awards
Meet the humble first-quarter winners.
22 Leads generation
29 The month in pictures
Following up on leads can
boost your business.
See who has been out and about this month.
What makes this man worth his weight in gold?
And what can you learn from him about going
the distance? SEE PAGE 20
InsideSanlam Personal Finance is the
monthly magazine for SPF. Do you have
news or any comments? We welcome your input
– send your emails to insidesanlam@sanlam.co.za
English
May/June 2013
IMAGE LEON BOTHA
PERSONAL
FINANCE WIN
For Sanlam
Head: Group Communication Ainsley Moos
Senior manager: Communication, Sanlam Segment Solutions Esann de Kock
Communications manager: Sanlam Investments Thaniah Toefy
Content manager Trudie Myburgh
Address Sanlam Head Office, 2 Strand Road, Bellville, South Africa
For New Media Publishing
Editorial contributors Janine Oelofse, Ami Kapilevich, Ruwaydah
Lillah, Elmi Gous, Claudine Jacobs, Pierre Jordaan, Marie
Opperman, Sue Segar, Loraine West, Linda Uys
Art direction and design Christopher Evans, Nita Nagar,
Vanessa Berger
Account director Melissa Cumming
Content director Adelle Horler
R2 000
with new
estates
Pull-out poster:
on p.3
SPF Management
Structure
Business development director Andrew Nunneley
Printer CTP Web
Published for Sanlam by New Media Publishing
Address New Media House, 19 Bree Street, Cape Town
Telephone 021 417 1111
Learn to
Cover illustration
Getty Images
Define fairness
in TCF
Convert a
lead to new
business
Organise
your back
office
SanFin
What it is,
why you need it,
when you’ll get
it and how it will
change your life
FIRST-QUARTER AMAWINA & ACTIVATOR WINNERS
A TOP UNDERWRITER // A VETERAN’S TALE
A
t Sanlam Trust, we aim to grow our estate
administration this year. Our strategy is to
obtain more external estates with a gross
value of more than R500 000. If you have any bright
and possibly viable ideas you can win R2 000, and
your referral will earn you commission.
An external estate is…
• where an external person/institution/attorney
has been named as executor in the will of
the deceased,
• or where no will naming a person/institution as
executor (intestate estate) was drafted.
Where to start
• Do you have clients who recently passed away
and whose family are looking for a trusted
company to administer the estates?
• Do you know someone who recently passed away
without a will?
• Do you know anyone appointed as executor in
a recently deceased’s will who needs assistance
with administering the estate?
How to enter
• Submit your idea by the end of June by going
to the following web link: http://activator.
sanlam.co.za/Web/Idea/IdeaSubmitNew.
aspx?ideaType=theme
• Sanlam Financial Advisers: log on to SanPort. On
the home page, click on the ‘secure access’ button
and a page will open with the activator icon.
• Other businesses: email innovation.innovator@
sanlam.co.za.
• Contact Albie Janse van Rensburg of Sanlam Trust
at 021 947 6364 or Suzette Malherbe at 021 947 6392.
2 Sanlam Personal Finance // May/June 2013
Sanlam Liquid has introduced two new commission
structures for intermediaries to add to their toolkit.
S
anlam Liquid continues to be a
fantastic vehicle for clients to use
for their short-term savings. Both
the debit card and straight savings accounts
offer clients money-market fund returns
with immediate access to their funds. ‘The
debit card is a great product for everyday
banking,’ says Janine Hinrichsen, Manager:
Sales Support, Sanlam Liquid. ‘Alternatively,
the savings account is perfect for keeping
that emergency fund to cover expenses in
unforeseen circumstances, because the
SFA expanding its footprint
Do you know of an adviser who would like to join Sanlam as a financial
adviser or as an associate within a BlueStar business? Your referral would
certainly assist SFA and could earn you cash. Contact your regional general
manager or recruitment officer with your suggestions. Sanlammers who
successfully recruit an adviser will receive a recruitment bonus of R4 000.
JANUARY
•Margery Fourie of IT Development
– a feedback file for pathologists (200 enkosi).
•Ida van Tonder of Distribution: Operations – signatures of life insured on medical forms
(200 enkosi).
FEBRUARY
•Janiculene Faro of the SPF Client Contact Centre
(CCC) – change of ownership form (600 enkosi).
APPLICABLE
ACCOUNTS
ONCE-OFF
COMMISSION
MONTHLY
COMMISSION
(INCL VAT)
COMMISSION DRAWN
FROM CLIENT’S
AVAILABLE BALANCE
COMMISSION DRAWN
FROM ANNUAL
SERVICE FEE
A1
Debit Card Account
R200
Up to 0,57% p.a
Yes
No
A2
Savings Account
R200
Up to 0,57% p.a
Yes
No
A4
Savings Account
Not applicable
0,228% p.a
No
Yes
A3
Savings Account
Not applicable
0,456% p.a
No
Yes
CLASS
Creative
thoughts
These Sanlammers were rewarded for their
bright ideas in the Innovator Programme,
which is part of SPF’s Activator Awards.
money will earn great returns but clients still
have immediate access to it.’
Sanlam Liquid has recently improved upon its
product set by offering intermediaries two new
savings-account classes to take to market.
‘Brokers and advisers have been supportive
of our offer because they see the value it adds
to both their portfolio of products and to their
clients’ lives,’ says Janine. ‘But six years down the
line we’ve learnt a few lessons and these new
commission structures have been developed
in response to requests from the field to create
products that are better packaged
for intermediaries to take to
market,’ she adds.
In the new structures the
intermediary’s commission, or
management fee, is included in the
service fee on the savings account. ‘This
means the management fee is negotiated
upfront, allowing the intermediary to
conclude a neat and professional deal with
ease,’ says Janine. There are two new
classes on the Sanlam Liquid Savings
Account: the first allows the intermediary to
draw a 0,2% p.a. management fee (excluding
VAT) and the second offers a 0,4% p.a.
management fee (excluding VAT).
‘This, together with the important role the
product plays in the financial plan of any client,
makes the Sanlam Liquid range a very powerful
tool in any intermediary’s toolkit,’ she adds.
The debit-card account commission structure
remains the same.
Sanlam Liquid was established in 2007
and has grown significantly since inception.
This new range of commission structures is
sure to add to its success.
Sanlam Liquid commission structures
EXISTING
Calling all fiduciary experts,
financial advisers and
Sanlammers! We’d like to hear
your ideas on how and where to
find more external estates.
SPF CCC wants intermediaries
to know that important and
interesting business-process updates
pertaining to the Client Contact Centre
appears in the fortnightly Inside Sanlam
Distribution electronic newsletter. If
you’re part of SPF Distribution, your email
copy of the Inside Sanlam Distribution
digital newsletter – jampacked with
product, process and industry news as
well as the latest fund performance tables
– is a vital tool for ensuring your success.
Don’t miss your copy!
NEW
THE
NEWS
Win
R2 000!
New commission
structures from
Sanlam Liquid
SPF CCC wants you
to know ...
Janine Hinrichsen
A NEAT
SAVINGS
SOLUTION:
•Money-market
fund returns
with immediate
access to funds
•A simple
application
process
•A choice of two
managementfee structures
included into
the service fee
and negotiated
upfront
with client.
Nimbus off to a fast start
APRIL
•Yolandi Cruywagen of the SPF CCC – Section 14 transfer letter to SARS (600 enkosi).
•Karen van der Burgh of the SPF CCC – Sanlam@Home (800 enkosi).
•Sonette Akpan of the SPF CCC
– water-saving taps for rest rooms at Sanlam
Mall (300 enkosi).
HAVE A GREAT IDEA?
GET REWARDED!
Email your idea to us at
innovation.innovator@sanlam.co.za
IMAGES ISTOCKPHOTO, SHUTTERSTOCK AND SUPPLIED
à
IN
Nimbus is following in the footsteps of its highly successful big brother, Cumulus,
Sanlam’s star single-premium product that has taken the market by storm.
N
imbus got off to an even faster
start than Cumulus and achieved
record sales within the first
few weeks.
This cheaper but equally exciting product
surpassed the R100 million sales mark within
six weeks of its launch in February this year!
By mid-May its sales figures already stood at
R200 million.
According to Bennie Wessels, Product
Actuary: Product Development at SPF,
Nimbus has exceeded all expectations.
‘We had high sales expectations because it is
an extremely cost-effective investment product
that meets a huge need in the market, but
Nimbus has pleasantly surprised us,’ he says.
Nimbus is a cloned product of Cumulus,
but without the guarantees offered by
Cumulus. However, the main advantage of
Nimbus is that it is an even cheaper product,
with the lowest fees in the market for fiveyear endowment investment plans.
Apart from its cost-effectiveness, Nimbus
has the following benefits:
Sanlam adds an additional allocation of
at least 5% to the once-off payment amount,
ensuring the investment grows even faster.
A select range of quality investment
funds is offered, making it easier to choose
the most appropriate investment funds.
A suitable investment solution is
offered for the cost-conscious investor who
does not attach much value to investment
funds with guarantees.
No initial fee is deducted from the
investment amount.
May/June 2013 // Sanlam Personal Finance 3
THE BUSINESS
SANFIN
SanFin – what, why,
when, how and me?
SanFin, our new web-based application, will
replace the core of S.net and offers exciting
new benefits to intermediaries. It will be
gradually rolled out in the second half of this
year. We stimulate your curiosity and answer
some of your burning questions about SanFin.
?
WHAT IS SanFin?
SanFin will assist you
in offering professional
advice more effectively.
It’s a consolidated client
management and financial
planning application.
WHY THE MOVE TO SanFin?
•SanFin supports Sanlam’s move
away from only traditional life
insurance to a wider selection
of financial services to clients.
•SanFin will streamline and
consolidate fragmented tools
and bring all the investment
tools into one space.
•SanFin will bring you a new risk
tolerance questionnaire that is
easier for clients to understand
and complete.
