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Offbeat – 25 January 2013



In terms of ‘winning is everything’, everyone who does not win becomes an ‘also ran’ or a ‘loser’. If ‘winning is everything’ then ‘how you played the game’ is an artificial add-on at best. Lance Armstrong’s doping showed the chasm between the two ideas.

The whole thing with Lance Armstrong should begin to fizzle out round about now. He should be out of the news round about June, thank Heavens. Personally, I can’t stand the whole thing. Where there’s smoke, there’s inevitably fire, so why did it take so long for the whole thing to reach this point?
There’s a second question which needs asking? Why was he so important. Bicycle races are fine for cyclists and they were almost great when I was a kid, but there’s not much more to it than that. Did it really have to take top spot on news spots over tragedies like whoever is getting their blood shed in the Middle East? That’s the thing that has been occupying a small part of my mind for the last few days.
I think I have some answers, but they might not be pleasing.
Once upon a time, about thirty to forty years ago, I learned the words, “It doesn’t matter if you win or lose. It’s how you play the game.”
That had to be true because I was a very good bowler, and nobody got to do much more than stand for a few seconds in front of the dented school paraffin drum. As a result, I wasn’t allowed to bowl, so I gave up cricket and tried a couple of other sports which I, so, did not do well at.
I dropped sports after a while, with the exception of swimming for a couple of years, in which I never felt obliged to compete. In fact, I dropped sports so completely that the arrival of television in my life, gave me a nasty shock.
The things that are dinned into you as a kid often stay with you. When television channels showed up in my adult household, I got a cold shock. The old mantra about ‘how you play the game’ vanished. It was replaced by ‘winning is everything’.
The simple idea of a game, and sportsmanship, was rarely mentioned, except for certain articles, usually about athletics, in which one runner helps another runner. Those articles almost always appeared as oddities, in about the same perceptual space as articles about men copulating with farm animals.
The culture with the ‘winning’ mindset is pervasive. Lance Armstrong was a very significant part of that culture. Winning may be admirable at times, but it has its shadow. In terms of ‘winning is everything’, everyone who does not win becomes an ‘also ran’ or a ‘loser’. If ‘winning is everything’ then ‘how you played the game’ is an artificial add-on at best. Lance Armstrong’s doping showed the chasm between the two ideas.
We should not blame him. He did what was wanted of him. We should blame ourselves. The broad consensus has been that just playing the game is not of sufficient value. Sad. While we are here, we should also meditate on whether it is the absorption of recreational play that we really want, or the ephemeral glory of dominance, racked up per event and aggregated over a lifetime?
As long as ‘winning is everything’, we should, actually, take a relaxed view to enhancements such as doping.
If playing the game is important, then we should say so, and give recognition to the people who play well, who work at it and who buck the trend by showing ethics, and by supporting their fellow players (note that I didn’t use the word ‘competitors’ there). That means looking at the qualities and determination of people who are at the back of the field as well.
This is an ethic for everyday life as well.
You can do your best. You can learn and grow. You don’t have to stand at the forefront of everything in a leadership role. And it you are the quiet, hidden person at the back, then you can take pride in being a contributor. A good team is a good team, a thing of immense value, whichever way you look at it.
People who have to fight to the top of the food chain, who have to cheat, bully and resort to underhanded tactics, end up as losers anyway. Sooner or later their fights to preserve positions fail and they fall to newcomers.
We need to recognise in Lance Armstrong one thing of value. He showed us that winning isn’t everything. I hope the idea sticks and that it helps to change the way we see life.

About The Author

Sanlam 2018 Annual Results

7 March 2019


Sanlam’s 2018 annual results provides testimony to its resilience amid challenging operating conditions and negative investment markets

Sanlam today announced its operational results for the 12 months ended 31 December 2018. The Group made significant progress in strategic execution during 2018. This included the acquisition of the remaining 53% stake in SAHAM Finances, the largest transaction concluded in the Group’s 100-year history, and the approval by Sanlam shareholders of a package of Broad-based Black Economic Empowerment (B-BBEE) transactions that will position the Group well for accelerated growth in its South African home market.

Operational results for 2018 included 14% growth in the value of new life insurance business (VNB) on a consistent economic basis and more than R2 billion in positive experience variances, testimony to Sanlam’s resilience in difficult times.

The Group relies on its federal operating model and diversified profile in dealing with the challenging operating environment, negative investment markets and volatile currencies. Management continues to focus on growing existing operations and extracting value from recent corporate transactions to drive enhanced future growth.

The negative investment market returns and higher interest rates in a number of markets where the Group operates had a negative impact on growth in operating earnings and some other key performance indicators. This was aggravated by weak economic growth in South Africa and Namibia and internal currency devaluations in Angola, Nigeria and Zimbabwe.

Substantial growth in Santam’s operating earnings (net result from financial services) and satisfactory growth by Sanlam Emerging Markets (SEM) and Sanlam Corporate offset softer contributions from Sanlam Personal Finance (SPF) and Sanlam Investment Group (SIG).

Key features of the 2018 annual results include:

Net result from financial services increased by 4% compared to the same period in 2017;

Net value of new covered business up 8% to R2 billion (up 14% on a consistent economic basis);

Net fund inflows of R42 billion compared to R37 billion in 2017;

Adjusted Return on Group Equity Value per share of 19.4% exceeded the target of 13.0%; and

Dividend per share of 312 cents, up 8%.

