Network Network

John David Cluett

Network

africa-

A Complex System

Zambezi River and Victoria Falls: Mosi-O-Tunya (Photo by John David Cluett)

John David Cluett

Copyright © 2012 by John David Cluett. ISBN:

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978-1-4797-2310-2 978-1-4797-2311-9

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Dedication and Acknowledgement AMDG (Ad majorem Dei gloriam—for the greater glory of God) My family, William and Maria Lourdes del Rosario, Doreen, Carlos, David, Rhodes, Lloyd, Daniel, Christian, Rachel, Michael, Christopher, Cameron, Julia, Emma, Sebastian, Gonzalo, and Rosemarie Colleagues at Simonds Farsons Cisk Ltd on the island of Malta, where I started my flight in brewing; colleagues at SABMiller, where I ended my flight on this global journey; IBD members around the world; and other colleagues Africans who embrace me as one of their own Many who have made me laugh and cry You are all in my mind and heart. LDS (Laus Deo semper—praise to God always)

Special acknowledgement to the Xlibris team To Mary Lopez, Senior Publishing Consultant; Rachel Burns, Author Services Representative; Kay Benavides, Manuscript Services Representative and Michelle Postrano, Customer Services Supervisor, who have taken me through the journey in their respective roles with professionalism and patience.

Contents Prologue ................................................................................................11 Zambezi River .............................................................................11 Outline Of Network Africa A Complex System ....................................13 Chapter 1. Family Scenarios ........................................................13 Chapter 2. Work and Business Scenarios.....................................14 Chapter 3. Social, Religious, and Political Scenarios ....................15 Chapter 4. Network Africa ..........................................................15 Chapter 1: Family Scenarios ..................................................................17 Parents ........................................................................................17 Spain During the Civil War and World War II ...........................19 Schooling ....................................................................................21 Rio Tinto Mines and South African Mining Sectors ...................22 Family in Malta...........................................................................25 Family in South Africa ................................................................26 Chapter 2: Work and Business Scenarios...............................................29 Selection of My Career in Brewing ..............................................29 Work Experiences .......................................................................29 Malta ....................................................................................29 Work From 1969 to 2011 ....................................................31 Denmark, India, USA, and Canada ......................................31 Spain ....................................................................................31 Hong Kong—China .............................................................32

South Africa ..........................................................................32 Mozambique .........................................................................33 Business Travel Around the World..............................................35 The Institute of Brewing and Distilling .......................................42 Academia ....................................................................................42 Adding Value to National Resources ...........................................45 South African Qualification Act ..................................................48 The Honeybee—Natural Communication ..................................53 The Need to Communicate in Our Changing World ...........59 Chapter 3: Social, Religious, and Political Scenarios ..............................60 Spain, the Civil War, and Catholicism vs. Communism .............60 India, Partition, Hinduism, and Islam .........................................61 South Africa-Pre- and Post-1994 .................................................62 Chapter 4: Network Africa ....................................................................64 Network Africa: The Vision—Holistic Communication Model 1991......................................................................................64 Networking Communication ................................................65 Network Africa Model: Flexibility to Change .......................68 Detailed Factors for Each of the Fours Systems .....................70 Personnel ..............................................................................71 Market ..................................................................................71 Support Infrastructure ..........................................................72 Facilities ................................................................................73 Profile of the Role Models ....................................................73 Role Model—SABMiller plc .................................................73 Role Model—The Institute of Brewing and Institute of Brewing and Distilling ....................................................74 Network Africa: How Does It Work? ..........................................75 Introduction .........................................................................75 Objectives .............................................................................75 Guidelines.............................................................................76

Strengths...............................................................................76 Integrated Management Process ............................................77 Outputs ................................................................................78 Organisational view ..............................................................78 Justification of the Model .....................................................78 Critical Thinkers...................................................................79 Map of Change to the Organisation and Beyond ..................79 Quality Requirements ...........................................................79 Change Model ......................................................................80 Strategic Profile.....................................................................80 Human Dynamics of Large System Change ..........................80 Power....................................................................................81 The Dark Side of Power........................................................82 Guiding Transition ...............................................................82 Cynics, Victims, and Bystanders ...........................................83 Leadership ............................................................................83 Network Africa: Review of Africa, India, and China .............84 The Questions That Now Need Addressing ..........................................87 Figures ..................................................................................................89 Bibliography..........................................................................................91 Summary of the Book ...........................................................................95 Index .....................................................................................................97

Prologue Zambezi River The photo on the front cover was taken by me when my wife and I sat at sunset on 19 December 2010 on the Zambia side of the river. It shows the 3,540-kilometre-long Zambezi River, the fourth largest in Africa. Just before it flows over the Victoria Falls, it is called Mosi-O-Tunya, translated as the smoke that thunders, where its spray rises up to 400 metres height. Having visited all the countries this wondrous river meanders through, namely, Zambia, Angola, Botswana, Zimbabwe, and Mozambique, I feel it is fitting to the name of this book, Network Africa—A Complex System. The people living in these countries are friendly and hard working. They work on the resources that are bathed by the river and those that are deep in the ground or in the waters of the river. The river holds many secrets for all Africans and for those who wonder at its beauty and majesty as we gaze at its long and flowing waters, where we often see animals living in or around its banks. This book is dedicated to those who have taught me so much about life and communication with their wise ways and counsel. Having been colonised either by the British in Zambia, Botswana, and Zimbabwe or by the Portuguese in Angola and Mozambique has added interesting characteristics to these people, which are integrated into their long, ancestral African heritage. Communicating in either English or Portuguese in the corresponding countries makes this experience much 11

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more humbling and fascinating, when we consider the cruel and savage wars that were raged in Angola, Zimbabwe, and Mozambique, leaving scars in generations of its people. Despite this, during the last thirty years, living in South Africa and visiting neighbouring countries, we have never experienced any animosity from those we converse and interact with at work or, at a more social level, in any of the four southern African states. This book is a tribute to these Africans.

Outline Of Network Africa A Complex System This book is organised into four chapters that are interrelated, as a thread that runs through my seventy-year life as a person and researcher on the topics that are dealt with in the corresponding parts in the body of this book. I do not claim any exclusivity to any of these learning; many of them have been researched and published by me, as it can be seen at the end of the book under Bibliography, but I have put them at the service of the readers so that they may apply them and add value to their own lives and business scenarios. I also stress the importance of cultural beliefs and gender issues, as they are key to effective communication and peace.

Chapter 1. Family Scenarios Parents: William John Cluett, lineage traced back nine generations, and Maria Lourdes del Rosario Canilla, lineage traced back five generations. Spain during the civil war and World War II: Fascist regime, which affected the Cluett family, with details on living conditions and detention of William John Cluett by fascist authorities. Schooling: Formal schooling started at Stonyhurst College in 1948; this is a traditional Catholic school, run by Jesuits in England.

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Rio Tinto Mines and South Africa Mining Sector: The mining sectors in Spain and South Africa play a key role in the economics of these regions. Family in Malta: The scenario of my failed marriage, after having two children, ended as the darkest and most tragic time in my life. Family in South Africa: The scenario playing out the marriage, establishment of peaceful and secure home environment, and reunion with the family in Malta are described respectfully to those involved.

Chapter 2. Work and Business Scenarios This chapter explains why I selected my career in brewing and my work experiences in Malta, Denmark, India, USA, Canada, Spain, China—Hong Kong, and South Africa and business travel to China and India. The activities with the Institute of Brewing and Distilling (IBD) in Africa are described, as are those in the academic field. A project to add value to national resources through the production of stainless steel is described in detail. Legislation regarding National Qualifications in South Africa, following the formation of the new government in 1994, is reviewed.

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Chapter 3. Social, Religious, and Political Scenarios Social, religious, and political scenarios are reviewed as they impacted my life in Spain, following the civil war and World War II, in India, and in South Africa pre—and post-1994.

Chapter 4. Network Africa A holistic communication model developed by the author in 1991 for the brewing industry has been applied in Network Africa to address the complex system in which we are living. The process works in a number of environments in Africa, and it is compared with scenarios that exist in India and China.

Chapter 1 FAMILY SCENARIOS Parents My father, William John Cluett (born on 16 September 1900 and died in 1971), and mother, Maria Lourdes del Rosario Canilla (born on 18 July 1907 and died in 1984), were married on 27 April 1931 in Gibraltar. William John Cluett’s lineage is traced back nine generations, and Maria Lourdes del Rosario Canilla’s lineage is traced back five generations. The Cluett and Canilla families have been researched by my brother Gonzalo and sister-in-law Rosemarie in 2007. The Cluett family is first traced with the marriage of William Cluett to Margaret Abbotts in 1647; the first direct ancestor is recorded in Dorset in the Lydlinch Parish Register. The Canilla family is first traced to Sebastian Canilla, born in 1780 in Minorca, Spain. My father joined the Rio Tinto Company in 1926 as an electrical engineer at the large mining complex in the province of Huelva, Spain. He remained working there until 1967, then retired to Rugby, Warwickshire, England, with my mother.

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My mother’s father was the Rio Tinto Company’s doctor. She and my father met there and got married, after a long courtship, on 27 April 1931. My brother was born on 16 October 1933, and I was born on 1 March 1938. Whilst living in Rio Tinto, the members of the staff who lived in the complex were able to enjoy a good social life with the other predominantly English staff members and their families. During the period from the end of the Spanish civil war (1936 to 1938) and World War II (1939 to 1945), things changed dramatically, and some staff returned to England, leaving only a few to run the mining complex. My parents remained there over the entire period until 1967. Socialising over this period at the mine complex improved as the war period ended and sports and entertainment events were enjoyed by all at the social club. Tennis, golf, and sailing venues were built up by the company for its staff and families. Visits to families in Southern Spain, Gibraltar, and England were planned carefully and well in advance to make use of slow modes of transport by sea or road. In the latter years, air travel became more accessible. When my brother and I were sent to boarding school in England after World War II, travelling was also slow, taking some three days to cover the trip by car, train, and air. My mother’s family was deeply Catholic, so my father agreed to convert to Catholicism before their wedding, after informing his father about this fact. In our family, we have also had a deep devotion to Our Lady of Lourdes. My great-grandfather had contracted copper poisoning, resulting in an acute cerebral illness, and was declared mentally unstable and restricted to a straitjacket. On a visit to Europe, my great-grandfather, his wife, and his brother, Bishop Canilla (titular bishop of Lystra and vicar apostolic


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of Gibraltar), visited Lourdes, France. The sick man bathed in the waters and was miraculously cured. The cure was not officially declared a miracle as this would have required, at the time, constant checks and unwanted publicity for the bishop and his family. We still remain with this faith and have visited Lourdes a number of times. We see faith in the thousands of sick and their families who are there and know that this is a real place where God lives to help us all through the trauma and happiness.

Spain During the Civil War and World War II The civil war ended in April 1939 with a positive relationship built up between Franco and his allies Hitler (the Nazi leader of Germany) and Mussolini (the fascist leader of Italy), firmly established and built upon during World War II. The new regime in Spain was militarist and authoritarian, placing Franco as head of the state, with supreme and absolute power, having a single fascist party, declaring itself as Catholic and aligned with the Church. In the 1940s, life was totally governed by this fascist party with social restrictions and forced compliance to its policies and legislation. The province of Huelva, where Rio Tinto is located, did not escape these authoritarian practices that affected all who lived there. In October 1939, one of my father’s employees reported him to the authorities, alleging that he had made some disparaging remarks about General Franco. In fact, he had made some comments on the quality of wood that was in very short supply. There had been confusion about the name of Franco as my father was referring to the storekeeper, also called Franco, who had ordered the wood.