•SanFin’s online database
enables sharing of data in a
better way than is currently possible, which will improve
4 Sanlam Personal Finance // May/June 2013
efficiency in intermediary
practices and enable Sanlam to
provide more effective support.
•SanFin will enable Sanlam
to meet the requirements of
new legislation like Treating
Customers Fairly (TCF)
and Protection of Personal
Information, as well as the
existing FAIS legislation.
•SanFin will replace outdated
technology that will not be
supported into the future.
All your active
clients will be
migrated to SanFin.
WHEN AND HOW WILL
SanFin BE IMPLEMENTED?
SanFin training will be rolled out
in phases, starting in the second
half of this year. ‘We will only start
the roll-out when the functionality
and performance meet the strict
business criteria set by our
stakeholders,’ says Danelle van
Heerde, Head: Advice Processes
and Tools.
HOW WILL I ACCESS
SanFin?
SanPort will provide access
to a number of tools in future,
including SanFin. You will access
SanFin via the SanPort home
page or the secure access
section at the top.
HOW WILL TRAINING
IN SanFin HAPPEN?
•Distribution managers will be
in charge of who goes on training
and when. The Distribution Academy is
negotiating with managers.
•One month before you go on training, a
technology consultant (TC) will visit you and
explain the process of converting to SanFin.
•One week before your training, the TC will
ensure your data is ready to be migrated.
You will get a full explanation of exactly
what is going to happen to your data.
•The Sanlam Distribution Academy will train
you on a training database, and on the final
day of your training you will be able to work
on your own data in SanFin that will have
been fully migrated by then.
WHAT ABOUT MY EXISTING
DATABASE OF CLIENTS?
WHAT IF I CAN’T GET
WEB ACCESS WHEN I VISIT
CERTAIN CLIENTS?
No problem! There will be an offline
component that allows you to take clients
offline and upload their updated information
once you go back online. Limited
functionality is available offline to support
your interaction with clients, including
updating of client information and all the
financial planning tools. This, in conjunction
with SanQuote, which is still offline, will
allow you to conclude business while you’re
at the client.
All your active clients will
be migrated to SanFin.
While migrating your data, Sanlam will be doing a bit of housekeeping
for you – we will clean out the
deleted clients so that you start
fresh with a clean, manageable
database. It will, however, help
the process if you can start doing
housekeeping on
your S.net data
now. Speak to
your technology
consultant
for further
information.
May/June 2013 // Sanlam Personal Finance 5
THE BUSINESS
SANFIN
WHAT’S
IN IT FOR
YOU?
TC F
It’s only fair
Online data will
save you time
At the moment, when
you upload data to the
Sanlam server, it takes
hours to be synchronised
and available for your
colleagues to access.
FairnesstotheclientisnotaclearlydefinedtermintheTreating Customers Fairlyoutcomes
andremainsasubjectivematter.However,Sanlamhascomeupwithaframeworkfordeterminingwhat
weconsidertobeafairstrategyforourclientsbyhighlightingthefactorstoconsiderwhenconductingbusiness.
Follow the guidelines in this
decision tree to ensure fairness
in all your dealings with clients.
The client, in this case, is assumed
to be typical within the market
segment that is being targeted
and reflects the average
buyer of the specific product
under consideration.
Almost
instantaneous
database
consolidation for
a new BlueStar
business
Easy access to your data
You can gain access from anywhere, and also
through devices like iPads and smartphones.
Previously it took at
least a week to
consolidate databases.
NO
Focused
capabilities
A central place for
all your tools will
streamline your work
When you use
SanFin, you’ll
do so based on
your role in your
specific office.
Previously data was
hosted in a variety of
fragmented tools. In the
future it will be in one
space – SanFin.
NO
6 Sanlam Personal Finance // May/June 2013
CONSIDER:
• Wasthecommunicationclear,fairandbalanced?
• Wassufficientmaterialavailabletoenabletheclienttoget
afairpictureoftheproduct/service,includingtherisks?
• Didweanswertheclient’squestionsappropriately?
• Didweproperlydisclosetheproductfeatures,costs/price,
performanceandlevelsofpost-saleclientservice?
• Didwedisclosethelimitationsoftheproducttotheclient
priortopurchase?
YES
Were the product and services
appropriate for his/her needs?
CONSIDER:
• Didtheproductmeettheclient’sneeds?
• Wastheadviser’sadviceappropriatefortheclient?
YES
Did the client get what he/she was
promised (what we committed to
provide at the outset)?
ILLUSTRATIONS GETTY IMAGES
There will be a vast improvement in what you
can do in your practice and the support Sanlam
can offer in terms of customised searches to
meet your specific information needs.
In future editions of Inside Sanlam Personal Finance
we will unpack SanFin in more detail – where it comes
from, what it’s all about, exactly how it works and, most
importantly, how it will improve your life!
Did we explain to the client
what he/she bought?
3
Fewer manual processes
Efficient data mining
1
2
NO
SanFin tools will replace some
manual processes, like reminding
you when a client’s financial plan
needs to be reviewed.
THE BUSINESS
GENERALLY
UNFAIR
CONSIDER:
WHAT PROMISES WERE MADE? FOR EXAMPLE:
• Natureofservice
• Risksofproduct
• Claimsorperformancerecord
DID WE DELIVER ON OUR PROMISES? FOR EXAMPLE:
• Regularreviewofproduct
• Ongoingcontactwithadviser
• Easeofclaiming/approvalofclaims
YES
GENERALLY
FAIR
Pleasenotethelistofissuestoconsiderisnotcomprehensive.
May/June 2013 // Sanlam Personal Finance 7
THE BUSINESS
B L U E S TA R B U S I N E S S
back office
brilliance
what responsibilities to prioritise and what
they need to produce at the end of the
day,’ says Liezel. ‘Turnaround times are also
important and must be prioritised.’
Human beings abhor uncertainty and need
their work roles and responsibilities clearly set
out. A good job description should contain six
vital pieces of information: a brief description
of the role and title; the functions and duties
of the position; the key attributes required
from a person fulfilling that role; the structural
position of the role in the company; key
performance areas; and salary details.
Sasolburg BlueStar has one of
the most well-run back offices
in South Africa. Inside SPF asked
them for their secrets of success.
Liezel. ‘Some people are simply better than
others in specific roles. Some work better at
a call centre than when they’re speaking to
clients in person.’ It’s also interesting to note
that people behave differently in groups than
they do individually (group valency). People’s
group behaviours tend to fulfil specific valencies
when they are at work or tasked with a specific
objective. Define and identify people’s individual
valencies by having them complete a test. The
Team Roles Test and Belbin, for instance, offer
objective ways of identifying a person’s strengths,
and how they fit in with those of teammates and
the requirements of the position.
Proper job descriptions
‘Employees need to know – quite clearly, in
black and white – what is expected of them,
FROM LEFT
Hazel Pretorius, Michelle
Booyens, Madré de
Villiers, Anandi Kruger,
Liezel Henwood, Mariska
Radyn, Michelle Botha,
La-Rochelle van Pletzen
and Mariëtta van den Berg.
IMAGE INGA HENDRICKS
O
ne of the most important aspects of
a successful business is a smoothrunning administrative process, and
behind every professional office that deals directly
with clients is a well-managed back office.
Sasolburg BlueStar has nine administrative
employees and four advisers. According
to Liezel Henwood, Practice Manager, the
success of the business is based on a seamless
symbiosis between the advisers, the front
office and the back office. ‘A smooth-running
back office means the principal and advisers
are freed up to concentrate on what is most
important to them: advising clients,’ says Liezel.
‘They don’t get caught up in unnecessary
administrative work.’
If you want to have an efficient back office,
you need to split your office into two sections,
namely advice (front) and administrative work
(back). ‘We hand-pick each person who works
for the team,’ says Liezel. ‘We want someone
with heart, someone who can show empathy
with the client, someone who knows when
to push and when to pull back.’
Liezel identifies these five tips for
a successful back office:
Incentivise
‘It’s been shown time and time again that if you
give a person something to work for (instead
of just something to work towards), you will
improve his or her performance,’ says Liezel.
Incentives are not just about money. Several
studies have found that peer recognition
works just as well, if not better, than financial
incentives. In order to reward performance, one
must measure it fairly and objectively. But once
these systems are in place, incentives make
for a great motivational tool.
Great company culture
‘We work hard and we play hard,’ says Liezel.
‘We try to make the workplace an enjoyable
place to be. It’s not nice to come to work and
feel like there’s something wrong.’
There are as many definitions of company
culture as there are company cultures. But
one thing every leader wants is for his or her
employees to be happy – because happy
employees are productive employees. Or are
they? No-nonsense New York Times business
writer Cliff Oxford distinguishes between
‘HR happy’ and ‘high-performance happy’
employees. The former ticks all the official
boxes but fails to truly inspire talented
individuals to fulfil their potential; the
latter subsumes individual performance for
organisational brilliance but at the same time
inspires each individual to strive for a greater
good: ‘We find our happiness in being on a
world-class team that is making a difference.’
Identify your
employees’ strengths
‘You have to appoint people whose
temperament and attitude fit the role you
have designed for them in the team,’ says
Practice Manager – key position (Liezel Henwood)
Oversees all administrative processes • Ensures each
department functions optimally and in harmony
• Corresponds with clients • Relieves the principal of
a lot of admin work • Oversees all business banking,
budgets, bookkeeping and taxes • Organises social functions
FRONT OFFICE
Head of Planning (Madré de Villiers)
• Supports the practice manager • Assists advisers
with their administrative functions and monitors lapses
• Does preparation for appointments involving analysis •
Liaises with Sanlam’s call centre for specific advisers
• Contacts clients for information and reviews of their portfolios
• Obtains information from clients
Planning Assistant (Mariëtta van den Berg) • Assists
the Head of Planning with his/her work • Does
preparation for appointments involving analysis • Liaises
with Sanlam’s call centre for specific advisers • Contacts
clients for information and reviews of their portfolios
Client Services (Anandi Kruger) • Manages debit
orders/changes of personal details etc • Keeps S.Net
updated • Liaises with Sanlam’s call centre for specific
advisers • Updates client files on S.net and scans all
documents • All other admin tasks
Receptionist/Client Liaison (Mariska Radyn) • Organises
gifts and flowers – makes clients feel valued • Keeps office
stocked and tidy • Post office and banking • Monthly
supplies for office • Makes up new client files • Updates
client files on S.net
BACK OFFICE
Head of New Business (Hazel Pretorius) • Oversees
processes and ensures monthly production targets are met
• Gives weekly and monthly feedback to advisers regarding
new business • Handles all claims • Makes appointments for
advisers • Identifies potential new business
Appoint people who buy
into your vision
‘Everyone must be pulling in the same direction,’
says Liezel. ‘That’s the way they engage with and
contribute to the company.’ Some of the biggest
business thinkers agree that vision is even more
important than strategy.
