Ken Borland

Eduard Coetzee admits that, during his playing days, he moved to France for nine years because he did not believe, as a White player, that he had a future in South African rugby. Now, as CEO of the Sharks, he is spearheading one of the most ambitious and successful beacons of transformation and inclusive culture in the game.

The former Sharks and SA A prop left Durban in 2005 and played for Bayonnais and Biarritz, before returning to Durban in 2012 and working in the financial sector. He was appointed as the Sharks’ commercial and marketing manager in 2014, chief operations officer in 2015 and became CEO in July 2019.

Coetzee’s business savvy – he has a doctorate in Inclusive Business Model Innovation – and vision certainly played a part in one of the biggest investments ever in South African sport when the MVM consortium became private equity partners of the Sharks.

But the Sharks don’t just have plenty of financial capital; there is also the sense that they have tremendous moral capital in the bank because of the nation-building project that is going so well at Kings Park.

“When we discussed transformation back in the day, all the heads – Black and White – used to drop in the team room,” Coetzee recalls. “It was seen as a punitive thing.

“Whites would feel they had no future in the game and agents played a big hand in that. I was in France for nine years because I believed I had no future here.

“But transformation, in terms of gender, race and mindsets, is a business priority. A lot has changed and ‘I See Colour’ is the cornerstone of our culture. I’m White, you’re Black and that’s cool. We can’t act as if colour doesn’t exist.

“It’s not about apologising for who I am but about being sympathetic to other people. And I had an upbringing that paralleled Steve Hofmeyr’s – Affies, Tuks, the Bulls,” Coetzee points out.

The 42-year-old knows, of course, that on-field success is what the Sharks will ultimately be measured on, however, and even there, ambitions are high.

“We have ambitions of being global competitors. We want to win the Heineken Champions Cup. Previously we were just trying to survive as South African franchises, we would build players up and then lose them.

“But we weren’t an unsuccessful franchise, we were happy enough. But MVM have brought an attitude of we want to try to be the best. They are thinking big.

“We want to invest in people and uplift the community. It’s not about turfing out our history but amplifying it and the global reach of what they believe is an undervalued team,” Coetzee says.

One of the notable gifts of the married father of three sons is the ability to see the potential in others.

“There are guys here who really come from nothing and when you discuss their previous life with them, you realise what that actually means.

“And then you throw them into a situation with lots of money and pressure and no support. That’s where our life coaching and educational development programmes come in.

“I’m still studying and I tell the players that if I have time to do it, then so do you. We have created a structure that gives them enough time to study, with the help of tutors.

“If they do want to go into business, we help them with seed capital through our business development office and our investors draw people of influence into the Sharks environment,” Coetzee points out.

Next time you’re in Durban, pop into the coffee shop at Kings Park, which is run by players, or the local chicken shop which the Sharks have invested in and which has 10 franchises in KZN and five others in Gauteng and the Western Cape.

It is all part of the Sharks’ policy of treating their players unbelievably well … and thereby getting the best out of them on the field and hopefully keeping them in Durban.

Cricket South Africa’s Members Council might not yet quite be the beacons of good governance all lovers of the sport hope they become, but Wednesday night’s continuation of their AGM was an efficient 20-minute process in which they accepted Advocate Norman Arendse as an independent director and voted for all four members of the crucial Audit, Governance and Risk Committee to be independent directors as well.

The Members Council’s unanimous dissatisfaction with Arendse, a former president and lead independent director of CSA, was one of the flashpoints during the first sitting of the AGM at the weekend. The Nominations Committee agreed to reconsider but came back with the advocate as the best candidate.

Given that CSA’s new Memorandum of Incorporation makes it quite clear that the Nominations Committee have the final say, the Members Council wisely put up no resistance on Wednesday night.

The 63-year-old Arendse has been a controversial figure, attracting criticism for his continued interference in the selection of the national team and a brusque manner that has been described as bullying, and is not held in any particular fondness by the players.

With memories still fresh of how CSA’s previous Audit and Risk Committee failed so dismally to deal with the malfeasance and impropriety laid bare in the Fundudzi Report, it was pleasing to see the Members Council ensure this crucial body will be totally independent.

Seasoned governance and procurement expert Dr Lawson Naidoo will chair the committee, with Steven Budlender SC, a silk who has made his name in public interest litigation, Simo Lushaba, a leading figure from the Institute of Directors and governance expert who has sat on and chaired numerous boards,  and Mark Rayner, the former CEO of MultiChoice, the other members.