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This resulted in my father being detained from his work, losing his work permit, and being effectively expelled from Spain. He was placed under house arrest in Madrid and interrogated regularly by the secret police. My brother was sent to live with my grandparents in Benamahoma in the province of Cadiz and eventually to Gibraltar. My mother and I stayed in Rio Tinto, living under severe conditions. After the British authorities got wind of the situation, diplomatic pressure was placed on the Spanish government. The Foreign Office issued an ultimatum to the Spanish minister of the interior to free my father (and other British subjects in a similar position), or Spanish assets in the UK would be frozen. He was set free and returned to his work at Rio Tinto and lived in peace in Spain until he left for UK when he retired in 1967. The scars of war touched us in Tangiers, Morocco, in 1942 with an experience that is still deeply engraved in my mind. During a trip to the harbour to wait for my father, who was returning by ferry to Tangiers from Algeciras, Spain, my brother and I were sitting in the taxi that was parked next to an interned battleship tied up at the harbour. I recall a large explosion and then seeing many seriously wounded people all around the quay. A bomb had been placed in a mail bag, taken off a boat that had arrived from Gibraltar, and left next to where the cars were parked. Luckily, my brother and I survived, but many were hit by the shrapnel from the bomb that ripped through all those standing around. Some years later, I was speaking to a person who said he knew about the explosion as he was part of British Intelligence in Gibraltar during the war. The bomb was meant to kill a German spy who was on the boat in which the bomb had been placed. The boat had arrived early, so the spy escaped, but many were mutilated or died. To this day, I consider I was reborn on African soil and can relate with many who have suffered a similar experience in Africa, and elsewhere, fighting for their rights.


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Schooling Formal schooling started at Stonyhurst College in 1948, when I attended primary school, St. Mary’s Hall, and then moved to the college after two years. My parents enrolled me in this school to obtain a Catholic education, a habit that had started in our family in the late 1890s with my maternal grandfather, followed by other members of the family over the years since then. This school has an important heritage. Being one of its privileged students that comprised of around 25 per cent of students from outside the United Kingdom, I believe it brought with it a responsibility to the school name and to my parents, who had sacrificed so much to send me there. The key learning were critical for my future. The traditions of this Jesuit education have served me well in my life with the school motto ‘Quant je puis’, freely translated as ‘All that I can’, which means about doing things to the best of one’s ability, driven by a sense of self-belief. Applause by others is not a prerequisite or demonstration of success; rather, it is about the smile of the people you serve in any situation following the Jesuit philosophy of creating ‘men and women for others’. The school was founded in 1593 at St Omer, in what was then the Spanish Netherlands. The college, under the royal patronage of Philip II of Spain, was founded by Fr. Robert Persons, SJ, for English boys unable to receive a Catholic education in Elizabethan England. In 1762, the Jesuits were forced to flee from France and re-established their school at Bruges. The school was then moved in 1773 to Liège, where it operated for two decades before moving to Stonyhurst in Lancashire, England, on 29 August 1794. By the turn of the twentieth century, it had become England’s largest Catholic college. A seminary called St Mary’s Hall was constructed on the estate, and an observatory and meteorological station was erected in the gardens. The twentieth century saw the gradual hiring of a mostly lay

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staff, as the number of Jesuits declined. The seminary at St Mary’s Hall was closed, and the school discontinued its education of university-aged philosophers until it reopened as a preparatory school in 1946. St Mary’s Hall has a claim of being the oldest surviving preparatory school in Britain. Stonyhurst became the sole Jesuit public school in England, after Beaumont College was closed in 1967, and became fully co-educational in 1999.

Rio Tinto Mines and South African Mining Sectors The mining sectors in Spain and South Africa play a key role in the economics of these regions. The history of the Rio Tinto mining complex, as shown in Fig. 1 dates back to pre-Phoenician time—2500 BC. Silver and gold from the mines were sent to King Solomon’s temple. Tradition has it that evidence along the Rio Tinto shows that some remains could date back to Noah’s deluge. Extensive findings have been unearthed, which show the presence of Roman military and mining processes for gold, silver, and electrum up to AD 425. After the fall of the Roman Empire and up to 1492, no mining activity took place during the successive occupations of Southern Spain by the Barbarians, Visigoths, and the Moors. Rio Tinto, the river, plays an important role in history. Christopher Columbus sailed from the port of Palos, on the Rio Tinto, on 4 August 1492 to discover the Indies and the Americas. At the start of his reign, King Phillip II of Spain commissioned an investigation into the mining resources in the region that started the rebirth of mining in this part of Southern Spain. In 1873, the Rio Tinto Company was founded, and it purchased properties in this area in perpetuity, building up to being the single most important worldwide supplier of pyrites, which is processed for sulphur and copper. This company is now one of the largest mining conglomerates in the world, but the original site at Rio Tinto now lies desolate, with a possibility of restarting in the near future.


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FIG. 1. Rio Tinto Mining Sector. Likewise, the South African mining sector is now in decline, after being one of the country’s key industries. s 4HECONTRIBUTIONOF3!MININGSECTORTOSTATEREVENUEFROMMINING has fallen from R3,632,240 × 1,000 in 1986 to R2,013,476 × 1,000 in 1997. Employment in SA mining industry as a proportion of economically active population has fallen from 827,901 to 551,677, representing a drop of 7.5 per cent to 3.8 per cent. s #ONTRIBUTIONSFROMTHEMININGSECTORTO'$0HAVEDROPPEDFROM 20 per cent to under 10 per cent in thirty years. s 4HESE SCENARIOS PROMPTED A 37/4 STRENGTHS WEAKNESS opportunities, and threats) analysis of the mining sector that shows the factors related to each one. This is shown in Fig. 2 given below, indicating that if action is not taken to address the issues, the mining

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industry will not only deteriorate but also will be a breeding ground for discontent as has been experienced at the Lonmin mine complex in Marikana, where miners have been shot and killed, bringing South Africa, its government, the Unions, and the mining industry into disrepute as the world watches this tragedy unfold, despite being warned of this eventually happening. The choice to take action and the consequences of these actions are shown in Fig. 3. s 4HISSHOWSTHEOPTIONSTHATTHEMININGINDUSTRYCANTAKETOPREVENT decline or ensure success.

FIG. 2. SWOT Analysis of Mining Industry.


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FIG. 3. Mining Life Cycle.

Family in Malta My marriage to Monica in Malta ended tragically after six years in separation and divorce. We had two children, Carlos and David, who have lived all their lives in Malta with their mother.. The in-between years have been, for me, like a deep sea of solitude with tapes running in my mind, full of sorrow and regret. Carlos and David grew up within the family network and safety nets that existed in Malta and achieved outstanding success in sports at club and national levels. David became a national hero as goalkeeper of the Malta soccer team. Their mother passed away in August 1987.

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In 1989 my wife Doreen and I visited Malta. The ten days we spent there were amongst the happiest in our lives. The ability and charm of Doreen won the hearts of all the family and friends we saw in Malta on that first trip and all the others that had followed over the years. To my wife, I owe the success of bringing together our families in Malta, South Africa, and Europe. The bond established between Carlos and David remained throughout their lives. When David underwent two successive operations in England for a tumour on the brain, Carlos remained at his bedside until David passed away after the second operation in 2006. The tragedy and deep sorrow of burying my son David in Malta was shared by many families, friends, and admirers. To this day, his memory lives on.

Family in South Africa When I established my new base in South Africa, as part of the team to design and build a brewery, I needed to find a suitable accommodation near the plant in Pretoria. The original plan was that I would stay in South Africa for the duration of the project calculated as being one or two years. I rented a simplex in Pretoria from where I travelled to work and back at all hours to ensure the tight plan to build the plant was carried out. I met Doreen some months after I settled into my job and my new accommodation. We got married on 19 March 1982, and seventeen years later, we renewed our vows in a Catholic church. Her sons, Rhodes and Lloyd, lived with us, and later, due to her father’s ill health, we decided to take him into our home to care for him and his dog. He lived with us for twelve years and then passed away after he had just entered a retirement home at the age of ninety-five. During all these years, Doreen has been the mainstay within the entire family. Her ability to manage all home and financial matters with calmness


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and good spirit, as well as manage all my idiosyncrasies, makes her a very special person. During our travels to see my family in Malta, England, Gibraltar, and Spain, as well as during business trips to Europe, India, China, and various countries in Africa, she has been a great companion. Her ability to mix with all races and genders is outstanding, and this makes her a very popular visitor to all the places we have travelled to over the years. Her contribution to bringing the families in South Africa and Malta together is extraordinary. On our visits abroad, she enjoys seeing historical sites. Our highlight was the visit to India and the Taj Mahal in Agra as shown in Fig. 4.

FIG. 4. Taj Mahal, Agra, India. Our visit to Egypt in September 2012 was outstanding in many ways. The tour operator met us before entering passport control and accompanied us throughout the visit, which included checking in and out of the hotel, visit to the pyramids and Sphinx at Giza, the Merit Centre, and the museum in Cairo. The highly professional service provided by the people who had just emerged from the 2011-2012 revolution was a tribute to their courage and faith in the future.

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Given the ongoing sensitive nature of cultural and religious differences that exist, it is vitally important that we are sensitive to these differences and respect them at all times. The change processes that are defined in this book, Network Africa—A Complex System, go a long way in addressing the pathway to a peaceful change. The origin and works of art on papyrus are part of Egyptian culture. We purchased the Weighing of the Heart: The Final Judgement on papyrus and had a cartouche added with my family name CLUETT as shown in Fig. 5. This prompted to wonder if my final judgement could be influenced by this ancient Egyptian culture, where this was executed by using a plate scale. On one side is the heart, heavy and full of past evil thoughts and deeds, balanced against the light feather of the truth. How will you judge me, and how will we judge others?

FIG. 5. Weighing of the Heart: The Final Judgement on papyrus with CLUETT in the cartouche.

Chapter 2 WORK AND BUSINESS SCENARIOS Selection of My Career in Brewing The traditional way to enter a profession or a trade has been through required academic achievements at school level or by the network within families. In my case, the decision to join the brewing industry was through a family connection that was already in that industry. The hard work required to complete the pupillage curriculum had its compensation, in that, the end product was so very pleasant to consume! Over the years, the network of brewers grew in every country, and one is always welcomed to share stories over a jar or two.