Vision is what a company wants to do – and
why it exists in the first place. Strategy is more
grounded in how it intends to fulfil its vision.
Publisher and author Michael Hyatt tells
us that ‘if you have a clear vision, you will
eventually attract the right strategy. If you don’t
have a clear vision, no strategy will save you’.
THE SASOLBURG
BLUESTAR OFFICE
STRUCTURE
Issuing Assistant (La-Rochelle van Pletzen) • Contacts
clients to manage outstanding requirements on new
business • Organises all outstanding medical
requirements • Manages cancellations
Sasolburg BlueStar was formed
three years ago. Cecilia Rossouw,
the principal, wanted to leave a
legacy, and as a result the BlueStar
model offered an ideal solution.
Liezel Henwood and Hazel Pretorius, her
daughters, joined their mother in her business
nine years ago. Cecelia moved the business from
Vereeniging to Sasolburg 10 years ago.
8 Sanlam Personal Finance // May/June 2013
Treating Customers Fairly
‘We’ve started working on it. As a BlueStar business we segment
our clients, and if they are VIP clients we will give them that little
bit extra in terms of service delivery. But we do aim to treat all
our clients fairly. It doesn’t matter what their earning capacity
is or who they are, we will always try to do our best for them or
go the extra mile and make them feel special.’ – Liezel Henwood,
Practice Manager: Sasolburg BlueStar.
Autonub Assistant (Michelle Booyens) • Processes all
new business via Autonub on computer • Captures data •
In charge of keeping iPads updated (forms and software)
• Handling all office supplies orders
STI Assistant (Michelle Botha) • Handles short-term
insurance queries • Updates client files on S.net and scans
documents for short term • Helps with cancellations •
Helps with walk-in clients.
May/June 2013 // Sanlam Personal Finance 9
THE BUSINESS
A F F I L I AT E D I N T E R M E D I A R I E S
BEST OF BOTH
The Sanlam Affiliated
Intermediary distribution
model was launched in
Sanlam Sky Solutions' Broker
Division, and aims to establish
Broker Division as a thought
leader and valued partner to
the independent Intermediary
fraternity in South Africa.
WORLDS
Sanlam Sky Solutions' Broker Division has introduced the SAI
model that will see financial service providers (FSP) working in the
entry-level market enjoying the best of both worlds – the ability to
function within an independent structure, yet with the safety and
support of a big firm backing them.
10 Sanlam Personal Finance // May/June 2013
In fact, over the past 18 months,
30% of independent brokers in
Sanlam Sky Solutions' Broker
Division have had to close
their doors.
An opportunity therefore
presents itself to retain and
attract brokers who have
decided to remain in the
industry but would like to do
so with the assistance of a large
financial services company in
exchange for sacrificing some
of their independence.
'Sanlam Sky Solutions
identified the risk early in 2012.
The entire business worked long
hours to ensure Broker Division
was in a position to capitalise
on the window of opportunity
provided by the changes to
regulatory requirements, which
will ultimately lead to noncompliant FSPs losing their
licences, and in essence their
livelihood,’ says Ronald Samuels,
Head: Broker Division at Sanlam
Sky Solutions.
In keeping with Sanlam Sky
Solutions' Broker Division’s
strategic focus of a multiple
distribution approach, the Sanlam
Affiliated Intermediary (SAI) model
was launched on 1 November 2012.
'In essence we are offering
both the sole proprietors who
have not been able to pass their
KI and RE5 regulatory exams, and
those who have passed but have
made a business decision that it
would suite their business better
to partner with a company such
as Sanlam, an opportunity to join
this new exciting and dynamic
distribution model,' says Ronald.
These SAIs will still run their
businesses independently but will
operate under the Sanlam Sky
Solutions FSP licence.
Going forward, they will be
able to sell Sanlam Sky Solutions
products and, in the near future,
selected Sanlam Life products.
WHAT SAI
OFFERS
•Sanlam business surety, as
the SAI only writes
for Sanlam.
•Addresses the aspirations of
competitor representatives
wanting a more
independent environment. •A home for sole proprietors
and representatives wanting
the security of working under
the compliance umbrella of a
corporate entity. •The SAI earns 100%
broker commission, as per
commission regulations.
If you know of someone that would
be a suitable candidate for the SAI
initiative, please contact Sanlam
Sky Solutions' Broker Division for
more information.
•SAIs are contractors, not
employees, and therefore
retain a measure of
independence.
•Sanlam offers the SAI
competitive funeral, risk
and savings products.
BENEFITS OF BEING AN SAI
IMAGE MORNÉ VAN ZYL
T
he regulatory environment
has brought about a
number of challenges that
have been felt particularly by the
broker fraternity in the entry-level
market. This has been heightened
by the cost pressures brokers
are faced with when it comes
to doing business. To stay in the
game, financial institutions have
to respond to market forces and
offer clients unique solutions to
their unique needs.
These factors have been a
major contributor to a number of
independent brokers exiting the
industry, especially the smaller sole
proprietors within the entry-level
space, due amongst others to
barriers in language, lack of capital
and adequate support.
In addition, the high degree
of regulation is preventing new
entrants into the broker market,
placing further pressure on
traditional broker distribution
models. Brokers with a premium
turnover of less than R20 million are
already at a disadvantage because
their businesses cannot offer career
prospects for a skilled, younger
workforce that are compatible with
the changing regulations.
RONALD SAMUELS, HEAD: BROKER DIVISION AT SANLAM SKY SOLUTIONS
The ability to work in an independent structure.
The protection of a big firm.
Operating under Sanlam Sky Solutions’ FSP licence.
Earning 100% broker commission.
Sanlam Sky Solutions will take over all compliance
requirements for a small monthly fee.
The advantage of representing the well-established
Sanlam brand.
Tools to do the job more efficiently, including
business cards, activity management diaries, etc.
supplied (at cost).
Training to ensure a professional service is provided.
May/June 2013 // Sanlam Personal Finance 11
THE PEOPLE
Q&A
Underwriter
the country. They assist by giving insight into the
Sanlam way of underwriting and the benefits of
our philosophy versus that of our competitors.
This is done by means of presentations on
various medical impairments and the impact
thereof on the various risk products and benefits.
Regular workshops are also held to vest concepts,
which will assist intermediaries to sell non-standard
terms more effectively.
One-on-one visits, when required, are also
undertaken to share Sanlam’s underwriting
philosophy with non-supporting brokers where
necessary. To stay focused on our objectives, we
have biannual strategy meetings as well as monthly
operational meetings.
Each liaison underwriter also needs to provide
monthly reports on his or her interactions, which
include suggestions to improve our service offerings
and suggestions regarding product enhancements.
comes out tops
Jaco Louw, National Chief Underwriter: SPF, is on a winning
streak. He recently won two prestigious accolades – the Group
Chief Executive and the Activator CEO Awards.
I feel humbled. I am happy that the importance
of underwriting and the role underwriters play in
Sanlam are recognised. Although I received these
prestigious awards, so many others play a part in
the success of the underwriting team. I am also
grateful for the support my wife, Antoinette, and
our children, Liané, Bernard and Simóne-Claire, have
given me over the years.
What have been the highlights of your
career to date?
There have been many, like various opportunities
to attend national and international conferences,
winning the Innovator Award for inventing an
application to increase new business volumes in
underwriting, seeing junior underwriters develop
into well-qualified senior underwriters, and then
most recently winning the Group Chief Executive
accolade and the Activator CEO Award.
What’s a typical day like in the life
of an underwriter?
Financial underwriting is one of the most important
responsibilities of an underwriter as the existence
of insurable interest and assigning a monetary
value to it have to be confirmed first. Various
risks need to be evaluated when a proposal
for risk cover is received. One such risk is hazardous
occupational risk. Part-time activities or even
hobbies could pose hazardous risks, for example
flying microlights or participating in motor racing.
Territorial underwriting impacts on risk outside the
borders of South Africa. Various risk factors need
to be taken into consideration, including disease,
political stability and risk factors peculiar to another
country. An underwriter should also take into account
medical impairments and should understand not only
the diagnosis of a medical condition but also the
prognosis and its impact on the claim definitions
of the risk products they are underwriting.
All the above factors impact on the final decision
an underwriter makes. We also need to be up to
date with the latest product definitions, medical
technology and procedures to be competitive in
our assessment of the risk. Underwriters also work
closely with our Medical Department under the
guidance of Dr Pieter Coetzer and his team.
One of your duties is to guide liaison
underwriters on how to improve
intermediaries’ knowledge of and
insight into the Sanlam underwriting
philosophy and how best to apply it to
gain business. What does this entail?
We have six liaison underwriters and two chief
underwriters assigned to geographical areas across
What criteria do you use when
deciding whether to accept or decline
new business?
Every decision taken must be supported by
evidence. It must also adhere to and support
Treating Customers Fairly principles where
applicable. It is important to be consistent in our
underwriting decisions to all clients, and not be
unduly influenced by the pressures to conform.
What, in your opinion, would you list as
your strengths, and how do these play
out in the underwriting environment?
IMAGES JÉAN DU PLESSIS
What does being a winner in these two
prestigious awards mean to you?
