www.broll.co.za

HEADSPACEEdition 3MAXIMISING PROPERTY POTENTIAL

PART OF THE CBRE AFFILIATE NETWORK

N1 City Mallscoops Energy Barometer award

ProjECt mAnAgEmEnt breaks ground

WomEn

make their mark

At BrollAt 98, louis rabinowitz shows no sign of slowing down

Broll shopping centresraise more thanr160 000 for CAnSA

In this issue...

message from the ceo 3

N1 city: Power raNger 6

a LittLe somethiNg extra 9

fashioNabLe foot soLdiers 7

iNto the deeP 8

14hair Loss for a cause

16foLLow the market Leader

Louis rabiNowitz: a LiviNg LegeNd 10

Headspace is produced by Imbongi Communications for Broll Property Group.

Imbongi Communications CCPO Box 2198, Clareinch 7740, Tel: 021 671 9143 • Fax: 021 683 0644 Email: info@imbongisa.com • www.imbongisa.com

All rights are reserved. Reproduction of this publication without the permission of Broll is prohibited. For editorial contributions or more information contact Sanett Uys 021 419 7373 or suys@broll.co.za

safeLy at aNchor 12

the beautifuL New bLue route maLL 13

eNergy-saviNg tiPs 7

editor’s Note

Welcome to the first edition of Headspace for 2012. Once again, we’ve assembled a nice spread of stories that showcase the people who make Broll tick and our capabilities in the commercial, retail and industrial property sectors.

The company’s workforce comprises 55% women, so we spoke to some of the female leaders within Broll, many of whom have grown with the business, and discovered some interesting points of view.

On the retail front, we’re proud of the award presented to N1 City Mall for the progress they’ve made in saving energy. This is a great achievement, especially when you consider that the shopping centre is more than 20 years old and was built at a time when energy saving wasn’t a priority. And we give you some practical energy-saving tips to use at home.

On the subject of shopping centres, we’re also proud of our involvement in the management and recent launch of the new and improved Blue Route Mall. While centre management ensured that the mall continued to trade while under renovation, the retail leasing team were responsible for bringing a number of exciting new tenants on board to cater for the increasingly affluent shopper profile.

Project Management, a new discipline within the Facilities Management division, is fast gaining traction in the market, with a number of new projects completed to total customer satisfaction. Also important for internal as well as external clients is the health and safety training that Broll now offers; read more about it on page 9.

One thing that sets Broll apart from its peers in the property sector is its people. Whether they’re assisting with the annual CANSA Shavathon, running in the JP Morgan Corporate Challenge, serving their community as life-savers or as patrons of the arts, they all try to make South Africa better. We meet several of them in this edition.

Enjoy reading about the Broll family…

Sanett Uys GM Research and Marketing

at the toP of their game 4

33

From the CEO

We were deeply saddened by the sudden passing of our colleague and friend Alan Wallace on Tuesday 22 May 2012.

Alan joined the fledgling Broll Real Estate in 1983, and, along with founder Jonathan Broll, put the company on a growth trajectory that has seen it become one of the leading multi-disciplinary property services groups on the African continent.

‘Alan was an incredible business partner. His energy, attention to detail and vision helped build the company into a market leader,’ says Jonathan Broll, his colleague of almost 30

years. ‘He was a hard worker who positively influenced many people during his dynamic working career. His untimely death robs not only his family of a loving husband and father but the South African property sector of someone who made an indelible mark.’

In recent years Alan had taken a less active role in the day-to-day business but his influence and interest remained high.

Alan’s insightful leadership and vibrant approach to life were an inspiration to all. We offer our sincerest condolences to Heather, Danielle, Courtney and Jordyn-Lee.

It was with much sadness that we recorded the passing of Alan Wallace, one of Broll Property Group’s founding shareholders. My condolences to his wife and children. I hope it’s a small consolation to them that his spirit and influence will live on in the organisation that he helped build.

On a happier note, I’m very proud of our team of motivated people across the continent. Often, the output and attitude of staff in remote locations are a true indication of an organisation’s internal fibre, and during my travels over the last few months I’ve experienced this positive culture first hand. I’d like to express my sincere appreciation to all staff across all service lines and locations who contribute to our success and deliver great service to our clients. The feature on pages 4-5 highlights the role of some of the senior women within Broll who set the pace in this regard.