Work Experiences Malta My first salary-earning job was in Malta (1960), where I was fortunate to work for a company that taught me the best management practices, which have served me well during my entire career. The history of Malta dates back 7,000 years to the Neolithic period (5000 BC). There are many important sites dating back to that period. In the Middle Ages, the Arabs occupied the island for 220 years. For the next 275

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years, the Knights of Malta lived on the island, leaving many buildings, fortifications, and rich traditions. Then followed the Napoleonic conquest from 1779 to 1800 and the British rule from 1800 to 1964. Malta contributed to the Allied cause in World Wars I and II due to its strategic importance in the Mediterranean and was awarded the George Cross for bravery in World War II. It obtained its independence in 1964, became a republic in 1974, and joined the European Union in 2004. I started at Simonds Farsons Cisk Limited Brewery (Farsons) in October 1960 as an assistant brewer. This brewery was commissioned in July 1950 as a joint company amongst H&G Simonds from Reading, UK, L. Farrugia & Sons, and the Marquis Scicluna, who had previously operated breweries in Malta. The modern design of this brewery is attributed to Mr Lewis V. Farrugia, who had degrees in architecture and civil engineering. Mr Anthony Miceli-Farrugia, who was the managing director when I joined the brewery, appointed me to my new position. Throughout my time at this brewery, I was able to experience some of the very best management practices I have worked with over my fifty years in the global brewing industry. The brewery brewed ales and lagers, produced and bottled soft drinks, packaged wines and spirits, printed labels for all their packaged products, and, at its associated company, produced industrial gases. During the eight years’ working at this company, all manners of tasks were given to me as I worked myself up to second brewer and acting head brewer for a short period of time. On leaving the company, I was well prepared to take on future managerial and technical duties. On my visits to Malta over the years, I have made a point of meeting Mr Miceli-Farrugia until, sadly, he passed away in 2002. In September 2012, we attended the inauguration ceremony at the brewery for their large expansion project.


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Work From 1969 to 2011 Work from 1969 to 2011 in Denmark, India, USA, Canada, Spain, China-Hong Kong, and South Africa exposed me to different levels of management, consultancy, and communicating with management staff, labour unions, and workers from different cultures, races, and genders.

Denmark, India, USA, and Canada The work undertaken in these countries was for an engineering and process consultancy company in the brewing industry. Interface with clients required a formal process to define the needs of each specific project located in very different environments. Some of these projects were only feasibility studies, and some were for the design, building, and commissioning of plants. High level of interaction between the client and consultant was required at all times.

Spain The work undertaken in Spain was a senior position for a brewing company that had extensive operations all over the country. The specific work required management of operations in each plant, reporting into a central technical management function. Specific targets were set, and they had to be monitored daily. Problem solving at the plants was required regularly, so extensive travel to all parts of the country was required. The second job was undertaken after leaving the previous one. This one consisted of a consultancy organisation dedicated to developing projects in the environmental and recycling fields. Progress was very slow as the concepts developed were fifteen years ahead of their time, so these activities were closed down after one year.

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Hong Kong—China This project consisted of building of a new brewery in Hong Kong for a large brewing company. Site works took over one year to complete. The owner specified that all operating personnel had to be Chinese, so they required extensive training before successfully commissioning the plant.

South Africa My task in South Africa started in 1981 and consisted of management of the design team that was building a large brewery for SAB Ltd; at the time, it was the largest project in the brewing industry worldwide. The political change in South Africa in 1994 brought with it many challenges to integrate the previously disadvantaged majority of people into having equal living, working, and educational standards and conditions. Experiences from 1981 to 2011 as an employee and consultant of SAB Ltd in South Africa—that became SABMiller as a leading global brewing group—allowed me to be part of a process of this model company, as it addressed its own development into a global business and integrated management policies and practices to address the many challenges that were presented in South Africa during the political transition in 1994. As a change agent in this process, I have used the knowledge acquired to form a chapter of this book, as does the influence of Beck and Cowan, who developed the principles of value systems. This shows the importance of understanding how different people cope with different challenges to obtain the most positive outcomes within this complex system, that is, Africa.


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Mozambique In 1995, I was transferred, with my wife, from SAB Ltd to SAB International as plant manager of 2M brewery in Maputo, Mozambique, as part of a management team appointed to implement a joint company formed by SAB International and the Government of Mozambique, called Cervejas de Mozambique SARL (CDM). The company included breweries in Maputo and Beira. The Maputo plant was in a dilapidated condition, not having had any maintenance for over twenty years during the civil war in Mozambique. Our venture into that country happened just after the war had finished in 1992, and the first elections were held in 1994, so the infrastructures in the country were destroyed, and people had little to sustain their livelihood. The plant needed a complete overhaul; personnel required retraining, and all raw materials and spare parts had to be brought into the country as nothing existed at the plant when we arrived. As Maputo plant manager, and being able to speak Spanish that is very similar to Portuguese, I engaged in a proactive and effective programme to take the plant from its current state to a level of productivity that was required to satisfy a very thirsty market for good beer. To facilitate this process, we embarked on a process that is detailed in Chapter 4 of this book. This also included many of SAB Ltd procedures to align outputs in performance to company standards achieved in South Africa. These included production targets, quality standards, personnel development, performance and discipline, financial controls and results, optimum energy and water usage, and finally, compliance to safety and hygiene standards.

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The results of performance indicators were benchmarked and published to the employees, comparing them against SAB Ltd results on an ongoing basis, to allow CDM senior management to report to head office in Johannesburg and act as a measure of motivation and improvement for all employees. The results of all these efforts paid off as we increased production in the first four months from 5 per cent to 70 per cent efficiency, allowing sales demands to be met during the Christmas and New Year peak period. A contributing factor to this success was the training given at all levels of personnel who had been at the plant when we took over its management, as well as understanding their value system that influenced their coping mechanisms through this intense journey of progress. Leadership was vital to this success, so we drove ourselves 24/7 and demanded the same from every manager and operational personnel. The operating personnel all benefited from this success through incentives aligned to company policies. The contribution made by the labour union was outstanding, as we took employees through ever-increasing levels of performance. On the home front, the company had rented accommodation in the city and supplied us with a company vehicle. My wife and I lived comfortably, socialising with colleagues and local friends. As we were close to the South African border, trips for shopping and to return to Johannesburg were organised as needed. A health clinic in Maputo served our needs well, and shopping at the general and fish markets offered many experiences that remain with us. Life of expats in these countries is not easy, and their duration varies between contractual conditions and other external factors that influence the length of stay.


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The people of Mozambique are warm and friendly, so working and living in their midst was a pleasure for both my wife and me. The time we spent there brings back many happy memories.

Business Travel Around the World The extent of my travels around the world that gave me many chances to communicate and interact with different people can be seen in Fig. 6, which shows the main centres where I have lived in family environments, attended schooling and further education, and worked or travelled on business. The complex nature of the challenges presented in this book is not only based on the divergent languages but more so on the need to understand the similarities and differences that exist in all manners of speaking, behaviour, attitudes, protocol, and reactions at every moment, when one is in the company of people. In countries where English is spoken or understood, communication is easier to exchange information. This happens in some parts of Europe, the Americas, Asia, and Australasia, especially in the business environment. Not to communicate or interact outside these formal occasions means that one loses so much value in learning and sharing thoughts and feelings on a variety of subjects. The non-spoken word, or non-verbal message, is often the most powerful means of communication. English allows for communication in traditional English-speaking countries, where it is the first or second language as in Europe, America, Latin America, Africa, Asia, and Australia, but local dialects or languages are used, so one may be cut off from the general flow of conversation. Spanish is similar in Europe and Latin America. In the case of Spain, I have attended meetings in Barcelona, where they often spoke only Catalan at formal meetings, leaving me in the dark, even though Spanish is my mother tongue!

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In countries such as India, where English is an official language with Hindi, most business people speak English, but they go into their local languages or Hindi at meetings and social events. Having lived in India over a four-year period, non-verbal communication became important to appreciate the richness of the country and its people.

FIG. 6. Network Africa—Global Map. When I worked in Hong Kong and visited Japan and Taiwan from 1978 to 1980, English was used extensively to communicate, but Chinese and Japanese languages were used extensively at work and social occasions, so non-verbal communication was essential. I was fortunate to work with a Chinese engineer, who spent time with me, telling me what I had to do to make my time in China and Japan a success. When I visited mainland China in 2009 and 2011 on business, the lessons from Hong Kong served me well.


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Fig. 7 shows where I travelled on business in 2009, and a similar itinerary was followed in 2011. The visits to China were one of the highlights of my travels around the world. The Chinese have built a country based on a long tradition of culture, hard work, and innovation. They aspire to excellence in everything they do. Ideas learnt from the West are transformed and improved. The government applies strict rules to the entire management of the country, industrial development, and infrastructure, leaving me with the impression that it is a country in control of its destiny. By comparing that country with all the others I have visited and worked in, I am not surprised that they are leading the world. Business dealings are held in a highly professional manner, following a strict protocol, and their factories are equipped to manufacture quality products that comply with required standards and specifications. During the visits to China, motivated by a need to assess the capabilities of suppliers for the company’s global operations, communicating with these companies was based on in-depth conversations and inspections of their manufacturing facilities. English was used throughout, conversing with senior staff whilst assessing documentation and shop-floor practices. The detailed knowledge of their technology, which they expressed in totally correct English, facilitated communication during all business and social meetings. Use of in-house translators was made as required.

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FIG. 7. Map of China. The social aspect of visiting China on business is filled with traditional hospitality, where they celebrate dining with their guests, making them welcomed and happy to be there. After one such social event, we walked back from the restaurant to the hotel, located in the centre of the city, late in the evening. The streets were clean and orderly, and I felt no sense of apprehension as one does in many cities around the world with which we are more familiar. During my last trip to Shanghai, when we took a taxi to the airport, I realised that I had left one of my bags in the taxi after paying. The driver had


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gone off to get his next customer. On entering the large airport building, I spoke to the receptionist at the Emirates counter, as we were taking their flight back to South Africa via Dubai. After giving her the details of the taxi that were clearly provided on the receipt the driver had given me, she told me not to worry as Chinese are very honest and I would have my bag back within thirty minutes. True to her word, she wheeled the bag into the business lounge where I was then sitting after checking in for the flight. The Emirates receptionist told me the taxi driver had been contacted and had driven back to the airport with my bag. This is an example of Chinese honesty and a tribute to the organisation of the Chinese people and their country. In the early 1970s, I lived in India for four years, and in 2011, I visited India on business, accompanied by my wife to give her an opportunity to see ‘Incredible India’. The trip took us into Mumbai and then by road to Pune, where we stayed for five days. We then travelled by road to Aurangabad, some 600 kilometres away, and stayed there for two days. To get to Ahmedabad, where we planned to stay for four days, we flew to Mumbai and on to Ahmedabad. The balance of the trip took us to Delhi, Agra, Jaipur, and back to Delhi for our flight back to South Africa. This last leg of the trip allowed us to see some of the spectacular sites of India. Travelling by road in India is an experience. Traffic is congested, slow, and noisy. Even the many trucks on the road tell you to blow the horn, as shown in Fig. 8. As we drove through the countryside, we saw one of the contrasts in the country, namely, the range of energy sources used by the population: cow dung and wind energy added to those generated from coal and nuclear power, as seen in Fig. 9. These differences are everywhere one goes, in hotels, in the street, in airports, and in the people themselves.

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FIG. 8. Noisy Traffic in India.

FIG. 9. Energy Sources in India.


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The one constant is the kindness of the people and their willingness to help in every eventuality. My wife had a serious problem whilst we were staying in Ahmedabad that required urgent medical treatment at the ICU in a clinic. She received top-quality treatment and was discharged after forty-eight hours so that we could proceed on our journey. During all the years travelling to India, trust and friendship have been a key factor in establishing the network that has existed over forty years. This was also experienced when I visited a factory in northern India recently, where I had been involved in building in the early 1970s. Fig. 10 was taken with the new staff of that plant that had rebuilt the entire complex but had maintained the Hindu temple built originally on that site.

FIG. 10. Indian Factory Team.