•Be a good listener.
•Clearly communicate the reason(s) for your
decision and always be prepared to learn.
•Relationship building is crucial if you want to
be a successful underwriter.
•Technical knowledge is not enough; you must
also earn the trust of intermediaries.
•You must be solution oriented.
What would you still like to achieve in
your career?
It’s not about what I still want to achieve, but more
about what I can do for the underwriting team.
I try to plough back my experience to give some
‘Technical
knowledge is
not enough;
you must
also earn
the trust of
intermediaries.’
of the underwriters the
opportunities I had, as they
move ahead in their careers.
The 2012 Voice of the
Client Survey rated
your team the best
providers of medical
and financial quality
underwriting and
support in South
Africa for the fourth
consecutive year.
What sets your
team apart?
We work well together.
Under the guidance of
Annemarie Fick, Head: New
Business, the underwriters
are following a strategy that
supports Sanlam’s clientcentric values. Various role
players in Risk Management
assist in negotiating reinsurance
treaties that are competitive and
also assist underwriters to find
solutions to difficult risks. Our
medical doctors interact daily
with our underwriters to support
their technical knowledge, which
contributes to the outcome of this
model of excellence. Above all, we
are all committed to ‘win’ the case
for Sanlam every day.
JACO’S CAREER TIMELINE
1979
1981
1983-1986
1987
2011
2013
Starts at Sanlam’s
Investment Department.
Becomes an
underwriter.
Pursues full-time
missionary work.
Returns
to Sanlam.
Wins the Innovator Award for inventing
an application to increase new business.
Jaco wins the Group Chief Executive
accolade and the Activator CEO Award.
12 Sanlam Personal Finance // May/June 2013
May/June 2013 // Sanlam Personal Finance 13
THE BUSINESS
B LU E P R I N T F O R S U C C E S S
IMPLEMENTING
BLUEPRINT
PAC’s team-driven plans of action were
drawn up in February, along with time frames
and due dates for implementation. The
implementation was divided into phases,
or triggers.
BLUEPRINT
TRIGGER ONE
Discussions were held on how to implement a
Blueprint plan of action. Managers explained
to staff the Blueprint’s content, where it
originated and why it was important.
The top three enablers and disablers
were prioritised, and ‘jockeys’ were
appointed to help with the roll-out of
Blueprint. Due dates were also set for the
completion of implementation actions.
TURNAROUND
Sanlam’s Policy Administration & Claims (PAC) team is steaming ahead in making its
170 staff members aware of the importance of the Blueprint for Success, affirming its
enablers and neutralising its disablers. Inside SPF shows you how they do it.
14 Sanlam Personal Finance // May/June 2013
TRIGGER TWO
HOW PAC TACKLES BLUEPRINT
Staff members are made part of
the journey and hold discussions on
Blueprint to encourage self-exploration.
‘Instead of telling employees the
meaning of any enabler or disabler,
we ask them what they think. Staff
members are the ones who come up
with the ideas on how to neutralise
disablers,’ say Naziema and Celeste.
PAC creates a culture of thinking
and probing through questioning.
‘We believe when we start changing
the way staff members think, we will
be able to start neutralising disablers,’
they say.
SANLAM AND SPF ENABLERS
1. Teamwork
2. Investing in people
3. Dedicated and engaged Sanlammers
Each manager was provided with an A3
laminated one-page document on which all
the enablers and disablers were listed.
These laminated pages were discussed
and displayed visually in their respective
work environments.
TRIGGER THREE
Citing an example of neutralising
a disabler, communication breakdown,
Naziema says staff members are asked
to come up with examples of where
communication breaks down. Solutions
to the issue are then found together.
In one instance, the problem could
be an influx of emails that affects
productivity. A solution would be to
prioritise emails, archive unnecessary
emails and ask for assistance, thus
encouraging teamwork.
This phase kicked off in April. From now on
staff will receive monthly communication
in the form of a flipbook relating to two
enablers and two disablers, also referred to
as ‘flavours of the month’. In the following
monthly communication, staff questions
are featured.
The flipbook will be built into a PAC
Blueprint journal in which each enabler and
disabler will be discussed after posing key
questions to staff, and at the end of the year
PAC will measure its progress.
SANLAM AND SPF DISABLERS
1. Loss of key talent
2. Favouritism and discrimination
3. Bureaucracy and red tape
Naziema Adams (left) and Celeste Goliath,
First-line Managers: PAC
ENABLERS AND DISABLERS IN THE SILSS BUSINESS UNITS
ENABLERS
DISABLERS
PHOTOGRAPHS SUPPLIED
T
he PAC leadership team has
kicked off with a vigorous
awareness drive aimed at
rolling out and implementing the
Blueprint for Success. So important
is the Blueprint to the DNA of the
team that it has been made a fixed
agenda point at each manager’s
team meeting, say Naziema Adams
and Celeste Goliath, both First-line
Managers at PAC.
The Blueprint has also been linked
as a 2013 key performance area to
the department’s roadmap –
a one-page document compiled
by Christo Bester, Head: PAC. The
roadmap features the PAC values
and vision, a summary of PAC’s
strategic focus areas for the year,
its key performance areas and how
they will be measured.
In addition, Sanlam will hold
values workshops for all staff this
year, during which the Blueprint
enablers will be linked to Sanlam’s
values. While enablers and disablers
will be discussed, the workshops will
also cover the question of whether
the personal values of employees
are aligned with Sanlam’s values.
The workshops will look at which
of the enablers are interlinked with
employees’ personal values and
which disablers they personally
identify with, so that they can work
at converting them into enablers.
Businesses within Sanlam Individual Life
Segment Solutions (SILSS) have added their
own focus areas to the central enablers and
disablers of the Group-wide Blueprint for
Success initiative as they see fit.
CLIENT CONTACT CENTRE
PAC
NEW BUSINESS
PRODUCT DEVELOPMENT
SEGMENT SOLUTIONS
Investing in our people
Investing in our people
Investing in our people
Building and strengthening brand
Investing in our people
Client-centric
Taking ownership
Dedicated and engaged
Staying relevant
Client-centric
Taking ownership
Respect
Respect
Innovation
Building and strengthening brand
Favouritism and
discrimination
Loss of key talent
Loss of key talent
Loss of key talent
Inefficiencies
Loss of key talent
Favouritism and
discrimination
Negativity
Politics and empire building
Loss of key talent
Negativity
Negativity
Favouritism and
discrimination
Inefficiencies
Bureaucracy and
red tape
May/June 2013 // Sanlam Personal Finance 15
SPF ORGANOGRAM
Sanlam Personal Finance management structure
Bernard Manyatshe
Chief Information Officer
Ahmed Banderker
Chief Executive
Kobus Vlok
Chief Executive
Robert Goff
Chief Executive
GLACIER
SANLAM SKY
SOLUTIONS
HUMAN RESOURCES
Ian Visagie
Chief Executive
SPF DISTRIBUTION
Anton Gildenhuys
Chief Executive
STRATEGIC BUSINESS DEVELOPMENT
Hennie de Villiers
Chief Executive
SPF IT
SPF FINANCE
SPF ACTUARIAL
SANLAM INDIVIDUAL LIFE AND SEGMENT SOLUTIONS
LIZÉ LAMBRECHTS
Chief Executive: SPF
Anne Livingstone
Chief Executive
Anton Raath
Chief Executive
Jan Steenkamp
Segment Solutions
Kirshan Reddy
Specialised Licenses
Reporting
Johan Potgieter
Actuarial Modelling
Jurgens Huysamen
Corporate Facilities
Peter Lourens
Statutory Reporting
Zee Gwebu
IT Architecture and Planning
Piet van der Walt
Retail Credit and
Transactional Products
André Cilliers
Distribution Academy
Anthony Heynes
Distribution Prospecting Unit
René Hesqua
Distribution
Frederick Stroebel
Learning and Development
Cita Penn
Client Solutions
Nkateko Shivambu
Client Services
Marcel Bradshaw
Glacier International
Werner Lotriet
Distribution
Francois Ozrovech
Client Contact Centre
Francois Johnson
Actuarial Services
Barry Laggar
Actuarial Reporting
Jill Rose
Distribution Finance
Juliana van der Hoven
SPF Forensic Investigations
Greg Groenmeyer
IT Development
Gary Allen
Business Change
Jacques Coetzer
Broker Distribution
Jaco Coetzee
Sanlam Financial Advisers
Niel Joubert
IT, Finance and
Individual Life
Tshokolo Nong
Labour Relations
Gavin Downard
Agency Distribution
Paul Gerber
Systems & IT
Johann de Wet
Business Solutions & IT
Nomzamo
Ngqulana-Kasana
Human Resources
Annemarie Fick
New Business
Werner Barnard
Risk and Capital
Management
Lizelle Nel
Actuarial Analysis
Louis Havenga
Management Reporting
Gerhard Oosthuizen
SPF Risk Management
Thomas Meisinger
SPF IT Executive
André Larisma
Sanlam Reality
Theesan Moodley
Sanlam Direct
Ilse Laubscher
Organisational Development
and Employment Equity
Hayley Kuhn
Marketing and
Communication
Ronald Samuels
Broker Division
Jean Lombard
Business Integration
and Research
Christo Bester
Policy Administration
& Claims
Louis Venter
Law Services and
Compliance
Peter Castleden
Product Management
Annari van Niekerk
Sanlam Individual Life
and Segment Solutions
Ulishia Baijnath
Company Secretary SPF
Florence Ramabulane
SPF IT Executive
Les Nel
Sanlam Health
Jannie van Zyl
Distribution Operations
Christo Bester
Remuneration and Benefits
Jacqui Rickson
Group Benefits
Nthabiseng Mmatli
Safrican
Michelle Möller
Client Services
Francois de Bruyn
Product Development
Pieter Coetzer
Medical Services and
Underwriting
Barry Leo
SPF IT Executive
Bheki Khenisa
Sanlam Trust
Heinrich Punt
Business Development
Nick Byrne
Strategic Business
Development/Recruitment
and Assessment
Johann Grobler
Finance
Sovash Hefele
Human Resources
Ignatius Hagglund
Finance
Abduraghmaan Ismail
Strategic Business
Development and SPF IT
Sandy Wilde
Sanlam iCover
Michelle King
Business Development
THE BUSINESS
I N S E TA
S A N L A M A DV I S E R S F O R U M
ICT SUPERSTARS
SAF puts
advisers first
Almost all the graduates of INSETA’s Business and Systems Analyst Programme have become full-time
employees in the insurance industry, including four who were appointed at Sanlam. Two of them,
Bongeka Monakali and Abongile Ndamane, share their learning experiences.