They say that the only constant in life is change, and the key to success is how we embrace it. With the proposed sale of the Fountainhead Manco to Redefine, I can only encourage staff to remain true to our value system and continue delivering superior service. There are many opportunities in the marketplace and I’m convinced that the year ahead will be filled with growth.

Our service offering as a Group has expanded over the past few years, as has our footprint in both South Africa and Africa. And we’re continuing to grow: as a Group, we currently

employ more than 800 people and we anticipate that this will increase to over 1 000 in a short time. While South Africa remains at the centre of our operations, we’ve built a separate team focusing on opportunities in Africa. This will add value to our client base and lead to expansion into new countries – keep watching this space.

Thanks to all of our staff for their dedication and commitment to making a difference in this very competitive industry. I’m proud to be one of you and look forward to a very interesting and rewarding year ahead.

Regards

Malcolm HorneChief Executive Officer

ALAN WALLACE17 June 1954 – 22 may 2012

‘Skilled and innovative team-oriented people with passion to excel have created a winning culture within Broll Property Group.’

Broll bids farewell to a property pace-setter

While women remain under-represented in senior management at many South African companies, Broll has several female managers leading the company. Nine of them share their tips for success.

4

at the toPof their game

‘Resilience. A lot of resilience.’ This is what portfolio executive Vuvu Lugqola maintains is required from women who’re carving a career for themselves in the commercial property sector. And she should know: although she brought with her impeccable credentials (including a Master’s in Real Estate), she says she found ‘the challenge of all time to be gender and race in the property environment’. How did she tackle this? ‘One faces these challenges until one acquires respect and establishes one’s own track record.’

And, indeed, ‘Broll has an impressively high representation of women at management levels,’ notes deputy chairperson Noluthando Gosa. A

committed entrepreneur who sits on company boards as well as the National Planning Committee, Noluthando has had plenty of opportunity to observe respected leaders, both male and female. ‘I find women to have a distinct leadership style, more consultative and team-driven in nature. Women are also more nurturing and thus are able to help with retention of their subordinates.’

Sure enough, asked to describe their leadership style, Broll’s women leaders overwhelmingly voiced the importance of maintaining an open-door policy. But while being approachable is important, they have little patience for anyone who fails to pull their weight.

‘There’s no time for mediocrity and I expect maximum efficiency at all times,’ says CFO Elscke Badenhorst. She also believes in protecting her staff, however, and giving them the benefit of the doubt until proven wrong.

Lizelle Cloete, divisional director: retail projects and consulting, says, ‘Every woman has the potential to be a director or a CEO, just as every man has the potential to be a secretary or bookkeeper.’ And Karen Henning, Group executive: HR/legal, agrees: ‘I’ve never taken the view that women aren’t equal to men,’ she says. ‘Your confidence and abilities will get you to where you want to be, whether that’s in an environment dominated by men or not.’

Women in the spotlight, from left: Noluthando Gosa, Vuvu Lugqola, Lizelle Cloete, Thandeka Bengu-Towo,Yvonne Behari-Ram, Bev Esterhuizen, Elscke Badenhorst, Fran Teagle and Karen Henning.

5

‘Helen Zille, Patricia De Lille and Maria Ramos: these ladies work very hard to be the best in their fields. And I have immense

respect for single moms who balance work and family life.’

- Sanett Uys

‘I had great respect for Margaret Thatcher as prime minister of

Britain at a time when there were few strong women leaders.’

- Fran teagle

‘Dr Nkosazana Dlamini-Zuma is quietly confident, clear

and focused, and gets the job done without fanfare nor

losing her femininity.’- noluthando gosa

‘Advocate Thulisile Madonsela, Helen Zille, Maria Ramos,

Wendy Luhabe, Yvonne Chaka Chaka’

- Bev Esterhuizen

‘Thuli Madonsela, South Africa’s Public Protector. Having already played an integral part in South

Africa’s most recent history, I believe she has an enormous role to fulfill. I see really good

qualities in her.’ – Karen Henning

Women successfuL womeN

admIre

Sanett Uys

‘Prospects are as good for women these days as they are for men,’ says Fran Teagle, divisional director: broking. ‘In fact, I think women are often more driven and harder working, so have a good chance of success.’ Sanett Uys, general manager of research and marketing, agrees, but adds, ‘There are still very few women in the hard-nosed deal-making area of the business, with most tending to be in the softer service-related sector. Women, as a whole, bring different skills and it’s time these were given an opportunity to flourish in the entrepreneurial side.’