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The Institute of Brewing and Distilling IBD is a worldwide organisation of members in the brewing and distilling industries. The IBD Africa section embraces members in the African continent. By serving on its committee and as chairman from 2006 to 2008, I was able to communicate with all its members, allowing for a unique experience in being part of this successful professional institution across all Africa that accredits qualifications and organises conventions. Extensive work carried out with SAB Ltd, FoodBev SETA (Sector for Education and Training Authority), and South African universities entrenched education and training standards. This initiative has given students the opportunity to brew beers in small micro—breweries at their universities in preparation for a yearly competition over the last five years. This event, called the intervarsity beer competition, has captured the interest of the brewing industry by promoting craft brewing in South Africa.

Academia My decision to obtain a formal university degree was prompted by the fact that this level of recognised competence is now required to work in any organisation. Following my extensive research in corrosion engineering, I applied and was accepted by a South African university (Rand Afrikaans University) to enroll and then graduate with a master’s in philosophy in mechanical engineering. At a later date, I was invited to be a visiting adjunct professor at another South African university (University of the Witwatersrand). The one-year period allowed me to interact with postgraduate students, which was again a unique experience to work with students from all races


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and genders in their quest for academic excellence. This experience also allowed me to understand the complex aspects of financial assistance to universities by the private and public sectors to promote research and innovation. On 31 May 2012, the South African Department of Science and Technology issued the ‘Final Report of the Ministerial Review Committee on Science, Technology and Innovation Landscape in South Africa’ and requested comments from the public. My reply is recorded in Fig. 11 and was acknowledged by the officer concerned. Subsequently, an article appeared in the press—business report 26 June 2012, entitled ‘Intellectual Property (IP) No Longer Exportable’. This adds to the issue of IP, requiring careful attention to promote innovation as made in the letter in Fig. 11.

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FIG. 11, Promoting Science, Technology, and Innovation in South Africa.


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Adding Value to National Resources The importance of adding value to national resources is researched and made possible through the work carried out on stainless steel that has, as two of its main components, chrome and nickel, mined extensively in South Africa. In a paper entitled ‘Reviewing and Preventing the Risk of Corrosion in a Manufacturing Environment’, that I presented at the fifth Annual Corrosion Control Conference on 24 May 2011, the research work outlined below on the use of stainless steel in South Africa is summarised. This project demonstrated the complex process of adding value to the use of chrome and nickel mined in South Africa to produce stainless steel processed locally and then used for the local fabrication of equipment for many industries, including brewing and mining. In the early 1980s, brewing equipment at all the SAB Ltd breweries manifested severe corrosion, making them either totally unfit for production or requiring extensive repair. These incidents required immediate investigation to assess the root cause of the corrosion followed by corrective action. Stainless steel has been the material of choice for many years in the food and beverage plant due to its ease of fabrication, resistance to corrosion, and ability to maintain a high level of hygiene. However, alternative materials such as stainless steel—carbon steel clad/composite plate and epoxy lined carbon steel plate—have also been used due to being cheaper to fabricate into the required vessel. Equipment fabricated from these materials were installed extensively all over the brewing industry prior to 1990, but thereafter, stainless steel became as cheap as the other materials to fabricate into vessels.

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The equipment affected by corrosion were the vessels used in the brewhouse, where brewing materials were heated and boiled at different phases of the process. The heating medium is either steam or high-temperature hot water. All these vessels were insulated vessels; pipelines and heat exchangers used in the cold processes were also generally made from stainless steel. A detailed research programme started in 1984, managed by the SAB Ltd Central Engineering Department, brought together experts in the field of fabrication and stainless steel mills from University of the Witwatersrand, Mintek, Southern African Stainless Steel Development Association (SASSDA), Middleburg Steel and Alloys, as well as South African and European fabricators of brewing equipment affected by corrosion. The research team concluded the following points that were actioned in late 1980s and beginning of the 1990s: s /NLYSTAINLESSSTEELWOULDBEUSEDINTHEFABRICATIONOFBOTHHOT processing vessels and cold pressure vessels. This would eliminate the use of clad/composite plate that was susceptible to stress corrosion cracking (SCC) and delamination of the clad/composite plate. The use of mild steel with epoxy lining for cold pressure vessels showed severe delamination occurring when coatings were not applied correctly. s #OMPLETEREVIEWWASCARRIEDOUTONINSULATIONSTANDARDSTOPREVENT SCC occurring as the chlorides leached on to the stainless steel surfaces. s #OMPLETE REVIEW OF TRANSPORT FABRICATION WELDING STORAGE AND maintenance standards of stainless steel was carried out to highlight the need to care for the material so that its life is optimised in the brewery environment. s 4HEABOVEPROGRAMMEMADEAVERYSIGNIFICANTCONTRIBUTIONTOTHE locally manufactured stainless steel, reducing the importation of this material.


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s 4HE PROGRAMME ALSO BROUGHT TOGETHER ALL THE EXPERTS IN 3OUTH Africa, along with the engineering staff of SAB Ltd and the international equipment fabricators—a total win-win situation of this very complex value-adding project, producing beneficial use of local materials, technology, and employment. More of such projects must be organised in close collaboration between the public sector, private sector, and universities to emulate what was carried with such success in 1980 to 1990 as detailed above. Ongoing communication with the South African stainless steel mill Columbus Stainless, previously known as Middleburg Steel and Alloys in Middleburg, has maintained a focus on this important supply chain company that mills the material for the fabrication of equipment in the brewing industry. Fig. 12 shows the relative importance of this material in the brewing industry.

FIG. 12. Stainless Steel Used in the Brewing Industry.

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South African Qualification Act One of the first pieces of legislation passed through the South African parliament following the formation of the new government in 1994 was the South African Qualification Act of 1995 to formalise equal educational standards and opportunities across all races and genders. Given the importance of this legislation on the brewing industry in South Africa and across all Africa, a paper on this subject was published, in 2005 by the author J. D. Cluett and L. D. Maule. The text below is extracted from that publication. Prior to 1994, the South African government skills development legislation was biased against the non-white population at all levels of learning. New legislation which followed the change to a new democratic government included the following Acts of Parliament and Regulations. The South African Qualification Act No 58 of 1995 (South African Qualification Authority: SAQA) o Oversees the National Qualification Framework (NQF) which is an education and training framework. The NQF ensures the transformation imperatives of the new and emerging education and training system in South Africa. o Registers bodies responsible for establishing standards and qualifications: National Standards Bodies (NSB) and Standards Generating Bodies (SGB). These bodies are responsible for monitoring and auditing the quality of teaching and learning and for registering standards and qualifications through the Education and Training Quality Assurance bodies (ETQA).


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Higher Education Act, 1997 o The Council on Higher Education (CHE) applies accreditation as an ETQA for all higher educational bodies (universities and technikons) separate from the economic sector ETQAs (industry and commerce). Skills Development Act, Act No 97 of 1998 o Sector Education and Training Authorities (SETA) are established in terms of the Skills Development Act in 2000. o National Skills Development Strategy implemented in 2001. All SETAs were accredited as ETQAs by SAQA in 2001. This includes Food Bev SETA which controls the food and beverage industry, including the brewing and most of the distilling industry. Employment Equity Act, 1998 o This act defined equity and eliminated discrimination in the workplace. Skills Development Levies Act, 1999 o All companies contribute to the national skills development programmes and also obtain financing for approved learnerships linked to these programmes. SETAs registered Learnerships with the Department of Labour in 2002. The new legislation has transformed the entire process of skills development at all levels of education and training in the public and private sectors. A new language has emerged where learning components and complexity of skills, essential knowledge, and applied assessments are all part of registering learners against qualifications and specific unit standards. To achieve this transformation in ten years has been a measure of the resolve of all South Africans to transform this country and its people.

JOHN DAVID CLUETT

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Benchmarking To achieve this, many of the stakeholders, including the South Africa Government in the form of the Ministries of Labour and Education who are accountable for the implementation of SAQA, have worked in close collaboration and benchmarked against other countries that have developed similar programmes. The following links found in the SAQA website; www.saqa.org.za show the extent to which South Africa and these other English-speaking countries are aligned in world-wide skills development: s s s s s s s s s

Australian Qualification Framework National Qualification Authority of Ireland New Zealand Qualification Authority Northern Ireland Council for Curriculum, Examinations and Assessment Qualification and Curriculum Authority (UK) Quality Assurance Systems for Higher Education (USA) Qualification, Curriculum and Assessment Authority for Wales Scottish Qualifications Authority United Kingdom National Vocational Qualifications.

As a result, the South African qualification framework is likely to be recognised by the countries listed above. SAQA requirements and process To integrate IBD qualifications with the SAQA initiatives in South Africa, the prescribed SAQA process has to be followed. Fig. 13 describes the steps taken. The process shows how the different bodies that make up SAQA play their role in assuring compliance to legislation and achieving the required levels of skills development, definition of qualifications and measurement of competency. The outputs from all this help the learners to


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optimise their efforts to achieve increased knowledge and skills, allowing them to aspire to working and earning a living. The corresponding legislation governs the activities listed in each of the columns where standards are set and skills defined. Skills are then developed in the workplace and through service providers (training organisations). Levies collected are then ploughed back to assist the learners and employees as they apply the SAQA process. To assure quality of skills development, standards are monitored through a strict Quality Assurance Management system at all stages of the process. Records of learning programmes, assessments and moderations ensure that the learner is accredited based on a sound process. In the appraisal of the learners in the workplace environment, competency in the science of brewing or distilling is assessed by reviewing the IBD examination results. The final integrated assessment of learners is based on the practical application of knowledge and skills to carry out the specified technical, management and financial tasks; the IBD’s contribution is in the knowledge area. On completion of this process, the learner is certified as ‘Competent’ to obtain the requisite SAQA qualification. Abbreviations: SAQA: South African Qualification Authority NQF; National Qualification Framework NSB; National Standards Body SETA; Sector Education and Training Authority ETQA; Education Training Quality Assurance Body SGB; Standards Generating Body

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SGG; Standards Generating Group SARS; South African Revenue Service

FIG. 13. Steps in the Management of Qualifications.


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The Honeybee—Natural Communication This study of the honeybee shows how this insect communicates to add value and survive for centuries. The bee, as described by Mace, is viewed by us in different ways. The history and life of this wondrous and humble creature, which produces honey and pollinates many flowers, is full of examples of how, through communication and hard work, it has ensured its survival over the centuries. The bee is perceived in various ways as shown in Fig. 14. Some see it as an aggressive insect that stings. Its familiar humming noise is heard as it goes about its task to pollinate flowers, which is so vital to the fruit industry. In its complex hive, where each bee has a dedicated task, it produces both honey and wax for human consumption and also for food for its other predators. It has been written about in the Classics by Aristotle and Virgil, and its history is documented from the eighteenth century in English, French, and Swiss literatures.

FIG. 14. The Bee Viewed in Different Ways.


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The study of the bee, termed apiculture—apiology, is all about productivity, quality, and survival. Fig. 15 shows where the bee can be seen to occupy an important part in the Classics and History. Bee-keeping has long been an industry that has supported many over the centuries in various parts of the world. The composition of honey is complex as to its raw materials. It has a high nutritional value, and its application in medicine, food, beverages, and floral essences are well known. The physiology of the bee is likewise very complex, in that each insect has very specific tasks to perform in its life cycle. The queen, workers, and drones each have their specific tasks of cone building, collection of nectar and pollen, laying and feeding of the eggs, ventilation of the hive, storage of water, and communication to hive members of orientation of food sources and approaching danger. In order to evaluate the relative importance of these attributes, we have applied a value engineering technique. Each criterion is listed in Fig. 16. These are then compared with each other to assess their relative importance. A raw score is shown, and this, in turn, is plotted on a graph, Fig. 17. The criteria with the highest scores show the basic functions to ensure continuity of apiculture. The basic functions are listed as follows: laying eggs, nursing eggs, communicating, and building cone. This shows that in this humble bee, we see the importance of communication to survive. This learning is then taken as a key factor in Networking Africa—A Complex System.