Sanlam Group Chief Executive Officer, Mr Ian Kirk said: “We are satisfied with our performance in a challenging operating environment. We will continue to focus on managing operations prudently and diligently executing on our strategy to deliver sustainable value to all our stakeholders. The integration of SAHAM Finances is progressing well. In addition, Sanlam shareholders approved the package of B-BBEE transactions, including an equity raising, at the extraordinary general meeting held on 12 December 2018. Our plan to implement these transactions this year remains on track.”

Sanlam Personal Finance (SPF) net result from financial services declined by 5%, largely due to the impact of new growth initiatives and dampened market conditions. Excluding the new initiatives, SPF’s contribution was 1% down on 2017 due to the major impact that the weak equity market performance in South Africa had on fund-based fee income.

SPF’s new business sales increased by 4%, an overall satisfactory result under challenging conditions. Sanlam Sky’s new business increased by an exceptional 71%. Strong growth of 13% in the traditional individual life channel was augmented by the Capitec Bank credit life new business recognised in the first half of 2018, and strong demand for the new Capitec Bank funeral product. The Recurring premium and Strategic Business Development business units also achieved strong growth of 20%, supported by the acquisition of BrightRock in 2017. Glacier new business grew marginally by 1%. Primary sales onto the Linked Investment Service Provider (LISP) platform improved by 5%, an acceptable result given the pressure on investor confidence in the mass affluent market. This was however, offset by lower sales of wrap funds and traditional life products.

The strong growth in new business volumes at Sanlam Sky had a major positive effect on SPF’s VNB growth, which increased by 7% (14% on a comparable basis).

Sanlam Emerging Markets (SEM) grew its net result from financial services by 14%. Excluding the impact of corporate activity, earnings were marginally up on 2017 (up 8% excluding the increased new business strain).

New business volumes at SEM increased by 20%. Namibia performed well, increasing new business volumes by 22% despite weak economic conditions. Both life and investment new business grew strongly. Botswana underperformed with the main detractor from new business growth being the investment line of business, which declined by 24%. This line of business is historically more volatile in nature.

The new business growth in the Rest of Africa portfolio was 68% largely due to corporate activity relating to SAHAM Finances, with the East Africa portfolio underperforming.

The Indian insurance businesses continued to perform well, achieving double-digit growth in both life and general insurance in local currency. The Malaysian businesses are finding some traction after a period of underperformance, increasing their overall new business contribution by 3%. New business production is not yet meeting expectations, but the mix of business improved at both businesses.

SEM’s VNB declined by 3% (up 6% on a consistent economic basis and excluding corporate activity). The relatively low growth on a comparable basis is largely attributable to the new business underperformance in East Africa.

Sanlam Investment Group’s (SIG) overall net result from financial services declined by 6%, attributable to lower performance fees at the third party asset manager in South Africa, administration costs incurred for system upgrades in the wealth management business and lower earnings from equity-backed financing transactions at Sanlam Specialised Finance. The other businesses did well to grow earnings, despite the pressure on funds under management due to lower investment markets.

New business volumes declined by 13% mainly due to market volatility and low investor confidence in South Africa. Institutional new inflows remained weak for the full year, while retail inflows also slowed down significantly after a more positive start to the year. The international businesses, UK, attracted strong new inflows (up 57%).

Sanlam Corporate’s net result from financial services increased by 4%, with the muted growth caused by a continuation of high group risk claims experience. Mortality and disability claims experience weakened further in the second half of the year, which is likely to require more rerating of premiums in 2019. The administration units turned profitable in 2018, a major achievement. The healthcare businesses reported satisfactory double-digit growth in earnings, while the Absa Consultants and Actuaries business made a pleasing contribution of R39 million.

New business volumes in life insurance more than doubled, reflecting an exceptional performance. Single premiums grew by 109%, while recurring premiums increased by a particularly satisfactory 56%.

The good growth in recurring and single premium business, combined with modelling improvements, supported a 64% (71% on a comparable economic basis) increase in the cluster’s VNB contribution.

Following a year of major catastrophe events in 2017, Santam experienced a relatively benign claims environment in 2018. Combined with acceptable growth in net earned premiums, it contributed to a 37% increase in gross result from financial services (41% after tax and non-controlling interest). The conventional insurance book achieved an underwriting margin of 9% in 2018 (6% in 2017).

As at 31 December 2018, discretionary capital amounted to a negative R3.7 billion before allowance for the planned B-BBEE share issuance. A number of capital management actions during 2018 affected the balance of available discretionary capital, including the US$1 billion (R13 billion) SAHAM Finances transaction. Cash proceeds from the B-BBEE share issuance will restore the discretionary capital portfolio to between R1 billion and R1.5 billion depending on the final issue price within the R74 to R86 price range approved by shareholders.

Looking forward, the Group said economic growth in South Africa would likely remain weak in the short to medium term future, and would continue to impact efforts to accelerate organic growth. The outlook for economic growth in other regions where the Group operates is more promising. Recent acquisitions such as the SAHAM transaction should also support operational performance going forward.

“We remain focused on executing our strategy. We are confident that we have the calibre of management and staff to prudently navigate the anticipated challenges going forward,” Mr Kirk concluded.

Details of the results for the 12 months ended 31 December 2018 are available at