Whatever their experience of the industry, however, everyone recognises hard work, integrity and self-belief as key ingredients for success. ‘I think the prospects are as good as in any other industry if you’re prepared to give 100-percent effort at all times,’ says Bev Esterhuizen, director of IT, who also advises reinventing yourself through studies.

Yvonne Behari-Ram, divisional director: internal audit, offers straightforward advice: ‘Eliminate the prejudice early in your career by delivering a superior service and remaining professional and rational while being proud to be a woman and never apologising for it. While there are preconceived notions of this being a man’s world, perseverance and dedication to perfection won’t go unrecognised. Business is business.’

broLL bucks

the treNd

According to the Businesswomen’s

Association of South Africa’s (BWASA) 2011 Women in Leadership Census, just 15.8% of

directorships in JSE-listed companies and state-owned enterprises are held by women, while a dismal 4.4% of South African CEOs and MDs

are women. Broll, however, seems to be bucking the trend. ‘Broll’s workforce

comprises more than 55% women and this seems to be growing steadily, with many occupying senior positions,’ says

Karen Henning. ‘I believe the environment at Broll

is very conducive for women to achieve senior

positions by demonstrating good management

skills, extensive property knowledge and a good

work ethic.’

N1 City Mall took top spot in the shopping centre category of the National Energy Barometer Survey, proving that energy saving in a retail centre is possible and setting the benchmark for the industry.

N1city: power ranger

The National Energy Barometer Survey uses scientific methods to compare the energy consumption of similar buildings, based on factors such as occupancy, floor area and climatic condition. The aim is to create a reliable benchmark that building owners can use to assess their own energy consumption and, ultimately, reduce industrial energy consumption across the board. According to Energy Cybernetics, the company that runs the National Energy Barometer, a building can reduce its energy consumption by between 10% and 30% by putting measures in place that will pay for themselves in less than two years.

We asked Tanya Heimann, centre manager at N1 City Mall, and Gary Ward, Western Cape regional operations manager, what it takes to create an energy-efficient shopping centre.

WHAt inSPirED tHE DECiSion to mAKE n1 City morE EnErgy EFFiCiEnt? The building turned 21 years old and, as a result, we identified certain improvements that could be made to the air-conditioning to make it more efficient, such as replacing corroded piping, as well as the installation of new chillers. There was also the constant load shedding that we’ve experienced over the last few years and the loss of trade as a result of it. And, of course, there are Eskom’s constant reminders of the pressure on the electricity grid and the very high tariff increases in the past three years.

WHo DiD yoU WorK WitH to ComE UP WitH tHE imProvEmEntS? We worked with our air-con consultant to effect certain improvements, as well as painting/roofing specialists and electrical consultants. WHAt mEASUrES DiD yoU PUt in PlACE? We started with lamp replacements about five years ago and then progressed to the HVAC (heating, ventilation, air-conditioning) system and roof. The project was carried out in five phases. First, we replaced the inefficient cooling towers. Next, we replaced the piping and lagging, including resizing for efficiency. Then we reconfigured the HVAC system, which included moving late-trading stores to single plants as opposed to running all air-con plants because of late trading. Fourth, we replaced the chillers with energy-efficient units that included energy-efficient pumps and a new building management system. And the last phase was the refurbishment of the mall’s roof, including painting with heat-shield paint. This resulted in an 8-10 degree reduction in heat on the roof, which in turn allowed the HVAC system to operate more efficiently.

We also had all building and shopfitting plans scrutinised carefully to ensure that new tenants made use of energy-efficient lamps and other equipment. With the help of the national tenants embarking on an energy-efficiency drive within their tenancies, this greatly assisted us with our own plan.

HoW long DiD All tHiS tAKE? Approximately five years. It took a fair

amount of effort and dedication, and many different systems were explored before we finally settled on a system we believed would work for us. Nothing we did was rocket science, but it did require good design.