FIG. 15. Mind Map of Apiculture.

FIG. 16. Scoring Matrix and Numerical Evaluation.

FIG. 17. Graphic Representations of Basic, Secondary, and Tertiary Functions to Ensure Continuity of Apiculture.


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The Need to Communicate in Our Changing World Conor O’Brien told us that ‘we are on the verge of anarchy as the children of the townships seek to destroy every person and institution that stands between them and the revolution millennium.’ Interestingly, Colleen McCullough in her book A Creed for the Third Millennium depicts a millennium neurosis gripping the Unites States, which is aggravated by people who look to the past and distrust each other in formulating solutions to face the changing world. In his Texas, James Michener traces the cultural development of that state with meticulous details. The presence of a precise sociological term, anomie, is highlighted, being the emotional state of mind during times of radical change. These manifest themselves in feelings of disorientation, followed by alienation, and this condition continues. This situation is not unlike that expounded in 1985 by Sir Laurens van der Post during his visit to South Africa, when he pleaded for a united Africa. The solution to our problems should be sought in the history of southern Africa where even in times of strife, the victor and the vanquished have come to an understanding. He also added that the femininity of love for the country and its people must supersede the current male chauvinistic attitude that impedes dialogue in our entire nation. Mikhail Gorbachev in May 1985 warned party officials, ‘Those who do not intend to adjust and who moreover are an obstacle to the solution of these new tasks simply must get out of the way and not be a hindrance.’

Chapter 3 SOCIAL, RELIGIOUS, AND POLITICAL SCENARIOS Spain, the Civil War, and Catholicism vs. Communism During the years living in Spain, we were dominated by the restrictive and cruel political forces prevailing during Franco’s fascist regime. The civil war in Spain saw the entire country divided into the Republicans that were supported by Russia, Britain, and US and the fascist nationalists that were supported by Hitler’s Germany and Mussolini’s Italy. It was the war theatre suffered by more than 1 million dead or disappeared, in preparation for World War II. What followed in Spain that remained neutral during World War II, but with strong bias to the Axis forces, is described in many annals of World War II. To those that spoke or worked against the fascist regime, there was no mercy. The country was also divided along religious lines where the Catholic Church favoured the fascists, and those that fought on the side of the Republicans were automatically considered communists. This divided the nation into two halves that even today has left the marks on families and friends. With the death of Franco and the installation of the monarchy, Spain slowly returned to normality, but deep division between the people in provinces that fought on either side of the civil war still exists.

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India, Partition, Hinduism, and Islam During the years living in India (1969-1972), one could see the result of partition that divided India and Pakistan. At present, 80 per cent of Indians practise Hinduism, 12 per cent practise Islam, and 2.5 per cent practise various forms of Christianity. The impact of the British rule and its contribution through the army and building of railways have left a legacy of Anglo-Indians. This variety of religions and cultures impacts on all walks of life in India and offers many opportunities to maintain peaceful relations at all times. Having been brought up as a Catholic in my family and in my schooling, Christian or Catholic teachings did not prepare me for what I experienced in India when brought into contact with devout Hindus. Their beliefs and teachings surprised me with their concepts of God, creation, soul, emancipation, rituals, place of women in the family and society, ethics of government, and the role of Hindus as world teachers. These learning, so aptly described by Dr Sir Gokul Chand Narang in his book entitled Glorious Hinduism, are fundamental to ensure harmony in life and joy in communication. The Islamic population in India still live away from other religions, and friction occurs within India and on the borders with Pakistan, which has an overwhelming majority of 97 per cent Muslims with 3 per cent to 5 per cent of Hindus, Christians, and others. I have considered Hindu teachings when dealing with people, especially when I ventured into South Africa, which was, at the time, in the clutches of apartheid, practised by the government in power. In all cases, it is critical to respect all religions. It is equally important to be aware of the similarities and differences that can affect relationships positively or negatively during all social—and work-related interactions.

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South Africa-Pre- and Post-1994 The year 1981 saw me arriving in South Africa for my new job, which has now become my home. The apartheid regime in power at the time resembled the fascist regime of Franco in Spain. Restrictions on freedom of speech and on people with beliefs different to the state’s had the same trademarks as in Spain. As the transition started in the early 1990s and the process of repealing laws that restricted blacks, Indians, and coloureds, many had serious reservations as to the outcome of the future. The release of Mandela and the referendum for whites to change the path of the country by President de Klerk was a time of excitement for all. With the appointment of Nelson Mandela as the new president of South Africa and the first election, we knew we were on the right track for a lasting change in the country. The ANC published the Reconstruction and Development Programme (RDP) policy framework in 1994, where they detailed the following: meeting basic needs, developing our human resources, building the economy, demonstrating the state and society, and finally implementing the RDP. The greater majority of those in South Africa saw this as the best way to rebuild a nation. Many of us put all our efforts to internalise and externalise the process of change to give South Africa the best chance of success. When Nelson Mandela stepped down after one term in office, the leadership style changed, and the ideas laid down in the RDP appeared to be interpreted in a different manner by the new leadership in the ANC; the concept of ubuntu promoted by Mandela had changed (ubuntu or uMunthu (Chichewa) is an African ethic or humanist philosophy focusing on people’s allegiances and relations with each other). After nineteen years, we now experience serious social upheaval due to ineffective leadership and non-delivery on the majority of issues raised in the RDP programme, as well as corruption in public and private sectors. The adverse economic


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scenario playing out in the developed world adds stress on job creation and the manufacturing and mining sectors. During the years in South Africa, having communicated with labour unions and The Black Management Forum, as well as processing compliance with the Black Empowerment and Equity (BEE) legislation, one can understand the importance of these organisations, and initiatives to ensure the spirit and legislation in the new South Africa are entrenched and made to work. There are no quick fixes or shortcuts; being in this for the long haul is a highly complex but rewarding process.

Chapter 4 NETWORK AFRICA Network Africa: The Vision—Holistic Communication Model 1991 The first presentation of the holistic communication model for the brewing industry, which was the forerunner of Network Africa change process model, was presented in 1991 at the Institute of Brewing, Scientific, and Technical Conference at Victoria Falls, Zimbabwe. I researched the last twenty years of the brewing industry in the Americas, United Kingdom, and Germany (West and East) and compared this with central and southern Africa. There were significant lessons to learn from the three mature Northern Hemisphere markets, which have been leaders in the industry in scientific research, education and development, and fabrication of equipment and packaging technology. These lessons were evident in the following areas. It was predicted that they would shortly impact the southern African markets. s -ATUREMARKETWITHLOWSALESINCREASES s 'OVERNMENTINTERVENTIONINLIQUORLEGISLATION s .EED FOR TRAINING AND DEVELOPMENT OF THE PERSONNEL IN THE industry s )NTEGRATION OF SUPPLIERS OF MATERIALS AND EQUIPMENT INTO THE manufacturing value chain s !DDRESSINGOFTHEISSUESTHATSOCIO POLITICALCHANGESWOULDBRING s 4HEPENDINGIMPACTOF!)$3

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Many years later, all these issues are having the greatest impact on the future of the brewing industry. In a paper presented to the MINFIN Conference in 1986, it was pointed out that value engineering principles needed to be used on the mining industry to address the optimal application of resources. The changes that inevitably would take place had to be tackled by all levels of management and workers regardless of racial differences. At the time, the industry did very little to integrate and apply all its human resources to finding the best solutions and taking decisions, and now the industry has to restructure and downsize its operations with dramatic consequences to many workers and shareholders, causing grave problems in the labour market.

Networking Communication Dialogue through communication is necessary to ensure the implementation of Network Africa. Information Technology (IT) The current focus on IT in South Africa is at the same level as in any first world country. The commitment by both the public and the private sectors to IT will ensure communication is effective on the African continent as it spreads out from South Africa. The main forms which this industry is taking are in the following: s s s s

4ELECOMMUNICATION -ASSMEDIA #OMPUTERS )NTERNETANDINTRANET

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Information Systems (IS) Systems engineering has identified two types of systems—open systems and closed systems. Open System Open systems are those where the communication is transmitted into space. The receipt of the signals or messages is dependent on their strength, direction, and quality and on the listener turning on the receiver in the form of a radio, cellphone, or television. Other open systems are aircraft flying from one place to another that depends on the efficiency of ground to aircraft communications, directing it safely to its destination. Closed System Closed systems are those where the message is sent through communication highways such as dedicated telephone lines that link users of wide or local area networks. PCs are linked together with additional hardware, such as servers, to store information and printers to produce hard copies of the messages for further distribution. Another example of a closed system is the interface between an operator and the machine. Here it is necessary for the operator to look continuously at the visual displays to assess the conditions of the machine. In the case when driving a car, the speedometer and petrol gauge determine how fast the car is being driven and how long before the car will stop due to lack of fuel. Similarly, on a telephone, a caller needs to interface with the instrument and correctly dial the number if the person who needs to receive the message is to hear it. In the case of a cellphone, there is a combination


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between a closed and an open systems if both the caller and the recipient are to complete their communication in a satisfactory manner. Network Topology In order to ensure an effective communication, we can take four configurations of network topology and use the same principles in setting up networks for communication between groups of people. s STAR: One small group shares their information radiating out to other people in the form of a star. s RING: Larger groups form a ring with well-established lines of communication (e.g., telephone lines) to be able to exchange data and ideas. There is a central location for the storage of important information for all to access and which can be updated on a continuous basis, much as the server handles data on the local or wide area network. A central printer also serves to ensure that those not on the systems are kept informed, much as the daily newspaper informs its readers. s BUS: A long line of people pass on information one to the other without an interactive dialogue or communication system. This is the same as various computers linked up on a bus bar, all acting as semi-independent users. Here there is an obvious lack of adding value to communication through interaction, but there could be some specific uses for this type of communication. s -%3( )N THIS SYSTEM THERE ARE VARIOUS LEVELS OF NETWORKING and entry point, which go to make this a highly interactive communication system. In the case of people, we see a direct similarity with the complex systems of dialogue and communication required to ensure that networking in Africa achieves the goals of the renaissance of the continent. All the public and private sector initiatives and infrastructure currently

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in place must be networked in a systematic manner to optimise all resources to achieve specific goals. This intermeshing of resources requires very careful engineering to avoid waste and not to raise expectations further than they are achievable. Social networking has now become a key global information system that allows for real time communication. Network Africa Model: Flexibility to Change

FIG. 18. Network Africa Model: Flexibility to Change. The model, as shown in Fig. 18 above, comprises two soft systems and two hard systems. The interaction between these four systems has shown that they present an effective model to evaluate the dynamics of the process and allow for an in-depth analysis of all the issues that have the greatest leverage and flexibility to bring about change through communication.