B
ongeka Monakali and Abongile
Ndamane of Management
Information Systems (MIS) have
a flair for information and communication
technology (ICT) – and the perseverance
required to make it in this world.
They are two of four graduates at Sanlam
who have completed the extremely tough
Business and Systems Analyst Programme,
co-sponsored by the Insurance Sector
Education and Training Authority (INSETA)
and managed by the Cape IT Initiative (CITI).
The other two graduates are Thandeka
Hlatshwayo of Business Design and Namhla
Sigonya of MIS.
‘ICT skills are critical but scarce generally,
and the insurance industry is no exception.
The strategic importance of this programme
is huge, and the fact that these skills are in
such short supply indicates they are not easily
acquired,’ says Sandra Dunn, CEO: INSETA.
Bongeka, who was appointed as a CIM
Data Warehouse Analyst at Sanlam, says the
programme is very tough.
‘There were times during the programme
that it was so difficult I wanted to give up, but
the tenacity of past graduates inspired me to
persevere and now I’m reaping the rewards,’ she
says. The secret to mastering the programme,
advises Bongeka, is teamwork.
The Sanlam Advisers Forum (SAF) recently elected a new national committee with
representatives from every region in the country to promote the interests of advisers.
T
he newly elected SAF national
committee is set to take the forum to
greater heights and make a positive
contribution on all levels to the work done by
Sanlam advisers. So says Wimpie Jonker, who
was re-elected chairman for a fourth term.
‘By their election the members of the SAF
national committee have made themselves
available to handle advisers’ interests on
regional level and serve as a channel through
which matters affecting advisers can be dealt
with on national level. We are committed
to putting our members’ interests first and
delivering on our election promises,’ he says.
‘SAF has access to Sanlam
management at the highest
level and gives valuable input in
various areas.’
SAF is doing well – over the past year
the forum membership has grown by
approximately 15% to about 700 members.
In the new term the national committee will
strive for the following:
• to purposefully develop SAF to be relevant to
the total, diverse advisers corps of all
age groups
• to identify upcoming potential leaders and
expose them to SAF meetings and activities
• to further improve communication with
SAF members
• to promote the active use of the SAF website
• to make more relevant and active use of
the BlueStar Forum within SAF
• to inform advisers more effectively regarding
industry rules and regulations
• to maintain the good relationship and open
communication channels between SAF and
SFA management.
According to Wimpie, the benefits
offered by SAF to its members should not be
underestimated. SAF has access to Sanlam
management at the highest level and gives
valuable input in various areas in the company.
‘We ensure the Sanlam adviser’s voice is heard
and listened to.’
SAF’S MANAGEMENT
COMMITTEE
WIMPIE
JONKER
CHAIRMAN
DANIE GERBER
VICECHAIRMAN
GERRIE
DE LANGE
SECRETARY
18 Sanlam Personal Finance // May/June 2013
GAUTENG
JOHAN GROBLER | Product and Technical
enquiries
Email: johang@sanlam4u.co.za
Tel: 010 040 6773
GAUTENG NORTH
HERMAN BESTER | Contract enquiries
Email: hermanb@sanlam4u.co.za
Tel: 012 683 0723
MPUMALANGA
GERRIE DE LANGE | Secretary,
Contracts Committee
Email: gerrie@sanlam4u.co.za
Tel: 013 282 8414
GAUTENG SOUTHEAST
ANDRÉ DAVEL
Email: andredavel@sanlam4u.co.za
Tel: 011 425 1221
POLOKWANE
WALLY FRASER
Email: wallyf@sanlam4u.co.za
Tel: 015 291 3812
IMAGES SUPPLIED AND JÉAN DU PLESSIS
KZN VACANT
FREE STATE
WIMPIE JONKER | Chairman,
Trustee Retirement Fund and Schemes,
Contracts Committee
Email: wimpie@graduatewealth.co.za
Tel: 051 407 8453
IMAGES JÉAN DU PLESSIS
EASTERN CAPE
ANTON KNOETZE | BlueStar matters
Email: anton@imperiumgroup.co.za
Tel: 041 933 4092
‘If you don’t understand something or
you’re not sure what to do, ask – there’s
always someone who’ll lend a helping hand.’
Also equal to the task and testament to
the programme’s success is Abongile,
who graduated last year and has also been
appointed as a CIM Data Warehouse Analyst
at Sanlam.
Abongile says during the programme
there was no time for slacking. ‘I’ve been
permanently cured of procrastination,’
she laughs.
Juggling a heavy load of course work and
employment at the same time, Abongile says
it was very difficult at first to adapt. ‘It was only
when I started planning and preparing properly
for my studies and work life that I felt less
overwhelmed,’ she says.
Abongile enjoyed the joint sessions when
team members shared their experiences with
each other. ‘The teamwork really impressed
me. Through this we avoided making the same
mistakes as our teammates and, of course,
we applied their solutions to problems.’
Jenny McKinnel, Group Executive Director: CITI,
says the programme is for people with a strong
character who want to effect change. Business
and systems analysts are true change agents – the
core purpose of their job is to affect change to
improve how things are done.
ABOVE Thandeka Hlatshwayo (right), shows Iaan Theron and Lila Ukabhai what she
learnt at INSETA.
BELOW Iaan Theron, Manager: MIS, with new graduates Namhla Sigonya, Bongeka
Monakali, Thandeka Hlatshwayo and Abongile Ndamane, along with Lila
Ukabhai, manager: Business Design.
WHAT
INSETA DOES
REGIONAL REPRESENTATIVES
WESTERN CAPE
DANIE GERBER | Vice-chairman,
Trustee Retirement Fund and Schemes,
Contracts Committee
Email: daniegerber@icon.co.za
Tel: 021 919 9766
WILLIAM CHAMBERLAIN
Email: wchamberlain@sanlam4u.co.za
Tel: 021 982 3463
THE BUSINESS
INSETA’s mandate is to promote
skills development in the
insurance industry, especially
scarce and critical skills. INSETA
is partnering with CITI, Sanlam
and Old Mutual to support a
programme that allows business
to build valuable ICT capacity and
be less reliant on imported skills.
The programme is only a few
years old and a relatively small
number of learners have been
fast-tracked, but it could become
a blueprint to accelerate ICT
skills development and meet the
insurance industry’s need for
higher-level skills.
May/June 2013 // Sanlam Personal Finance 19
THE PEOPLE
50 YEARS
CLEVER TIPS TO
GO THE DISTANCE
•Learn from man’s best friend: instill trust
in your clients by always putting their
interest first.
•Be honest with them.
•Build up a client base. ‘I keep in contact
with my most important clients and my
door is always open to them. I usually
phone them on their birthdays. I’ve still
got some of my first clients and
they regard me as a friend.’
Willem de Wet has been working at Sanlam for
50 years and says he’ll do it again any time. As
long as he’s healthy he won’t be retiring soon.
W
illem de Wet (68)
chuckles when
he recalls how
cheeky he was on his first
day at Sanlam. ‘It was in
January 1963 and I was 17,’
he reminisces in his house in
North Riding, Randburg.
‘The people were really scared
of PG Olivier, then the Sanlam
secretary. That day, he looked at
me and asked what I was doing
there. I want your job, I replied.
He answered: “Not likely.”’
Little did the big boss know
what mark that whippersnapper
would make on Sanlam. Willem
celebrates his 50th anniversary
at the company this year and
his many awards include a
prestigious Adelaar.
‘I’m the second Sanlam
marketer with 50 years’ service,’
says Willem, who works at
Johannesburg Central in the
city centre. ‘I enjoy my job
as I find it satisfying to help
others. I like people and get
on well with anyone.’
In 1962 Willem was attending
the Afrikaans Commercial
High School in Parktown
when Sanlam conducted job
interviews with matriculants
and selected him. He started
working as a clerk the following
year and was employed in
various departments for nearly
10 years.
When Sanlam wanted to
transfer him to Namibia in 1972,
he chose to become an adviser.
‘My starting salary was R80 a
month and my top salary R312,’
he recalls. ‘As adviser I started
with R750.’
20 Sanlam Personal Finance // May/June 2013
Thanks to Willem’s officestaff background he was the
first adviser to be asked to
work in an administrative
building in 1980. ‘I was able to
help people with policy queries
immediately,’ he explains.
‘I knew the old products so
well that staff at head office put
calls through to me so I could
explain them to the client.’
A few times Willem also had
to deal with other advisers’
angry clients bursting into
his office. ‘If they threatened
to punch me, I said: you may,
but I’ll get you back,’ says the
unperturbed Willem.
‘Sanlam has
been good
to us.’
‘But when a miner with huge
muscles and a thick neck asked
me one day where I wanted
another door in my office,
I decided discretion was the
better part of valour. I told him
I had to make a quick call and
phoned security!’
Over the years much has
changed, like the switchover to
computers. ‘The hardest part
was that I didn’t understand
why I had to press certain
buttons here and there; I just
had to do it. Now I use a laptop.
‘I’ve built up a large client
base in the city centre,’ he says.
‘In those days we could work
late at night but now it’s too
dangerous. Because shots are
sometimes fired in the streets
at night, we’ve had to have
bullet-proof windows installed
in our offices.’
Many new regulations have
also been implemented. ‘If you
want to sell a policy, you have
to state why you suggest it
and also provide alternatives.