ArE tHErE Any notiCEABlE CHAngES tHAt HAvE BEEn CommEntED on? Not really from the customers, but there’s certainly been a remarkable reduction in call-outs from tenants. WHAt ArE tHE CoSt SAvingS tHAt rESUlt From HAving An EnErgy-EFFiCiEnt CEntrE? Our initial estimate was a saving of around R350 000 per year on the electricity account but in fact we’ve achieved around R1 million in savings. iS tHiS A viABlE oPtion For otHEr CEntrES? Absolutely, but it must be remembered that it’s a long process and requires a commitment from the landlord. The process must be fully thought through and a plan put in place. WHAt DoES tHiS rECognition mEAn to n1 City? We’ll be using N1 City as a benchmark to show what’s achievable in our other Cape Town buildings. We now have the ability to show the landlord that savings are achievable and that it’s possible to reduce our carbon footprint and save energy, and we’ve just started with a similar project at Kenilworth Centre.

6

tUrn yoUr gEySEr DoWn to 550CLook for a round panel on the end of your geyser, unscrew it and there should be a yellow plastic dial. Simply click it over to 55 from its current setting and close up the panel again. You won’t have to add cold water when showering and you’ll save a lot of energy.

mAtCH tHE Pot SizE to tHE StovE PlAtE By ensuring the whole plate is covered by the pot, you’ll save 25% on electricity when cooking.

USE tHE rigHt APPliAnCE For tHE joB For example, if you’re cooking pasta, boiling the water in the kettle before putting it in a pot on the stove will use 50% less electricity.

tUrn APPliAnCES oFF At tHE WAllWhen you go to bed or leave the house, ensure appliances are switched off completely. In standby mode, they still use electricity.

USE nAtUrAl vEntilAtionOpening windows on the north and south side of your home will maximise air flow, so you won’t need to use fans and air-conditioning as often. Water features such as ponds, fountains and swimming pools naturally cool air down.

An enthusiastic team of runners took to the streets of Joburg representing Broll in the JP Morgan Chase Corporate Challenge on 8 March. Nearly 13 000 people entered this

year’s 5.6km race, among them a 41-strong contingent wearing Broll red. The race supported the Make a Difference Foundation, which gives academically talented youngsters from

disadvantaged backgrounds access to excellent education. Evangelos Karnavos was the first member of Team Broll to cross the finish line with a time of 27:48:00.

fashionable foot soldiers

1

2345

simPLe eNergy-saviNg tips for home

7N1 City Mall staff at work in the HVAC plant

into the deeP

‘When I’m swimming in the ocean I can clear my mind and enjoy the freedom from the daily grind and totally relax. It’s a great stress beater and I always take a moment to consider how fortunate I am to be able to experience and be part of nature.’ That’s how Port Elizabeth property manager PJ Duffy sees the sport of lifesaving, which the rest of us might consider something of a challenge.

Lifesaving encompasses many disciplines – ‘from sprinting on the beach to paddling a surf-ski’ – but that, for PJ, isn’t a problem. Indeed, in his career with Broll, which began in 2001, he’s also had to master several proficiencies, starting as a leasing consultant and moving through various positions before becoming property manager. ‘Broll is a wonderful, dynamic company to work for, with lots of opportunity,’ says PJ, whose aim is to grow the PE portfolio. A job challenge? Dealing with unreasonable tenants.

A father of two, PJ is engaged to Liz, whom he calls ‘one very special lady’. ‘She’s the catalyst that holds our family together and keeps us on the right path,’ he says. When it comes to lifesaving, PJ appears to already be on that path: recently chief

referee for the National Surf Lifesaving Nipper Championships held at Kings Beach, Port Elizabeth, he’s a lifesaving judge, examiner and national selector. He also holds various awards in lifesaving, including National Honours (2008) and Meritorious Service (2010).

This waterbaby also plays water polo and swims long-distance ocean races – he swam the 8km Bell Buoy challenge on Easter Sunday and completed it in two hours and 59 seconds. ‘The Bell Buoy Challenge is considered one of the toughest ocean swims in South Africa. In addition to the physical requirements, there’s a huge mental component when you’re 2.5km out to sea, and every piece of seaweed or flotsam that brushes past you conjures up images of something more sinister!’ PJ has not only garnered a host of personal awards and prizes as a competitive swimmer and lifesaver, he’s also given back to watersports in the country by ensuring his skills and knowledge are used to improve the sport in general.

Property manager PJ Duffy was swimming by the age of 2, so it’s no surprise that he was selected as National Lifesaver of the Year at 24. Now in his early forties, he still loves the water.