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Soft Systems s Personnel: In the case of Network Africa, the key issue is the necessity to understand the values and cultures of the people—personnel—and the importance of implementing the democratic processes that are applicable. s Market: The greatest impact on the market in Africa will be made by the use of gender value systems. The dominant male value systems characterised in the globalisation of world class businesses may present major challenges on this continent. Although these dominant value systems have a place in the setting and achievement of goals, they are in stark contrast to the value systems operating in Africa, and as such, they bring about incompatible behaviour, which, in many cases, leads to waste of effort and resources. It is also interesting to note the strong rise in the awareness of the gender values and their successful application in the Northern Hemisphere in the service industry, in place of the dominant male value systems. The market is also influenced by the speed of change, global economic earthquake, globalisation, Southern vs. Northern hemisphere factors, and the information revolution through technology. s Synergy between Personnel and Market Systems: It has been shown that the interaction between these two systems brings about a greater understanding of the key issues being addressed. It has also been shown that a similar benefit is obtained through enhanced productivity between the soft system personnel and the hard system facilities indicated below. Hard Systems s Facilities: In the case of Network Africa, we looked for a facility or business infrastructure that would embrace the vision and have put into practice the principles of enhancing resources in Africa.

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The role models need to have a very specific profile. The attributes would include, being economically successful, commitment to social responsibility, corporate governance, social and gender equality, training and development, delivering returns to shareholders, and enjoying sound relations with government bodies. South African Breweries Ltd, now SABMiller, and Institute of Brewing (IOB), now Institute of Brewing and Distilling (IBD), were considered two of the main role models as were a number of other South African organisations. s Support Infrastructure: In order for the facilities to succeed, it is strategically necessary for the support infrastructure to be sound and aligned with the vision and goals of the project in question. In the case in point, the impact of the global megatribes of Africa in USA and Europe is considered an important support for Network Africa. Similar principles were applied in the development of the Asian Tigers. Other support infrastructures include the extensive IT programmes being developed in South Africa. Synergy between Facilities and Support Infrastructure: Continuous interface between these two hard systems will also enhance productivity between facilities and personnel. Interface between support infrastructure and market will enhance a more user-friendly service or communication between these two systems or groups.

Detailed Factors for Each of the Fours Systems Each of the four systems in the communication model has specific factors that explain the corresponding headings.


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Personnel Values and Cultures s 5NDERSTANDINGTHESPIRALORVALUESYSTEMSUSEOFTHESPIRALWIZARD or change agent to facilitate the process of change s %LIMINATINGTHEFEAROFCHANGE s -APPINGOUTTHEPATHOFCHANGE Democracy s s s s s s s s s

#ONFLICTOFVALUESATEACHLEVELOFTHESPIRAL !CCOUNTABILITYANDRESPONSIBILITYOFGOVERNMENTSANDTHEPEOPLE 2ULEOFLAW %NFORCEMENT $EALINGWITHCORRUPTIONANDCONCEPTSOFCRIMEANDPUNISHMENT 4RUTHOFCHANGEMUSTBEEXPLAINED 3ETTINGREALISTICTARGETS !SPIRATIONSHAVETOBEREALISTIC 7HEREAREWEIN!FRICA

Market Role of Women and Gender Value System s s s s

(UMANBOND (ARMONY %GALITARIANVALUESYSTEM &AMILYVALUES

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Service vs. Manufacturing Value Systems Service industry is guided by gender value systems. Global world class manufacturing is guided by dominant value system. Speed of Change Global economic earthquake Globalisation Southern vs. Northern Hemisphere Information revolution through technology Support Infrastructure Global Megatribes s s s s

!FRICAIN!MERICA !FRICAIN%UROPE 3UPPORTTHE!FRICANFAMILY "ENEFITFROMEXPERIENCEINCHANGE

Diaspora Africa s 4HE!FRICANPEOPLEONTHEMOVE Ubuntu s 7EAREASOTHERSSEEUS Flexible Information Systems s )4 AVEHICLETOCOMMUNICATE


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Global Awareness s 7EAREPARTOFABIGGERWORLD Facilities Profile of the Role Models s "ALANCEOFECONOMICSWITHPOLITICS s $ELIVERYOFRETURNSTOSHAREHOLDERS s %NHANCEMENTBENEFITSTOCUSTOMERSANDEMPLOYEESCOMMITTEDTO achieving goals s #OMMITMENTTOADDINGVALUETORESOURCES s #OMMITMENTTOTRAININGANDDEVELOPMENT s #OMMITMENTTOSOCIALRESPONSIBILITY s #OMMITMENTTOCORPORATEGOVERNANCE s #OMMITMENTTOREFLECTINGTHECULTUREOF!FRICA s #OMMITMENTTOSOCIALANDGENDEREQUALITY s #OMMUNICATIONNETWORKSIN!FRICA s #OMMUNICATIONNETWORKSWORLDWIDE Role Model—SABMiller plc SABMiller’s success is built upon a clear strategic direction and a shared commitment to the company’s vision, mission, and values. (An extract from SABMiller’s website is given below.) SABMiller Group Vision To be the most admired company in the following: s 4HEGLOBALBEERINDUSTRY s The investment of choice

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The employer of choice s The partner of choice s

SABMiller Group Mission To own and nurture local and international brands that are the first choice of the consumer SABMiller Group Values s s s s s

Our people are our enduring advantage. Accountability is clear and personal. We work and win in teams. We understand and respect our customers and consumers. /URREPUTATIONISINDIVISIBLE

Role Model—The Institute of Brewing and Institute of Brewing and Distilling s s s s

$EVELOPING!FRICASECTIONFROMCENTRALANDSOUTHERN!FRICANSECTIONS %XTENDINGMEMBERSHIPTHROUGHOUT!FRICA /RGANISINGCONFERENCESINVARIOUSPARTSOF!FRICA 3ETTING STANDARDS AND MONITORING TECHNICAL EDUCATION IN THE brewing and distilling industry s #OMMUNICATINGWITHSTAKEHOLDERSIN!FRICAANDTHERESTOFTHEWORLD

Other Role Models s %SKOM.ETWORKINGTODELIVERENERGYTO!FRICA s 0UBLICANDPRIVATESECTORS#OLLABORATINGTHROUGHOUT!FRICA


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Network Africa: How Does It Work? The key aspects of Network Africa that address the complex system in which we live have been shown to work in various environments in African, Indian, and Chinese cultures and can be summarised as follows: Note: The company in question and names have been taken out of the following text from its original compiled in 1998.

Introduction This concept of Network Africa is composed in a logical framework that presents the information in a manner as defined in the course content of ‘Consulting Skills and Change’, lectured by Pat McLagan as part of the company’s training programme in 1995. The Rand Afrikaans University recognised this course as one module for a master’s degree programme in human resources management. My goal for 1998, agreed on 8 January 1998 with my manager, was to develop the concept of Network Africa. When I was transferred to the SAP training team, the same goal was agreed with my manager who headed up this team.

Objectives The objective of this presentation is to define, communicate, and create a model of change for the continent of Africa with the following vision: Deliver results on the continent of Africa by networking with all available resources.

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Network Africa details a process by which factors are identified that focus on the key leverage areas for change. Within this process, the facilitator has to be a role model for change, having the credibility and flexibility to achieve results during the process. The role model identified is the company. In other cases that apply this process, a suitable role model must be selected.

Guidelines The guidelines of this model are based on integrating the lessons obtained in the development of this model over the last seventeen years working in South Africa with the experiences obtained over the years in the brewing industry detailed in the previous sections of this book.

Strengths We will demonstrate how it is possible to capitalise on the strengths of the lessons, having been involved in the cutting edge of the company’s development and related activities in southern Africa from 1981. s $ESIGNMANAGEROFABREWERY s &ORGINGNEWDESIGNSANDCONCEPTSINBREWINGPLANTANDEQUIPMENT as a senior manager in Central Office Engineering. s )NVOLVEDINTHEIMPLEMENTATIONOFTHEPERFORMANCEMANAGEMENT programme (IMP) as a performance management consultant. s 1!MANAGERATABREWERYTOIMPLEMENTMANUFACTURING QUALITY and operating programmes. s 0LANTMANAGEROFTHE-APUTO"REWERY LEADINGTHETRANSFORMATION of one of the company’s international investments in Mozambique into a highly efficient and profitable company in 1995.


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s -ORERECENTLY ASA3!0TRAINER PARTICIPATINGINTHEIMPLEMENTATION of this enterprise resource planning (ERP) system that takes the company into the new millennium. s )NVOLVED AS AN ACTIVE COMMITTEE MEMBER OF THE )NSTITUTE OF Brewing, central and southern African sections (treasurer 1988-92). During this period, the IOB section achieved financial solvency and independence and has now spread its activities into the entire continent (now called Africa section). The international conferences in 1989, 90, 91, and 93 brought many visitors to venues in southern Africa. The focus on education has given the brewing industry on the African continent the platform to ensure upgrading of its brewing, packaging, and engineering skills through the IOB, now IBD, examinations. s !NACTIVEINVOLVEMENTINTHEVALUEENGINEERINGANDMANAGEMENT movement in South Africa gave an in-depth understanding and education in the value-adding principles that have now become a key aspect of many initiatives in South Africa. As president of value engineering and management society of South Africa for three years (1985-87), exposure was given to the need to use the value discipline in all walks of life, from communicating with all people (races and genders) to using international VE analytical processes to optimise decisions and investments. Integrated Management Process The IMP programme referred to in the model has been actively applied in all company environments in South Africa and Mozambique. The complex and chaotic systems experienced throughout the last eight years of change have been carefully considered. Many specific decisions and actions have been taken to the benefit of the company and its employees by establishing patterns that go beyond the data supplied and developed. First—and second-order change processes have been implemented at a company’s brewery in South Africa and Maputo with outstanding and sustained success.

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Outputs In all cases, specific outputs are agreed with different role players. The data analysed are discussed at feedback sessions through technical critiques. The complex systems at the company were always considered and support given to individuals and groups. In the section under Network Africa of this presentation, specific examples are described to demonstrate the results obtained in South Africa and Mozambique.

Organisational view It is important that the model of Network Africa is congruent with the company’s organisational views. It is also relevant to consider that the company is part of a major global brewing company, having a major influence on the African continent. The need to influence the development of Africa must, therefore, be a company corporate affairs policy.

Justification of the Model The justification for the development of the proposed model must have a sound economic case for its implementation. The details of these justifications are explained later. In summary, it is clear that they have key benefits to the company and its employees, shareholders, and stakeholders.


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Critical Thinkers As the model represents in some ways a departure of current policy and company structures, the relevance of this concept is based on the fact that the company must foster and recognise critical thinkers. The birth of creative and lateral thinking comes from fostering of critical thinkers that challenge old ideas and paradigms and add value through change.

Map of Change to the Organisation and Beyond In order to implement the proposed model, a careful analysis has been undertaken on current interventions at the company to assess how these have been customised and applied in specific areas of the business with success. Network Africa is aligned to current company interventions and goes beyond them. The principles have been applied at a company brewery and in Mozambique, demonstrating their effective application as a change process to the organisation. Details are explained below. The implementation of Network Africa is based on the following macro plan: s !CCEPTANCEOF.ETWORK!FRICAASAMODELFORCHANGEBYTHECOMPANY and using the company as a role model for further application on the African continent. s !CCEPTANCEOFOPERATIONSIN!FRICAASAUNIFIEDBODYOFTHECOMPANY s 2OLLING OUT OF THE MODEL INTO SOCIO POLITICAL ENVIRONMENTS THAT complement existing corporate social initiative (CSI) projects. Quality Requirements In the development of the quality requirements of the complex system changes, a detailed research was carried out, in 1991, on the previous

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twenty—year development of the brewing industries in the Americas, United Kingdom, Germany (West/East), and central and southern Africa. The findings are detailed in the previous section.