I regularly receive emails about
new regulations and recently
also wrote an exam on them.’
‘Sanlam has been good to us,’
says Willem. ‘Through Sanlam
we obtained our first mortgage
bond at 5,5% interest. Our house
was bought largely with free
Sanlam shares. I’ve also won
several overseas holidays.’
When he started at Sanlam
it was like a family business,
he recalls. ‘We had sports
clubs and office functions
in Johannesburg, but that
feeling of togetherness
has disappeared.’
Sanlam was like a strict father
from whom office workers had
to get permission to phone or
fax the Cape Town head office.
Willem and his wife, Estelle,
even had to get permission for
their engagement and wedding!
‘That was the rule and they
stuck to it,’ he says. They have
been married for 47 years and
have five children and
10 grandchildren.
Willem has been breeding
pigeons since 1954. He wants to
spend more time on them and
on gardening when he retires.
However, he’s not thinking of
doing so just yet. ‘I feel 50
and I want to see whether
I can be Sanlam’s longestserving employee!’
IMAGES LEON BOTHA AND SUPPLIED
Golden years
WILLEM’S CAREER TIMELINE
1963
1968
1972
Clerk
Senior Clerk Adviser with
own office
1981
2007
2013
First Komkamp, a cruise
from Durban to Cape Town
Adelaar
50 years’
service
CLOCKWISE FROM TOP LEFT: Willem de Wet and his
American bulldog, Spencer. ‘He is only two, still a
youngster,’ says Willem. • Willem’s wife, Estelle, a former
teacher, was on hand to congratulate him on his 25-year
service award. • Willem won a prestigious Adelaar in
2007, a career highlight. • The couple bought their home
largely through free Sanlam shares. • Willem breeds
pigeons and has 300 Birmingham Rollers.
May/June 2013 // Sanlam Personal Finance 21
THE BUSINESS
L E A D G E N E R AT I O N
JOURNEY
OF A LEAD
T
he Distribution Prospecting Unit’s (DPU) leads
volume projection for
2013 is almost 200 000 sales
opportunities to Distribution,
with a distribution income fee
(DIF) of close to R90 million.
This includes the kick-start
leads distributed to SFA at
the beginning of the year.
‘Most leads are generated
by our internal processes,
but over the past two years
there has been a strong focus
to generate more opportunities
from external sources,’ says
Pierre Jordaan, Manager: Leads,
Distribution Prospecting Unit.
One of the most successful
recent leads campaigns with
an internal department from
which leads are sourced was the
Client Solutions dread disease
campaign in 2012.
‘We are currently negotiating
with Sanlam Trust to do a leads
campaign with this division in the
second half of the year,’
says Pierre.
According to regular feedback from users, the current
web-based leads system −
under Secure Access in
SanPort − still addresses
most needs and is quite userfriendly, but new technology
options will be investigated in
consultation with various parties
in Distribution during 2013.
Pierre says opinions on what
constitutes a quality lead will
differ from person to person,
The journey
Lead
•Legacy maturity claims (50% of main source leads)
•Stratus open-ended plans
•Client Contact Centre
•Disability claims
•Sanlam Trust
•Client Solutions
•Other Sanlam departments
22 Sanlam Personal Finance // May/June 2013
but intermediaries should see
leads as an opportunity to
contact existing or new clients.
‘Although we try our best
to generate and distribute
only quality leads, we cannot
guarantee it, and it remains
the responsibility of the
intermediaries to use their
professional skills and abilities
to make the most of these
opportunities,’ he says.
Currently the sales leads
contribute about 15% of SFA’s
total DIF, and 7% of that of
Broker Distribution.
There are a number of advisers
who manage and utilise their
leads opportunities to the fullest.
Some of them share how they’ve
made the system work for them.
IMAGES SUPPLIED
After more than 12 years, the leads support function in Distribution,
which for the past four years has been part of the Distribution
Prospecting Unit (DPU), is still going from strength to strength.
JOHAN REDELINGHUYS
FA EAST RAND IN
GAUTENG SOUTHEAST
LOUIS CLOETE
BLOEMFONTEIN IN
CENTRAL REGION
Johan is currently converting
almost 50% of his leads into
new business.
‘Although the adviser still has a
lot of work to do after receiving
a lead, it’s easy money. You have
to respond immediately when
you receive a lead. Between my
PA and me, we action the leads
on the web immediately. That is
the main reason for my success,’
he says.
Louis’s final conversion rate on
his Contact Centre leads over
the past 12 months is 43%, and
on his maturity leads 38%.
‘Leads are all about the
opportunity to make contact
with the clients again, even if
it doesn’t mean immediate
new business. My wife, Tania,
and I usually access our leads
first thing in the morning, print
them out, phone the clients
to identify specific needs, and
then set up appointments.’
RENÉ JUMAT PROSPERITAS IN THE
WESTERN CAPE
EMMANUEL MOYO JHB CENTRAL IN
CENTRAL GAUTENG
GROWTH MARKET
Although René doesn’t receive
large volumes of leads, her
final conversion rate on her
contact leads is 36%, and on
maturities 27%.
‘My assistant, Abigail Jacobs,
accesses the system regularly,
phones the clients to confirm
the need, and makes the
appointments. From there it
is business as usual for me, and
I see it as an opportunity to
write new business.’
Emmanuel’s final conversion
rate on Contact Centre leads is a
superb 67%, and on maturities an
unbelievable 120%, meaning he
is converting more than one new
case from some of his maturity
claim leads.
‘Leads add a lot of value to my
business because they make it
just so much easier to get a foot
in the door. I check the leads
on the web regularly to ensure
I respond to the client’s requests
promptly. This is the main reason
for my success.’
TOP TIPS
TO MAKE
LEADS WORK
FOR YOU
•Access the leads system
DAILY to see if you have
received any new leads.
•Action ALL leads
immediately, even if it
means only a telephone
call to the client.
•Don’t only look at the face
value of the lead (e.g.
maturity value), also look
at reusing the monthly
contribution.
•If you can’t service a client,
ensure the lead is allocated
to someone else.
•Even a ‘service request’
can be converted into new
business.
GOT A QUESTION
ABOUT LEADS?
Michelle Maregele:
021 947 9712
Nicole Smith: 021 947 9169
Saf Khan: 021 947 3580
Email: leadsgeneration@
sanlam.co.za
Follow up!
•Lead distributed to linked
intermediary
•Orphan lead distributed
via the Gebsomeester tool to business
managers/regional
managers
•Lead reassigned to
manager at client’s
request if needed
•Intermediaries access the leads on SanPort for follow-up
Note: 80% of leads are linked
to intermediaries and as a new
adviser your business manager
or salesmanager must allocate
orphan leads and leads from
new clients to you
Close the deal
May/June 2013 // Sanlam Personal Finance 23
THE PEOPLE
AC T I VATO R Q UA R T E R LY W I N N E R S
ENERGIZER AWARD
KARIN GELDENHUYS,
FIRST-LINE MANAGER:
SPF: CLIENT
CONTACT CENTRE
Karin has been a first-line
manager in the Client Contact
Centre for 13 years, managing
a team of between 10 and
15 employees.
She is a consistently excellent
performer. She fulfils her role
successfully in all respects and
performs well in all relevant
behavioural dimensions, operating
ROAD TO
VICTORY
NERINA BRINK,
CONSULTANT: SILLS:
PRODUCT DEVELOPMENT
Nerina identified that her
department’s risk technical guide
was outdated and did not always
correspond with Sanlam’s policy
contracts. She took it upon
herself to revamp the guide
and make it more user-friendly,
exceeding all expectations.
Collaborating with experts
in other areas, Nerina worked
It’s almost midyear and we’ve set the first steps in motion for another
bumper awards season. We asked you to nominate colleagues you felt had
gone above and beyond in their efforts to live the Sanlam values.
Here they are, your Activator Awards first-quarter winners.
MELANIE VAN
DER MERWE,
FIRST-LINE MANAGER:
SPF: CLIENT
CONTACT CENTRE
Melanie’s hard work and
dedication are evident in the fund
administration environment.
She played an integral role in
starting fundadministration, and
diligently performs all the
duties of a first-line manager, even
beyond the job description.
Melanie is consistent in her
24 Sanlam Personal Finance // May/June 2013
behaviour and management style.
The attributes that make her
stand out from the crowd are her
attitude and approach, which have
resulted in her being likened to an
ambassador of Sanlam.
She absolutely enjoys her work
and does it with passion.
Melanie, a farm girl from
Albertinia, will not leave the
building until the tasks set out for
the day have been completed.
She is a role model for her
colleagues, friends and family.
Melanie
exhibits
behaviours
and practices that are testament
to Sanlam’s core values. She is a
true reflection of a performancedriven employee. With all her
projects and tasks she maintains
high productivity levels without
complaining, even while managing
two teams, which is not an easy
feat in fundadministration.
Acting with integrity comes
naturally to Melanie.
IMAGES ISTOCKPHOTO AND SUPPLIED
NURTURER AWARD
MARLENE BOOYENS,
MANAGER: FINANCE:
DEBIT MANAGEMENT
Marlene is the manager of the
Debit Management team at
Sanlam Distribution.
She sets high standards but
knows how to get the best
from her team.
She is a very wise woman with
much life experience.
She is a people person and is
passionate about developing her
effectively under pressure.
She often deals with irate
clients and Distribution
colleagues, and handles these
interventions with a passion for
creating lasting client experiences.
Karin influences persuasively,
defends company actions where
necessary, and maintains a
balance between people and
tasks. She takes accountability
and displays ownership for
projects that impact across
platforms. She has been involved
in complex staff matters, and her
knowledge and experience of
Human Resources are valued.
Her role involves a complex
system of interrelationships, which
she nurtures and utilises.
She deals with conflict and
difficult situations in a mature and
effective way.