8

a Little something extraNew project management and health and safety services have further broadened Broll’s already extensive service offering.Project management a-z ‘Project management is a new offering that covers the management of everything from a simple tenant installation to a full design and build,’ explains Mike Maycock, managing director: Facilities Management.

Headed up by Jacky Jacobs, who transferred from Namibia, and launched in November last year, the service arose out of work Broll was doing with Vukile Property Fund. ‘They needed a project management service, so out of this need, and other properties that we were involved with, we went ahead and expanded our Facilities Management offering to include project management,’ says Mike.

He explains that Project Management can handle the entire procedure, from the tender process for selecting who will design and build the space to managing the contractors who will get the space ready and the move itself. ‘We’ve got the experience to look at any type of project, including things like ‘‘churn’’ projects, which is moving people around offices,’ says Mike.

Any division within the Broll group can make use of the Project Management service to handle the logistics of building operations such as construction and installing tenants in a space. The service

has already received good feedback from those who have made use of it, such as Preston Gaddy, executive head - retail property management. ‘We used the Project Management team on the tenant installation of Clicks at Westwood Mall,’ says Preston. ‘All project deadlines were met, snags were dealt with promptly and overall it was an extremely successful installation. Broll’s Facilities Management team certainly earned praise from our client.’

clued up on health and safety Under Len Alexander, Facilities Management is now able to offer health and safety training, both internally and externally. ‘We’ve had ourselves accredited as health and safety training providers,’ says Mike, ‘so we’re actually able to train not only within the company but also transfer services to other companies.’

Centre management at a retail centre, for example, may want a trained first-aider on staff rather than outsourcing the function if they’re hosting an event that requires it. Similarly, clients who need to have health and safety training in the form of fire marshals and first-aiders will now be able to call on Broll to provide the training.

StEP 1: inceptionThe team helps you come up with a detailed description and analysis of the project.

StEP 2: Concept and viabilityThe team helps assess the needs of the project, including the time and budget required, and completes a risk analysis.

StEP 3: Design and developmentThe team sources and works with the necessary contractors to finalise plans, including managing the tender process where applicable.

StEP 4: Procurement and contract documentationThe team sources necessary products and services, ensures legal requirements are met and puts the correct personnel in place to handle the various aspects of the project.

StEP 5: ConstructionProject Management oversees this phase, keeping all relevant stakeholders informed throughout.

StEP 6: Close-outAny loose ends are wrapped up and the finished project handed over to stakeholders.

WHAT PROJECT maNagemeNtCAN DO FOR

you

9

On-site and hands-on: that’s the Broll Project Management team. From left: Mike Maycock, Michelle Gush, Jacky Jacobs and Arend van der Walt.

10

In 1914 the assassination of Franz Ferdinand, heir to the Austro-Hungarian throne, triggered the First World War. It was also the year, on New Year’s Day, that Louis Rabinowitz, a property administrator in the Cape Town offices of Broll Property Group, was born.

‘When I was very young, there was no Foreshore in Cape Town,’ recalls ‘Mr Rabbi’, as he’s affectionately known to colleagues. ‘There was a pier that went out over the water and every Sunday the Cape Town orchestra would play there. Where the Waterfront is now was all water. And then, slowly, they started filling it over years.’

The young Louis joined his father’s business, selling building materials. ‘That was during the Great Depression of 1929. It was a terrible time. I don’t think anybody who didn’t live through that depression will ever know what it was like. But we managed to survive and the business started growing from the beginning of the Second World War. It grew to such an extent we sold it to Barloworld in 1967.’

Mr Rabbi joined Broll in 1979 after his coastal holiday home sparked an interest in the property business. ‘I owned a holiday flat in Sea Point in a block that was managed by Jonathan Broll,’ he recalls. ‘I was a trustee who had co-signing rights on the cheques. Jonathan would bring the vouchers and cheques to me for signing and, contrary to the other trustees, I would ask a lot of questions. As a result, Jonathan and I built up a working relationship.’

At the time Mr Rabbi, who had retired from Barloworld, was living in Paarl. ‘But my dear wife wanted to relocate to Sea Point on a more permanent basis,’ he says. ‘As luck would have it, Jonathan had an opening in his accounts department and I joined the firm part-time.’ He was 65 at the time.