Change Model The model is based on the humanistic change process. This recognises that beliefs influence attitudes, and through interventions such as those practised by the company and Network Africa, new behaviours are formed, which achieve results that benefit the soft and hard systems of the model, namely, personnel and market as the soft systems and the facilities and support infrastructure as the hard systems.

Strategic Profile The strategic profile of the model follows a multi-profile using participative and directive interventions to ensure that the goals set are achieved. This has been implemented in both South Africa and Mozambique, respecting the different value systems in two distinctly different countries. One has a developed infrastructure and is going through a major political change process and the other has been destroyed by war, speaking a different language, and is considered one of the poorest countries in Africa.

Human Dynamics of Large System Change The human dynamics of the large systems change are carefully considered, and the impacts of power, as well as the darker side of power, are analysed at this point to show the relevant impact they may have on the application of the proposed change model.


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Power The uses of power of authority, reward, punishment, association, expertise, and relationships have been the key aspects of the company and the brewing industry’s success more than hundred years in Africa. In the process of development, the company has used its power in these ways to achieve its current position as a top global brewing enterprise. In the implementation of the Mozambican brewing venture, we used the different aspects of power to integrate the new company into the local government’s privatisation programme. On the positive side, the entire government’s policy of consumption tax on beer sales was influenced, and this moved down from 125 per cent to 50 per cent in a space of two years. The relation with the government-controlled trade unions was excellent. Strict measures had to be taken to eliminate negative behaviour that had developed as a result of coping with extreme conditions of poverty during the war years. The government received US$ 1 million in 1994-95 from tax on beer sales prior to privatisation, and this rose to over US$ 20 million in 1997. This was the same period as the taxes were lowered from 125 per cent to 50 per cent. The corresponding volume of national beer sales did not go up twenty times but by seven times. The difference was that over 90 per cent of locally brewed beer and imported beer sales came from company brands. The company’s beers are now imported or brewed and distributed through the replenishment infrastructure, paying corresponding taxes from the one company. The company in Mozambique has become the role model for the government, the World Bank, and general business in the implementation policy of privatisation in Mozambique. The stability of the Mozambique economy is now considered, as an example in Africa, superior in improvement even to South Africa. The company shared in this success, having the government as a 35 per cent shareholder.

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Mozambique figures speak for themselves: s s s s

'$0INWASAROUND PERCENT )NFLATIONRATEREDUCEDFROMPERCENTINTOPERCENTIN 0LANNEDFOREIGNEXCHANGEINVESTMENT0&) IS2BILLION OF PUBLICENTERPRISESHAVEBEENPRIVATISED

All these points indicate an effective implementation of sound economic policies that work alongside their value systems and serious socio-political challenges that need to be resolved.

The Dark Side of Power In pursuance of building the current position of the company, applying dominant world-class manufacturing strategies, some of the behaviours have developed a dark side, which is in conflict with the principles of the Network Africa model. These practices are not discussed in this text. It is noted that post-compiling this section on The Dark Side of Power, the company now has fully integrated policies and programmes where the entire global structures are aligned in this critical aspect of the company’s operations.

Guiding Transition The transition process experienced in the application of the Network Africa concept has been guided by ‘going for leverage’ through setting goals and achieving them, treating change as a learning, and ensuring discipline in an environment where the two countries are coming out of years of social upheaval and dramatic change. This is a very difficult task, when the coping mechanisms in those value systems are, in many cases, at the bottom of the


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spiral of change—survival. The importance of ‘being in it for the long haul’ is critical in the case of racial transformation in South Africa and building up a destroyed economy in Mozambique.

Cynics, Victims, and Bystanders During the time that the concept of Network Africa has been developing, a number of cynics, victims, and bystanders have expressed themselves as having problems with their environments or change process interventions. In many cases, involving them and listening to them highlighted the key to a successful implementation to the change process. We only have to look around us to see the victims in Africa. There is, therefore, a moral accountability to utilise the energy of these people to build up our continent.

Leadership Leadership is the fundamental factor that has ensured the success of Network Africa or any other change process intervention. The profile that characterises a leader includes the following: s s s s s s

0RINCIPLE CENTREDPERSON 4RUTH !BSOLUTEVALUES .ON VIOLENCE /PERATIONALISINGABSOLUTEVALUES (UMANGROWTHEARNINGCREDIBILITY

The leadership shown at a company brewery, with the general manager at the helm, went a long way in setting an environment where many of the principles of Network Africa were applied. The composition of the plant executive committee back in the mid-nineties was a balanced group

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of black and white managers and a woman. This set the tone for the application of the same principles of Network Africa in the QA department by the QA manager in the implementation of manufacturing, quality, and production programmes. Leadership characteristics were shown through the following: s 1!POLICYPROMOTEDABSOLUTEVALUESOFTRUTHANDNON VIOLENCE s )MPLEMENTATION OF THE MARKETING SERVICES DEPARTMENT STARTED BY the QA department ensured an effective interface with customers and consumers. s 4HEDEVELOPMENTOFTHECONCEPTOFDUEDILIGENCEASSUREDTHATALL customer complaints were analysed in a systematic and professional manner, relating these back to the production processes. This ensured continual monitoring of incidents with a view to improving quality of product and services. s )NTEGRATION OF THE FIRST FEMALE BLACK BREWING TECHNOLOGIST AND first male black packaging technologist at the company in the QA department. During the building up of Maputo Brewery, leadership qualities were practised by the plant manager and encouraged in his all-Mozambican management team, speaking their language. The successor, a Mozambican national, has applied and continued with the same leadership qualities.

Network Africa: Review of Africa, India, and China The review of the experiences in Africa, India, and China with respect to the factors that relate to the Network Africa process above can be summarised as follows: Africa is influenced by very distinct cultural roots from the north to the south.


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s .ORTHERNSTATESHAVEASTRICT-USLIMCULTURETHATDICTATESALLASPECTS of life and business with strict codes based on their religious beliefs. s 3UB 3AHARAN AND CENTRAL !FRICA ALTHOUGH HAVING STRONG !FRICAN roots and traditions, are still influenced by past connections with colonial interventions from France, Belgium, Spain, Italy, and England. This makes communication a challenge as these Africans strive to build a new culture, taking the best from their roots and their past colonial powers. s 3OUTHERN AND 3OUTH !FRICA ALSO HAVE STRONG !FRICAN ROOTS AND cultures and are also influenced by their past years living with European colonialists or settlers from Muslim countries, Germany, Portugal, Holland, and England. These countries have strong African influences that in themselves are different, depending on their tribal background. These differences make for a complex system, which makes communication a real challenge. However, my experiences in all these countries during my business travels and in the Institute of Brewing and Distilling have shown that there is a very strong common drive to apply the processes of Network Africa, or similar ones, to achieve a common goal based on ‘delivering results on the continent of Africa by networking with all available resources’. India has very strong roots based on the influence of different cultures that have left their mark through the ages. These cultures have brought with them different religious beliefs, which have influenced people’s attitudes and behaviour, which, in turn, have, in some cases, resulted in conflict and division of the country, prompted by partition. To this day, the deep religious beliefs are a positive influence on the character of the people, but at a socio-political level, conflict still exists in some areas. My experiences in this complex system convince me that the processes as applied in Network Africa will result in ‘delivering results in India by networking with all available resources’.

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China has a very deep-rooted cultural heritage. The influence of communism has brought to this country a socio-political discipline that, for many years, was considered negative. However, the progress of China as a world power has made many to look differently at this country and its people. My experience in China and Hong Kong since 1979 has shown me that its people have a balance between deep cultural beliefs and behaviour, as well as discipline that communism instilled into the country through Chairman Mao and his successors. This country is very disciplined in work and social environments. Communication networks such as roads, railways, airways, and information systems are reliable. Hotels and restaurants are well organised and offer high quality of service and food. Businesses are well run and able to meet any level of specified quality. Their management styles are strongly influenced by Chinese education and culture, but they are keenly aware of Western requirements and standards. One gets a sense that, despite the enormity of China, we are dealing and communicating with one country without the extreme complexities one sees in Africa and India. Although some of the communications are done through translators, the non-verbal messages are clear: China is aligned to all the processes of Network Africa and is ‘delivering results by networking with all available resources’. In all these countries, one will find cynics, victims, and bystanders who will give reasons why failures will happen. This is precisely why we stress the importance of including these people in the process of change so that they contribute to its success, rather than destroy it for their own benefits.

The Questions That Now Need Addressing 1. Is South Africa going the way other African countries have gone into decline? As P Chabal and J. P. Dalolz say in Africa Works: Disorder as Political Instrument, ‘Where disorder has become a resource, there is no incentive to work for a more institutionalised ordering of society’. 2. Do we believe we can win, change our attitudes, activities, and behaviours as we track group maturity? 3. Does the proposed Protection of State Information Bill pending signature by the president of South Africa curtail the liberties of free expression in this country?

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Figures Fig. 1. Fig. 2. Fig. 3. Fig. 4. Fig. 5. Fig. 6. Fig. 7. Fig. 8. Fig. 9. Fig. 10. Fig. 11. Fig. 12. Fig. 13. Fig. 14. Fig. 15. Fig. 16. Fig. 17. Fig. 18.

Rio Tinto Mining Sector SWOT Analysis on Mining Sector Mining Life Cycle Taj Mahal, Agra, India Weighing of the Heart: The Final Judgement. On papyrus with CLUETT in the cartouche. Network Africa—Global Map Map of China Noisy Traffic in India Energy Sources in India Indian Factory Team Promoting Science, Technology, and Innovation in South Africa Stainless Steel in the Brewing Industry Steps in the Management of Qualifications The Bee Viewed in Different Ways Mind Map of Apiculture Scoring Matrix and Numerical Evaluation Graphic Representation of Basic, Secondary, and Tertiary Functions to Ensure Continuity of Apiculture Network Africa: Flexibility to Change

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Bibliography Barber, S. ‘Washington Letter’, Natal Mercury (March 4, 1986). Beck, D. E. and Cowan, C. C. Spiral Dynamics, Blackwell Publishers Inc.138 Main Street, Cambridge, Massachusetts, 02142, USA, 1996, ISBN 1 55786 940 5. Canilla Family History, Unpublished Family Tree by Rosemarie and Gonzalo Cluett (2007). Chabal, P. and Daloz, J. P. ‘Africa Works: Disorder as Political Instrument’ (The International Institute, 1999). Cluett, J. ‘A Discipline for SA Management—Value Engineering’ (Engineering News, 1986). Cluett, J. ‘The Application of Value Engineering in the Optimal Utilisation of Resources’. Paper presented at MINFIN 86 Conference organised by the Trust Bank of Africa, July 1986. Cluett, J. D. ‘The Brewing Industry and Its Support Infrastructure in Central and Southern Africa, United Kingdom, Germany, and the Americas’. Proceedings of the Third Scientific and Technical Convention, Victoria Falls, Zimbabwe, 3-7 March 1991.