One of her trademarks is that
she sets very clear expectations
for the improvement of team
members and follows through to
achieve the desired results.
across traditional boundaries
by including much-improved
or new sections on topics
like underwriting, business
insurance and taxation. She
took on the job without ever
letting it seem or sound like it
was too much. She did really
well in getting all the different
role players to do their bit.
She is also working on the
savings guide − yet another
huge task for one person to
take ownership of. She is a very
dedicated and thorough worker,
precise in what she does and a
proud Sanlammer in every sense
of the word. Nerina’s teammates
feel her work will grow Sanlam’s
shareholder value and directly
improve the marketability of
Sanlam’s products. Nerina serves
with pride and displays great
passion for her work. She leads
with courage and believes in
getting the job done.
team members to their
full potential. Marlene has
the ability to quickly identify
a person’s strengths and
weaknesses from a workplace
point of view. This enables
her to manage that individual
accordingly. Under Marlene’s
leadership the team collected
debt to the amount of R3,2
million in 2012 – the highest
collection for the team since
2005. They and external
collectors jointly collected total
debt of R9,9 million.
A team can achieve this only
with a focused leader at the helm
– a person who has her finger
on the pulse, knows her people
and develops them to be able to
make the maximum difference
and contribution.
Marlene’s door is always open,
she guides everyone and always
gives recognition for a positive
end result.
May/June 2013 // Sanlam Personal Finance 25
THE PEOPLE
C O M P E T I T I O N R E S U LT S
TWO NEW ADELAARS!
KOMKAMP CONVENTIONS
Dorothy Davies and Chris Groenewald qualified for an Adelaar, André Blignaut took the
lead in the competition for top advisers and quite a few BlueStar businesses registered for the
competition for BlueStar businesses. This is the situation after the May cut-off date ...
CHRIS GROENEWALD
(Limpopo SFA)
(Nova BlueStar)
Competitions for managers
BUSINESS MANAGERS
GROUP 1
1. Karl Parks (Nova BlueStar)
2. Martin Ferreira (E² Solutions)
GROUP 2
1. Wouter Badenhorst (North West)
2. Willem Barnard (Limpopo SFA)
MARKET SPECIALISTS
GROUP 1
1. Chris Grimbeek (South Eastern Cape)
2. Malcolm Berry (FA East Rand)
GROUP 2
1. Bennie Coetzee (North-North West)
2. Koos du Plessis (Southern Cape Region)
DEVELOPMENT MANAGERS
GROUP 1
1. Martin Steyn (Constantiakloof FA)
2. Reyad Ally (Sanlam ICS)
GROUP 2
1. Wessel van der Westhuizen (Constantiakloof FA)
* Nowlan Isaacs (South Vaal)
SALES CONSULTANTS
1. Elisma Willemse (Upington)
2. Madelyn Scheepers (Limpopo SFA)
* Does not comply with the minimum norms for 2013.
* Does not comply with the retention index percentage norm.
26 Sanlam Personal Finance // May/June 2013
POSITION 1
2
3
4
5
6
7
8
9
*
10
11
12
13
14
*
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
IMAGES SUPPLIED
DOROTHY DAVIES
UNIT
BLUESTAR BUSINESS
E² Solutions
Blignaut BlueStar
E² Solutions
E² Solutions
Nova BlueStar
Flexfin BlueStar
E² Solutions
Point Blue BlueStar
South Vaal
E² Solutions
Dimension Wealth BlueStar
E² Solutions
Immo Vero BlueStar
E² Solutions
Abacon BlueStar
FA East Rand Armachel BlueStar
South-eastern Cape
Persisto BlueStar
Professional Fin Services
E² Solutions
JBM Consult BlueStar
FA East Rand
Limpopo SFA
Professional Fin Services
E² Solutions
E² Solutions
Professional Fin Services
BSD BlueStar
Global BlueStar
South Vaal
Constantiakloof FA
Global BlueStar
Global BlueStar
Global BlueStar
Duxfin BlueStar
Global BlueStar
Global BlueStar
Bloemfontein
E² Solutions
FA East Rand
Global BlueStar
Finstop BlueStar
Limpopo SFA
E² Solutions
Global BlueStar
Bloemfontein
Global BlueStar
FinPrufe BlueStar
E² Solutions
Findel BlueStar
Platinum
East London
FA East Rand
Bloemfontein
FA East Rand
ADELAAR
Dorothy Davies (Limpopo SFA)
Chris Groenewald (Nova BlueStar)
Competition for BlueStar businesses
Competition for top advisers
ADVISER
André Blignaut Martin Herbst Jannie Davel Chris Groenewald Monti Coetzer Cecilia Rossouw Werner Bessinger Stef Henning Fred du Plessis Johan Janse van Rensburg Piet van Rooyen Vimlesh Rajbansi Koos Malan Neels Myburgh Dorothy Davies Praveen Gopee Judy van Freden Johan Krebs Bharat Desai Johan Barnard Michael Atti Gilmore Mandingwa Johan Smith Leon Rossouw Jeán le Roux George de Kock Chris van Zyl Liezl Jansen van Rensburg Abie Koekemoer Hennie Jonker Gys Rossouw Kobus Mccabe Raoul van der Walt Johann Steyn Helgard Truter Theunis Steyn Mimi Korb Rian Janse van Rensburg
Richard Henry Louis Fouché Christien Rall Phill Ryan Eagles
April qualifiers
BLUESTAR BUSINESS
Blignaut BlueStar Immo Vero BlueStar Flexfin BlueStar
Evagor BlueStar Point Blue BlueStar BSD BlueStar Dimension Wealth BlueStar
Armachel BlueStar KallisNel BlueStar Duxfin BlueStar
Abacon BlueStar
JBM Consult BlueStar Threeway BlueStar Persisto BlueStar Findel BlueStar
Imperium BlueStar Finstop BlueStar Suggero BlueStar Good Forsure BlueStar
Timios BlueStar FinPrufe BlueStar NCC BlueStar
Werner Vosloo BlueStar
Mereo BlueStar Gladiator BlueStar Soetdoring BlueStar
Agathos BlueStar
Dito BlueStar
Catalyst BlueStar
Profex BlueStar Qfin BlueStar
Servi BlueStar Stellar BlueStar
Carpe Vita BlueStar
Ori-Vaal BlueStar
Plan-B BlueStar
Albatros BlueStar
Adarma BlueStar
Contineo BlueStar
Boland BlueStar
Lighthouse BlueStar
Bluefin BlueStar
Pro-Q BlueStar
Baviaans BlueStar
Wealthvision BlueStar
Bosbok BlueStar
AUTHORISED PRINCIPAL
André Blignaut Stef Henning Chris Groenewald Hein Coetzer Monti Coetzer Bharat Desai Werner Bessinger Johan Janse van Rensburg Marius Nel Jeán le Roux Fred du Plessis Koos Malan Theuns Saayman Piet van Rooyen Mimi Korb Jurie Engelbrecht Gys Rossouw Lood Conradie Barry Saayman
Corrie Pieterse Theunis Steyn Werner Vosloo Deon Mulder Johan Louw Bennie Pieters Andries Maree Adri Klindt Chris Els Johan Bester Liezl Ellis Stefaan Bouwer Anneline Horn Paul de Kock Gert Jacobs Jaco van Schalkwyk Francois du Preez André Solomon Leon Noemdo Philip Barnard Nicky White Mike Bridle Riaan Vermeulen Stephen Moore Jake Mokwene Maritz van Heerden POSITION
1
2
3
*
4
5
6
*
7
8
9
10
11
12
13
14
15
16
17
18
19
*
20
*
21
22
*
23
*
24
*
25
26
27
28
29
*
30
*
31
32
*
*
33
*
34
BRONZE
Simon de Laat (Mpumalanga)
Suzette de Jager (Bloemfontein)
Mandy Huysamen (Hoogland)
IRON
Hugo Jansen van Rensburg (Prosperitas)
SILVER Sifiso Dludla (MMM KZN)
Barries Jansen (Platinum)
Danie du Toit (Southern Cape Region)
Stephen Campbell (FA East Rand)
Michael Sakaria (Central North)
Karen Herbst (FA East Rand)
Annelien Viljoen (Constantiakloof FA)
May qualifiers
GOLD BRONZE
Gert Hibbert (West Coast)
Marianne Crause (Constantiakloof FA)
Jeán le Roux (Global BlueStar)
SILVER IRON
Maritz van Heerden (South-eastern Cape) Ignatius Wait (Nova BlueStar)
Competitions for Broker Distribution
BROKER CONSULTANTS
TOP CONSULTANTS (VOLUME)
1. Pieter Mans (BD West Vaal)
2. Dirko Lourens (BD Mopani)
3. Helena Belling (BD East Rand)
4. Anita Smit (BD Tygerberg)
5. Chris Willemse (BD Corporate Focus)
VOLUME DIF (GROUP 1)
1. Pieter Mans (BD West Vaal)
2. Dirko Lourens (BD Mopani)
3. Helena Belling (BD East Rand)
4. Anita Smit (BD Tygerberg)
5. Chris Willemse (BD Corporate Focus)
VOLUME DIF (GROUP 2)
1. Rozanne Briers (BD North West)
2. Leigh Zweers (BD Invictus Durban)
3. Anusha Mudaliar (BD Dunkeld)
4. Marna Engelbrecht (BD Mopani)
* Lizelle van Zyl (BD Boland)
VOLUME DIF (GROUP 3)
1. Monyah Davids (BD Peninsula)
2. Marco le Grand (BD East Rand)
* Linda Naidoo (BD East Rand)
* Sean Moynihan (BD South Durban)
3. Debbie Muller (BD Southern Cape)
DIF AGAINST TARGET (GROUP 1)
1. Dirko Lourens (BD Mopani)
2. Helena Belling (BD East Rand)
3. Mai-Li Cannone (BD Cape Focus)
4. Anita Smit (BD Tygerberg)
5. Nico Engelmohr (BD East Rand)
DIF AGAINST TARGET (GROUP 2)
1. Rozanne Briers (BD North West)
2. Marna Engelbrecht (BD Mopani)
3. Anusha Mudaliar (BD Dunkeld)
4. Leigh Zweers (BD Invictus Durban)
5. Ralf Hoeflich (BD Cape Focus)
DIF AGAINST TARGET (GROUP 3)
1. Monyah Davids (BD Peninsula)
* Sean Moynihan (BD South Durban)
2. Danielle Conradie (BD Cape Focus)
* Ravin Govender (BD Invictus Durban)
3. Marco le Grand (BD East Rand)
REGIONAL MANAGERS
WEIGHTED POINTS
1. Wimpie de Klerk (BD East Rand)
2. Zandberg Louw (BD North West)
3. Pieter Loots (BD Boland)
4. Riaan Warner (BD Cape Focus)
* Greg Moore (BD Invictus Durban)
DIF = distribution income fee
*Does not comply with the minimum norms for 2013.
