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Three Kovsies in Springbok coaching team

31 January 2020 | Story Ruan Bruwer | Photo Gallo Images

The appointment of Jacques Nienaber as the new Springbok head coach means that a former Kovsie will once again coach the Springbok team. Nienaber takes over from Rassie Erasmus, another Kovsie alumnus.

It was also announced that Daan Human, like Erasmus a former Shimla player who went on to play for the Springboks, will be the scrum consultant. Erasmus will continue in the role of director of rugby and will be part of the Springbok coaching team, which means that half of the six coaches in the team can call themselves Kovsies.

Nienaber joined Erasmus in the Springbok coaching team in February 2018 as defensive coach. At the 2019 Rugby World Cup, the Springboks conceded the fewest tries (four) of all the teams. Erasmus will be responsible for the strategy and results, with Nienaber taking operational control.

It will be the first time Nienaber steps into a head-coach role. He started as physiotherapist with the Shimlas U20 team, before going into strength and conditioning and later becoming a defence coach.“This is a massive honour and responsibility, but I think I have a good understanding of what it entails, especially in this new structure. It’s a big step-up for me. I would not have accepted if I didn’t believe I could be successful,” said the 47-year-old Nienaber.

“I’ve been worked with Rassie in a coaching capacity for nearly two decades now and we have a very good idea of how each of us thinks.” The two first worked together in the Shimlas U20 team, where Erasmus was the captain and Nienaber the physio.

Besides Nienaber, two other former Shimlas are currently in a head-coach role – Neil Powell at the Springbok Sevens team and Franco Smith is coaching the Italian national team.

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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