A member of the city council in Paarl, Mr Rabbi would divide his time between council meetings in the

winelands and his work at Broll, which consisted, among other things, of managing creditors and wages. As Broll expanded and his responsibilities increased, Mr Rabbi decided to resign from the Paarl council and dedicate his time to Broll full time. Not long after, he was appointed Director of Broll Real Estate Cape (Pty) Limited. The property bug had bitten and it was not letting go. Decades later, his work ethic continues to inspire generations of Broll colleagues.

‘Mr Rabbi constantly amazes us in the office,’ says Sanett Uys, GM: research and marketing at Broll. ‘I think it’s amazing how he has embraced technology and he has a good working knowledge of insurance, tax and council issues.’

Aside from working in the industry, Mr Rabbi also owns six properties, the first of which – an industrial property in Maitland – he bought shortly after joining Broll. ‘Looking back, the property was cheap and the rentals were low, but it had great potential,’ he says.

His portfolio now includes a mix of residential, commercial and industrial investments, and he remains actively involved in the day-to-day management of all of them, although he offers a word of caution to first-time investors: ‘With the exception of your primary residence, don’t invest in residential property. Residential properties have more demands on the landlord and are categorised as an emotional asset. Commercial and industrial buildings demand less input from the owner, especially if you have a proactive management agent such as Broll.’

Mr Rabbi recently attended the 80-year matric reunion of Paarl Gym’s class of 1931, with one other student. In his leisure time, he enjoys going to the opera and listening to classical music, and he’s writing his memoirs. But none of these pursuits is enough to keep him out of the office. ‘Coming in on a daily basis keeps me mentally fit and I feel I can still contribute something to the company. As long as I’m physically able to work, I see no need to retire.’

At 98, Louis Rabinowitz is almost certainly the oldest man in the South African property industry – and he’s not planning to retire any time soon.

11

what are the benefits of having a good anchor?Good anchor tenants bring feet – lots of them – which benefits other, smaller tenants. Usually a department store or a major retail chain, they come with national advertising budgets, specials on loss-leaders that seem almost too good to be true, and an established following of shoppers. Even before that, solid anchors with good credit ratings assist developers in gaining the financial backing they need from banks to develop the centre in the first place. Bad anchor tenants, on the other hand, impact on everyone in the centre, including the centre owners.

what makes a bad anchor?Unfortunately, certain chains are bad anchors – they have poor stock and empty shelves and offer poor service. Staff become demotivated and this has a knock-on effect on the whole centre and its profitability. Bearing in mind that anchors are often lured with favourable rentals so they’ll benefit line shops, when the anchor doesn’t appeal to shoppers, this impacts on everyone in the centre.

what are the current trends around anchor tenants?Right now, we’re seeing a trend towards

niche shopping centres, with a range of boutiques, salons and coffee shops offering a unique fashion, health and beauty shopping experience, along with a very high-end anchor, such as the so-called Black Spar in Cape Town. Similar niche centres built around gourmet foods and other themes are also starting to emerge.

how do you choose a good anchor?The trick is to cut your coat according to your cloth. If the centre is a convenience centre, do convenience. If a convenience centre already has a decent anchor at reduced rentals, it’s naïve of the centre owner to think that a line-shop fashion outlet that signed up at high rentals will benefit from the anchor – people want to pop in quickly for bread and milk, not to buy shoes. Rather look at a dry cleaner, small stationer or other convenience offerings to fill out and complement the tenant mix.

In smaller centres, a service-related line shop, like a small haberdashery, will benefit if it’s placed correctly within the centre. Also bear in mind the LSM (living standards measure) of the target shopper in the surrounding suburbs. An anchor that attracts a higher LSM grouping than the line shops in the same centre won’t provide the feet for those line shops.

safeLy at aNchor

12

The effect of anchor tenants on the success of a shopping centre can’t be overstated. An anchor tenant can make or break a shopping centre – so it’s crucially important to get the right one, says executive head - retail property management Preston Gaddy.

30-60% the amount of a mall’s

leasable space that anchors

should account for.

A job made in heaven: Preston Gaddy spends time

in shopping malls… and gets paid for it!

matchmakiNg 101three tips for choosing the perfect anchor

1: Match the centre

2: Match the line shops

3: Match the client LSM

regional and superregional centres need anchorsThe presence of anchors is one of the main defining characteristics for regional and superregional centres – two of the largest categories of malls – as set out by the International Council of Shopping Centres (www.icsc.org). Regional centres typically have two or more anchors, while superregionals typically have three or more. These centres rely heavily on what the anchor tenant does – if the anchor and line shops are targeting the same LSM, the presence of the anchor is likely to entice visitors to the centre to browse the line shops.