The full results are available on MIS Analyzer.
* Does not comply with the retention index percentage norm.
May/June 2013 // Sanlam Personal Finance 27
ST
1
A M AW I N A
Winning streak
Share your pictures with us.
Email insidesanlam@sanlam.co.za
They’ve given of their best for the past four months and now they are reaping the rewards
of peer recognition. Here are the Amawina first-quarter winners and runners-up.
A
special category, Profitable Growth, has
been added to this quarter’s Amawina
Rewards and Recognition Programme,
a quarterly incentive allowing administrative staff in
Sanlam Sky Solutions to nominate their peers and
acknowledge their contribution to the organisation.
The other categories in the programme include
Client Centricity, Leadership and Innovation.
The quarterly winners and runners-up, who each
wins R3 000 and R1 000 respectively, will stand a
chance to be named overall category winner at the
end of the year.
CLIENT CENTRICITY
INNOVATION
WINNER: ABEL MAYEZA,
ADMINISTRATOR:
POLICY SERVICES
WINNER: MICHELLE
EBERSOHN, REGIONAL
TRAINER: COASTAL REGION
‘I am extremely humbled to be a
winner in the Amawina Rewards
and Recognition Programme for
the second time in two years. It
means a lot to me and I am truly
thankful for the recognition.’
‘I was surprised and thrilled to be
awarded this honour. I try to make
training sessions fun and interactive.
Hearing information rephrased or
reinterpreted by a colleague certainly
helps the entire group to understand
and assimilate the information.’
RUNNER-UP: NIGEL MEIER,
MANAGER: FORENSIC
INVESTIGATION SERVICES
‘I’m pleased the Forensics Team
is able to play an active role
in contributing towards client
centricity and I appreciate
the recognition.’
LEADERSHIP
WINNER: SEEMA
SUNDARJEE,
ACTUARIAL CONSULTANT
‘Joining the company was a
turnaround for me and I am
overwhelmed by the great team
I’m working with. And the support
is super! I would like to thank my
team leader for believing in me
and I will continue to strive for
optimum productivity.’
2
5
PROFITABLE GROWTH
WINNER: ROBYN LEVITT,
EVENTS & INCENTIVE
MANAGER: MARKETING
DEPARTMENT
RUNNER-UP: COLLEN
NUKERI, TEAM LEADER:
CLIENT CONTACT CENTRE
RUNNER-UP: CLAIRE REILLY,
REGIONAL FACILITIES
CONSULTANT: EASTERN
CAPE REGION
28 Sanlam Personal Finance // May/June 2013
1
RUNNER-UP: BULELEWA
MHLOLI, ASSESSOR: CLAIMS
‘This really means a lot to me.
Thank you to my team for their
support and for giving me such
wonderful opportunities.
I wouldn’t have been able
to do it without them.’
‘It means a lot to me and I feel
honoured to have been recognised
for my skills. It acts as motivation
for me to further excel in my
leadership role and I hope it
will inspire other people.’
THE
MONTH IN
PICTURES
Look who’s been making
waves hobnobbing this month!
3
‘If you enjoy what you do, I believe
it really shows in your work!’
‘Being nominated is such a
wonderfully rewarding achievement.
I have always loved every aspect of
my job and to be rewarded on top
of that is even more fulfilling.’
IMAGES SUPPLIED
THE PEOPLE
4
1 At the SFA Leadership Conference
in Johannesburg. From left are Marcel
Bradshaw, Werner Lotriet and
André Krause.
2 (from left) Eugene Grobler and
Dries Bekker at the conference.
3 (from left) Johann Möller, Carin
Jones, Marianne Meyering and
Leon Gerber at the conference.
4 (from left) Jonathan Mohale, DM:
Limpopo; Calvin Matjiu, DM: Limpopo;
Charmain Shandu, DM: KZN MMM Unit;
Joe Kgotleng, SC: North-North West;
and Moss Manana, DM: Mpumalanga at
the conference.
5 Rietta Smith (right) from Policy
Administration & Claims, celebrated 25
years’ service at Sanlam. Celeste Goliath,
First-line Manager, congratulates her.
May/June 2013 // Sanlam Personal Finance 29
THE PEOPLE
THE MONTH IN PICTURES
6
7
6 At the Motsepe Foundation Roadshow in QwaQwa are (from left)
SJ Mabuza of Sanlam Sky; Patrice Motsepe, Deputy Chairman of
Sanlam and Thabo Thabane; SFA advisor.
7 Sanlam donated two laptops to Dr Phillip Coetzee for
the Department of Paediatrics at Botshabelo Hospital near
Bloemfontein. From left are Dr Coetzee; Bev van Nijkerk of
Sanlam Cobalt for Professionals; and Carel Thomas, BM: Sanlam
Bloemfontein.
8 Optimum Financial Solutions held its Business Development
Day at the Sakabula Golf Club in Pietermaritzburg. At the back are
(from left) Piet Craven, RGM: SFA KwaZulu-Natal; Chris van Zyl,
Sakabula Golf Club owner; Chris Ahrens, and Candy Schoonraad.
In the middle are Sanele Mabizela, Gloria Rambarran and Kevin
Foster. In front are Lauren Richardson and Jolene Rhode.
9 Sanlam donated computers to the Kretzenhoop Primary School
in George in the Southern Cape. Kobus Cronjé, BM: Sanlam
Southern Cape (far left), handed over the equipment. From left
are Sam Crowley, deputy school principal; learners; Mrs AP
Willems, headmistress; and IT teacher Karina Mulder.
10
11
12
13
8
10 Susan Swart, Facilities Manager: Corporate
Facilities Sanlam Sky Solutions receives her certificate
for 25 years’ service from Ian Erlank, Senior Facilities
Manager: Corporate Facilities at Sanlam Head Office.
Susan’s husband, Coen (left).
11 Rita Strauss, PA: SFA Northern Cape, on the
luxury MSC Sinfonia. As PA of the Year, she won
the trip.
12 Adviser Ignatius Wait (far left) sponsored golf
shirts, jackets and golf bags for the Milnerton High
School golf team. With them is Paul Besener (centre).
13 Candida Baard (left) of Xzbit and Adri Klindt:
Adviser, Dito BlueStar at the FAB Bridal Expo in Cape
Town.
14 Piet Craven, RGM: SFA KwaZulu-Natal, hosted a
veterans’ day at Salt Rock on the North Coast. At the
back, from left, are Vinod Harilall, Rabi Balwanth, Pat
Moodley, Mags Moodley, Piet Craven, Sam Enoch,
Bob Pillay, Chris Ahrens and Praveen Ramlall. In front
are Roy Singh (left) and Shamu Singh.
9
30 Sanlam Personal Finance // May/June 2013
14
May/June 2013 // Sanlam Personal Finance 31
TJ
THE MONTH IN PICTURES
TJDR (CT) 40266/E
THE PEOPLE
17
19
32 Sanlam Personal Finance // May/June 2013
16
18
15 - 19 Lizé Lambrechts, Chief
Executive: SPF, visited her alma mater,
Goudini High School in Rawsonville in
the Western Cape. The school now has
access to a computer lab, media centre
and computer technology, as well as
upgraded facilities, thanks to Sanlam’s
Back-to-School Executive Project. ‘As
I finished my school years at Goudini,
it was a privilege to choose my alma
mater as a school that should benefit
from Sanlam’s investment in education,’
says Lizé.
A computer lab and technology
equipment was donated in 2011. Sanlam
contributed towards the installation of
29 computers in 2012. This year Sanlam
created a media centre.
Lizé says Sanlam is serious about
investing in education. ‘The future of our
country, in both the economic and social
spheres, depends largely on the success
with which we educate and teach
our children. Our government cannot
accomplish this huge task under its own
steam,’ she says.
Smart investing can help you go places.
No matter where you start, there’s always room to grow. Whether you
want to invest R200 or R20 000, Sanlam Investment Management’s
unit trusts can accelerate your saving and become the foundation
of the investment
portfolio
that will
takeyou
your wealth
to the next level.
Smart
investing
can
help
go places.
If you’re thinking big, get started at www.sanlamunittrusts.co.za
No matter where you start, there’s always room to grow. Whether you
or call us on 0860 000 706. We’re as ambitious as you are.
want to invest R200 or R20 000, Sanlam Investment Management’s
IMAGES JÉAN DU PLESSIS AND SUPPLIED
15
unit trusts can accelerate your saving and become the foundation
of the investment portfolio that will take your wealth to the next level.
If you’re thinking big, get started at www.sanlamunittrusts.co.za
or call us on 0860 000 706. We’re as ambitious as you are.
www.sanlamunittrusts.co.za
LICENSED FINANCIAL SERVICES PROVIDER
www.sanlamunittrusts.co.za
Investment Management
Unit Trusts are generally medium to long term investments. The value of units may go down as well as up and past performance is not necessarily a guide to the future. Unit Trusts can engage in borrowing and
Investment Management
scrip lending.LICENSED
A scheduleFINANCIAL
of fees and SERVICES
charges is available
on request. Fund valuations are done daily at 15h00 on a forward pricing basis. Sanlam is a full member of the Association of Savings and Investments SA.
PROVIDER