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Cluett, J. D. ‘Cleanability of Certain Stainless Steel Surface Finishes in the Brewing Process’. Dissertation for M.Phil. Mechanical Engineering at Rand Afrikaans University, Johannesburg, South Africa (April 2002). Cluett, J. and Du Toit, M. ‘Magnificent Seven Tempt the Judges’, Brewer and Distiller International (November 2011) and The Institute of Brewing and Distilling. Cluett, J. D. and Maule, L. D. ‘Brewing and Distilling Training and Development—IBD Africa Approach’. Institute of Brewing and Distilling, Proceedings of Tenth Scientific and Technical Convention, Sun City, South Africa, 6-11 March 2005, pp. 88-93. Cluett Family History, Unpublished Family Tree by Rosemarie and Gonzalo Cluett (2007). Department of Mineral and Energy Affairs. ‘South Africa’s Mineral Industry: 1995/96 and 1997/98’. Hacking, H. and Cluett, J. D. ‘Corrosion in a Brewery Environment’. Fourth South African International Corrosion Conference (Johannesburg, 1985). Mace, H. The Complete Handbook of Bee-Keeping. Ward Lock Limited, 82 Gower Street, London, WCrE 6EQ, London, 1976, ISBN 0 7063 6335 3. McCullough, C. A Creed of the Third Millennium. Macdonald and Co (Publishers) Ltd, Maxwell House, 74 Worship Street, London EC2A E2N, 1985, ISBN 0 356 12051 1


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Miceli-Farrugia, M. Europe’s Oldest Civilisation: Malta’s Temple Builder. Sourced through Google search. www.mlongo.net/files/europes_oldest_ civilization.pdf Mitchener, J. A. Texas. Random House Publishing Group, USA, 12 June 1987, ISBN 0 436 27969 X Muir, T. E. Stonyhurst College, 1593-1993. James and James (Publishers) Limited, 75 Carleton Road, London N7 0ET, 1992, ISBN 0 907383 32 7 Narang, G. N. Glorious Hinduism (New Delhi: New Book Society of India, October 1966). Poggiolini, D. ‘You can go up or down, African mining industry told’. Interview of John Cluett by David Poggiolini in Mining Weekly (May 19-25, 2000). Ramirez Copeiro del Villar, J. Espias y Neutrales: Huelva en la II Guerra Mundial. Printed by Imprenta Jiménez, S.L, Huelva, Spain, 1996, ISBN 84 605 4819 8 Salkield, L. A Technical History of the Rio Tinto Mines: Some Notes on the Exploitation from Pre-Phoenician Times to 1950s (London: The Institution of Mining and Metallurgy). Salkield, L. Rio Tinto and River (Unpublished, 1974). Sammut, E. The Saga of Simonds Farsons Cisk (Malta: Simonds Farsons Cisk Ltd, 1988).

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SAQA (South African Qualification Authority). Criteria and Guidelines for Assessment of NQF Registered Unit Standards and Qualifications: Policy Document (October 2001). Sunter, C. The High Road: Where Are We Going? Tafelberg Publishers Ltd, Ext 28 Wale Street, Cape Town, and Human and Rousseau (Pty) Ltd, State House, 3-9 Rose Street, Cape Town, South Africa, 1996, ISBN 0 624 03327 1 Wikipedia, the free encyclopedia, ‘Ancient Egyptian Religion’. Wikipedia, the free encyclopedia, ‘Hinduism in India’, ‘Islam in India’, ‘Islam in Pakistan’, and ‘Mozambique Civil War’.

Summary of the Book This book is organised into four chapters that are interrelated as a thread that runs through my seventy-year life as a person and as a researcher on the topics that are dealt with in the corresponding parts in the body of this book. I do not claim any exclusivity to any of these learning that have been researched and published by me, as it can be seen in Bibliography, but I have given them to the readers so that they may apply them and add value to their own lives and business scenarios. I also stress the importance of cultural beliefs and gender issues, as they are key to effective communication and peace. Chapter 1 traces my life in Spain during the civil war and World War II at Rio Tinto and my schooling at Stonyhurst College, a traditional Catholic school. I married in Malta and had two children. It ended in separation and divorce, leading to my living apart from my children. The scenario of my family in South Africa outlines the marriage and establishment of a peaceful and secure home environment and eventually being reunited with my family in Malta. Chapter 2 describes my fifty-year career in brewing industry with experiences in Malta, Denmark, India, USA, Canada, Spain, China—Hong Kong, Mozambique, and South Africa. The political changes in South Africa in 1994 brought with it many challenges to integrate the previously disadvantaged majority of people into equal living, working, and educational standards and conditions. Business travel to various parts of

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the world required ongoing communication with local and business people to forge relationships that have lasted over the years. Chapter 3 deals with the social, religious, and political scenarios in Spain, during the civil war and World War II, in India, and in South Africa, and how these affected the working environments. Chapter 4, Network Africa—A Complex System, originally documented by me in 1991 as a holistic communication system for the brewing industry, describes a process of change that can be applied in many complex systems across social and business environments.

Index

A Acting Head Brewer 30 Agra 27, 39 Ahmedabad 39, 41 AIDS 64 ANC 62 Angola 11-12 apartheid regime 62 Apiculture, Mind Map of 56, 89 Assistant Brewer 30 Aurangabad 39 B Beck and Cowan 32 Black Empowerment and Equity (BEE) 63 Black Management Forum 63 Botswana 11 brewing industry 30-2, 42, 47-8, 81 British 11, 20, 61

C Canada 14, 31, 95 Canilla, Gonzalo (bishop) 18 Canilla, Maria Lourdes del Rosario 13, 17 Canilla, Sebastian 17 cartouche 28 Catholic 18, 21, 26, 60 Catholicism 18, 60 Cervejas de Mozambique SARL (CDM) 33 Chairman 42 change model 80 China 27, 36-7, 84, 86 Chinese 32, 36-7, 39, 86 civil war 18-19, 33, 60 Cluett 13, 17, 48 Cluett, Carlos 5, 25-6 Cluett, David 25-6 Cluett, Doreen 5, 26 Cluett, Gonzalo 17 Cluett, J. D. 48

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Cluett, Monica 25 Cluett, Rosemarie 17, 92 Cluett, William John 13, 17 Columbus, Christopher 22 Columbus Stainless (Middleburg Steel and Alloys) 45-7 communism 60, 86 cow dung 39 Critical Thinkers 79 Cynics, Victims, and Bystanders 83 D Dark Side of Power 82 Delhi 39 Democracy 71 Denmark 31 Diaspora Africa 72

G Gibraltar 17-20 Global Megatribes 71 Glorious Hinduism (Narang) 61 Guidelines 76 Guiding Transition 82 H Hard Systems 69, 80 Hindi 36 Hindu temple 41 Hinduism 61, 93-4 Hitler, Adolf 19, 60 Hong Kong 32, 36, 86, 95 Huelva 17, 19 Human Dynamics of Large System Change 80

E I Egypt 27 Egyptian culture 28 England 13, 17-18, 21, 26, 85 English 11, 18, 21, 35-7, 53 F facilities 69-70, 73, 80 Fascist 13, 19, 60, 62 FoodBev Sector for Education and Training Authority (SETA) 42 Franco, Francisco (general) 19, 60, 62

IBD Africa section 42 India 15, 27, 31, 36, 39, 41, 61, 84-6, 89, 94-6 Information Systems 66 Information Technology 65 Institute of Brewing and Distilling (IBD) 42, 50-1 Integrated Management Process (IMP) 77 intervarsity beer competition 42 Islam 61, 94


J Jaipur 39 Japan 36 Jesuit 21-2, 26 Justification of the Model 78 K King Solomon’s temple 22 Knights of Malta 30

Master in Philosophy in Mechanical Engineering 42 Maule, L. D. 48 Miceli-Farrugia, Anthony 30 Middleburg Steel and Alloys 46-7 mining industry 23-4, 93 Minorca 17 Morocco 20 Mozambique 33, 35, 76-7, 79, 81-3, 95 Mumbai 39 Mussolini, Benito 19, 60

L L. Farrrugia & Sons 30 labour unions 31, 63 Leadership 34, 83-4 legislation 14, 48-50, 63 Lloyd (Doreen’s son) 5, 26 Lourdes 18-19 M Madrid 20 Malta 14, 25-7, 29-30, 95 Mandela, Nelson 62 Map of Change to the Organization and Beyond 79 Maputo 33-4, 76-7, 84 Marikana 24 market 69-70 Marquis Scicluna 30

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N Narang, Gokul Chand: Glorious Hinduism 61 National Qualifications 14 National Resources 14, 45 Neolithic period 29 Network Africa 13, 79-80, 82-6, 89 network topology 67 Noah’s deluge 22 O Objectives 75 Outputs 78 P Palos 22 partition 61, 85 personnel 33-4, 64, 69-71, 80

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plant manager 33, 76, 84 political scenarios 60 Portuguese 33 power 80, 82 profile of role models 76, 80, 83 “Promoting Science, Technology and Innovation in South Africa” 44, 89 Pune 39 Pyramids 27 Q Quality Requirements 79 R Rand Afrikaans University 42 Reconstruction and Development Programme (RDP) 62 religious 60, 85 Republic 30 Rhodes (Doreen’s son) 5, 26 Rio Tinto Company 17-18, 22 Rio Tinto Mines 14, 22, 93 Role of Women and Gender Values 71 Roman Empire 22 Rugby 17 S SAB International 33 SAB Ltd 32-4, 42, 45-7

SABMiller 5, 32, 70 schooling 13, 21 Second Brewer 30 Shanghai 38 Simonds Farsons Cisk Limited Brewery (Farsons) 30 Social 60 soft systems 80 South Africa 14, 22, 24, 31-3, 42-3, 45, 48, 50, 62-3, 77-8, 85, 89, 92, 95-6 South Africa mining sector 14 South African Qualification Act 48 South African universities 42 Spain 13-14, 19-22, 31, 60, 95-6 Spanish 18, 20-1, 33, 35 St. Mary’s Hall 21 stainless steel 45, 47, 89 Stonyhurst College 13, 21, 93, 95 Strategic Profile 80 Strengths 76 stress corrosion cracking (SCC) 46 support infrastructure 70 SWOT (strengths, weakness, opportunities, and threats) 23-4, 89 T Taj Mahal 27, 89 Tangiers 20 2M brewery 33


U ubuntu 62, 72 University of The Witwatersrand 42, 46 USA 31, 95

101

W Weighing of the Heart: The Final Judgement 28 wind energy 39 World War II 18-19, 30, 95

V Z Value Engineering 55, 77, 91 value system 32, 34, 80, 82 Visiting Adjunct Professor 42

Zambia 11 Zimbabwe 11-12, 64, 91

This book has four parts. Part 1 traces my life in Spain during the Civil War and World War 2. Part 2 describes 50 year career in brewing industry in Malta, Denmark, India, USA, Canada, Spain, China – Hong Kong, Mozambique and South Africa. Part 3 deals with the social, religious and political scenarios in Spain, India and in South Africa. Part 4 Network Africa – A Complex System, originally conceived by me in 1991, describes a process of change. Born in Gibraltar on 1st March, 1938 during the Spanish Civil War and just before the start of World War II. Lived in Rio Tinto, Spain. Educated at Stonyhurst College, Lancashire, England (1948 – 1956). Career in brewing, worked for 50 years in this profession in Europe, India, China – Hong Kong, USA, Canada, Latin America and Africa, as well as visiting many other countries over the years. Graduated in 2002 from the Rand Afrikaans University, South Africa with M. Phil. degree in Mechanical Engineering. Authored or co-authored 26 publications on research work undertaken over 30 years. Chairman: Institute of Brewing and Distilling, Africa Section (2006 – 2008). Visiting Adjunct Professor: University of the Witwatersrand, Johannesburg, South Africa (2010 – 2011).

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