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30 January 2018 Photo Johan Roux
Former Bok gives back to his alma mater
Wian du Preez, new head coach of the Shimlas U-20 team.

After a long and stellar career as a rugby player, Wian du Preez felt it would be unfair not to give something back to the game that had treated him so well.

Du Preez has been appointed as the new head coach of the Shimlas U-20 team, better known as the Kovsie Young Guns. They participate in the Varsity Young Guns competition.

Former Springbok
The 35-year-old Du Preez, a former Springbok, retired in 2016. He now works as a financial advisor at Jenwil BlueStar Financial  Advisory Services in Bloemfontein.

“Making the step from a professional rugby player to the corporate world was a difficult one. Thus, coaching provides me with the opportunity to stay involved in the game and to get out of the office.

Giving back
“I thought it would be nice to give something back after receiving so much from rugby. Having the opportunity to work with youngsters, you can help shape them for a career in rugby, should that be something they aspire to.”

Du Preez is a former Shimla himself, having worn the blue jersey between 2002 and 2004 whilst studying for his BCom (Investment Management and Banking).

Both his parents work at the university. His mother, Lizette, is semi-retired, but still acts as part-time assistant at the Department of Afrikaans and Dutch, German and French.

His father, Prof Chris du Preez, was the head of the Department of Soil, Crop and Climate Sciences and was a lecturer. In his final year before he goes on pension, he assists postgraduates with their studies.

News Archive

Valuable advice for businesses in difficult times
2013-04-15

 

Prof Helena van Zyl, Director of the Business School, and Dr Reuel Khoza.
Photo: Stephen Collett
15 April 2013


Dr Reuel Khoza, Chairman of the Nedbank Group, shared the group’s valuable rules for managing a bank in difficult times in an MBA lecture on the Bloemfontein Campus. Dr Khoza is a visiting professor at the UFS Business School.

He focused in the lecture on the group’s business and leadership model and highlighted some do’s and don’ts:

  • Do not surprise your stakeholders on the downside – communicate transparently, particularly when there is bad news.
  • Retrenching staff to contain costs should be a last resort – the damage to corporate culture from retrenchments is immense. Follow and support your customers – get as close to them as possible because business changes slowly, but customer behaviour can change in an instant.
  • Integrated central capital and funding management.
  • Entrench well-established reporting, KPIs and measurement systems.
  • Ensure strong independent risk management.
  • Manage your cost base – anticipate downturns and re-base your costs to avoid crisis-cost management.
  • Take advantage of opportunities – an economic downturn creates a situation where valuations fall and assets are sold off, which can be a great opportunity for acquisitions.
  • Keep innovating – innovation does not have to be a costly exercise, as the right culture can promote and encourage experimentation and collaboration.
  • Whatever you do – avoid a price war, as expedient pricing decisions may hurt the business in the longer term.

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