13

Enjoying the festivities at the

opening of the new Blue Route

Mall were Broll staffers (from left)

Donovan Agar, Tirzah Myers,

Malcolm Horne, Wendy Radford

and Terry Pollock.

Situated in one of the most picturesque areas of the Western Cape, just minutes from Claremont and the Constantia Wine Route, the Blue Route Mall in Tokai has been a shopping venue of choice since the early 1970s. But, while the centre has continued to expand in order to keep up with demand and progress, there’s also been a marked shift over the years in the levels of affluence and sophistication in the surrounding communities.

To meet the demands and increasing spending power of its changing customer base, landlords Fountainhead Property Trust decided that the mall’s area of 48 000m² would need to be substantially increased. Victoria Wharf architects Louis Karol were given the challenge of increasing the mall’s size to 56 500m² while breathing new life into its architecture to make it the sleekest, most sophisticated, most modern version of itself that it could possibly be.

This was no quick fix with a few splashes of paint here and there; rather, it was a comprehensive redevelopment, reconstruction and rebuilding project, from the ground up. Natural light and the surrounding landscapes play a key

role in the redesign, giving customers a totally unique and thoroughly modern retail experience.

The existing tenants who continued to trade through the noise and dust of the demolition of 12 000m2 of the old mall showed commitment to the project, says centre manager Wendy Radford. ‘The old mall traded until 28 March and the new mall opened on 29 March, so the logistics of moving the existing trading tenants into the new mall with very tight deadlines needed to be coordinated in detail, as all 120 tenants required shopfitting and merchandising at the same time.’ But, she adds, they’re now reaping the benefits. ‘It’s wonderful to experience the wide-open malls, the wonderful natural light and the fantastic views from the food court,’ she says. ‘The quality of the stores’ installations, merchandising and aesthetics complements the new mall and creates a wonderful shopping experience, and we’ve been thrilled with the positive feedback received so far.’

But it’s not only the physical building of the mall that’s changed: it’s the tenant mix, too. While many existing tenants stayed (with

exciting re-creations of their stores), ‘We wanted to create an element of newness to the mall, something worth driving to see and experience,’ explains Broll leasing consultant Tirzah Myers. As a result, every member of the family is catered for: there’s Dion Wired and Incredible Connection for Dad, BT Games, Jay Jays and clothing outlets for the teens, Naartjie and Kiddiwinks for the littlies, and plenty of choice for women, including Woolworths, Edgars, Mr Price, Queenspark, Foschini, Jet and Truworths. And then there are Dis-Chem, La Senza, Checkers Hyper and 100 more stores to choose from.

But the new Blue Route Mall is about more than just shopping – visitors can take a break in the brand-new food court, home to a variety of much-loved eateries and with panoramic views of the Constantiaberg mountain; and there’s a Ster Kinekor cinema complex with eight big screens and 3D capability.

The grand launch of the new-look Blue Route Mall in March was marked by special offers, exclusive promotions and non-stop excitement provided by crowds of eager shoppers.

the beautifuL New bLue route maLLWith two years of work behind it, the reconstruction of the Blue Route Mall has made it the premier retail and lifestyle destination in Cape Town’s southern suburbs.

14

at the beginning of march, Broll staff and retail centres once again took part in CanSa’s annual Shavathon, with some enthusiastic participants going far beyond the call of duty.

hair Loss for a cause

Dawn Troskie’s hair is gone! The newly bald Broll Foundation chairperson shaved her shoulder-length tresses at her local shopping centre during this year’s CANSA Shavathon. Several Broll-managed shopping centres participated in the nationwide event, raising thousands of rands for the fight against cancer. And Dawn wasn’t the only brave staff member who was willing to bare her head for the cause.

At KZN’s Westwood Mall, centre management receptionist Veena Pillay joined three female shoppers in donating long lengths of hair to CANSA after shaving her head in memory of friends who succumbed to cancer, among them her Westwood colleague Carolyn Nash. Veena dedicated her hair ‘in loving memory of my dearly departed friends who impacted greatly on my life…love you and miss you. In memory of those who beat cancer…keep the faith!’

Many centres created a festive atmosphere, with centre management staff at Glenfair Boulevard in Pretoria describing their event as ‘feeling like a braai at a friend’s house on Glenfair’s stoep’, while Weskus Mall in Vredenburg kicked off their Shavathon with a parade led by the Cape Minstrels.

Galleria in Amanzimtoti held their Shavathon across two days with great results, and at Cresta in Joburg a record 31 ponytails were collected, the longest of which was 49cm. 7de Laan’s Ray Randall kept shoppers entertained at Kenilworth Centre in Cape Town, where heads were shorn by staff from Regis and Classic Cuts hair salons. Other tenants contributed spot prizes, giveaways and refreshments.

The Grove Mall in Pretoria combined Shavathon 2012 with a blood drive on what they dubbed ‘Let’s Give Day’. In addition to the 250 heads shaved at the centre, the South African National Blood Service (SANBS) collected 50 units of blood while shoppers were entertained

by the Tshwane Police Orchestra, a live Impact Radio broadcast and a snake display coordinated by Animal Wildlife Services.

At Northgate in Joburg, shoppers were treated to a live Rock FM broadcast during the Shavathon. Three weeks later the centre’s ice rink held a CANSA Relay for Life on ice, where teams kept at least one person on the track for the duration of the overnight event.

Students from Mopanie residence at the University of Pretoria lent a hand at Eldo Square Shopping Centre in Centurion, helping with shaving, DJing, MCing the event and encouraging shoppers to get involved. Enthusiastic tenants donated the contents of goodie bags such as shopping vouchers and small trinkets that were handed out to each shopper who sprayed or shaved their hair. Many tenants also took the next step, submitting their heads to paint and blade. And that was just the beginning of the March festivities at Eldo Square, which also hosted the SANBS, the Wildlife Reptile Park and Sandton Auctioneers on subsequent weekends, proving that a retail centre is more than just a place to shop.

Dawn Troskie shows commitment to the CANSA cause.

After!Before...

SHAvAtHon

2012 in nUmBErS

Money raised at CANSA Shavathons is used to support a number of different projects covering the full spectrum of the fight against cancer, from prevention and education campaigns to medical treatment and emotional support for those undergoing treatment. Among these initiatives are CANSA care centres where patients can receive guidance to help improve their quality of life throughout treatment, a toll-free support line for those affected by cancer and their families, CANSA care lodges, which offer a home-from-home for those undergoing treatment, with meals and transport to treatment centres, and CANSA-TLC lodging, which cares for child patients.

For more info visit cansa.org.za

hair Loss for a cause

missed the Shavathon? You can still donate R50 or more. Go to shavathon.org.za

WHERE THE moNeyGOES

15R160 000

raised by Broll centres during Shavathon 2012

400 PARTICIPATING PLACES OF WORK

R6 million: amount CANSA

invested in research in 2011

CLIPPERS DISTRIBUTED

TO SHAVATHON SITES1 600

Broll has been appointed property management consultant for one of the Johannesburg Property Company’s (JPC) buildings in the Joburg CBD. The short-term consultancy will see JPC staff upskilled in all areas of facilities management and property management through the Broll Training Academy.

‘With Broll being one of the market leaders in the property management business, the request for skills transfer comes naturally for small start-up businesses and state-owned enterprises,’ says portfolio executive Vuvu Lugqola, who’s spearheading the initiative on the Broll side. She says the reason for this is that companies are under pressure to employ proven, successful methods in the main focus areas of their business, and are eager to start playing in the big league in the property sector.

The first staff member nominated by JPC to receive training has already begun online studies, covering a general overview of what commercial property management is all about, why individuals should take an interest in the industry, the various career options in this line of business, and how modern technology can be used to work smarter in lease management. Three more candidates will soon follow suit.

The association works in Broll’s favour as well. ‘Because of issues of confidentiality in the property business, it’s always advisable to train candidates on buildings that are owned by the companies the candidates work for,’ explains Lugqola. ‘This way, it’s a win-win situation.’

followthe market LeaderBroll is using its wealth of knowledge to benefit the industry through a partnership with the Johannesburg Property Company.

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Vuvu Lugqola has been tasked with leading Broll’s team to assist in upskilling staff at the Johannesburg Property Company.Vuvu with Asanda Johnson (left) a property administrator from the JPC.