{"id":245451,"date":"2018-05-18T07:33:46","date_gmt":"2018-05-18T05:33:46","guid":{"rendered":"https:\/\/businesstech.co.za\/news\/?p=245451"},"modified":"2018-05-18T07:34:07","modified_gmt":"2018-05-18T05:34:07","slug":"inside-the-steinhoff-meltdown","status":"publish","type":"post","link":"https:\/\/businesstech.co.za\/news\/business\/245451\/inside-the-steinhoff-meltdown\/","title":{"rendered":"Inside the Steinhoff meltdown"},"content":{"rendered":"
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Until December, Heather Sonn was running a small investment firm in Cape Town. Then an accounting scandal erupted at Steinhoff International Holdings NV and she was tapped to chair the board.<\/p>\n

The 46-year-old says she accepted the non-executive role because she felt a duty to those affected by the crisis, which has wiped more than 95% from the share price. She also realized it was the kind of opportunity that doesn\u2019t come along very often.<\/p>\n

\u201cWhen things are broken, I want to fix them,\u201d Sonn said in an interview at Steinhoff\u2019s headquarters in Stellenbosch, South Africa.<\/p>\n

\u201cIt was clear it was going to take a heck of a lot of time and I would have to step out of other formal roles as this was going to be an immersion.\u201d<\/p>\n

Six months on, Sonn, who has likened the embattled retailer to a burning building, is still in firefighter mode. The owner of Conforama in France, Britain\u2019s Poundland and Mattress Firm in the U.S. arranged new credit lines for units in those countries in January and has raised some $2 billion selling assets to stay afloat.<\/p>\n

The next big test for Sonn and her newly established board comes Friday:\u00a0a meeting with lenders to start working toward a restructuring of more than 10.4 billion euros ($12.3 billion) of debt.<\/p>\n

Nor is there an end in sight. An audit of Steinhoff\u2019s books by accountants at PwC may drag on until the end of the year. Investigations are under way across several countries. And billion-dollar legal claims are arriving, including shareholder class-action cases in Germany and the Netherlands. Even Sonn\u2019s predecessor as chairman, billionaire Christo Wiese, is suing, for about $4.8 billion.<\/p>\n

Sonn isn\u2019t a newcomer to Steinhoff\u2019s supervisory board. She joined in December 2013, four years before the crisis erupted. Her name was put forward by her father, Franklin Sonn, an anti-apartheid activist and former ambassador to the US who served as a non-executive director at the company for more than a decade.<\/p>\n

Heather had done her undergraduate studies at Smith College and earned a graduate degree in international business from Georgetown. Her\u00a0experience included stints at Merrill Lynch & Co, Sanlam Investment Management and Barclays Plc.<\/p>\n

In joining Steinhoff\u2019s board, she says she was keen to understand how South African companies with large, global businesses worked. Now she\u2019s getting a crash course.<\/p>\n

\u201cThis is the best experience I could ever gain from work, but I just hope I never have to apply it all again,\u201d said Sonn. Seated in a wood-paneled board room with a\u00a0painting of a derelict building almost covering one wall, she was personable and focused. She said she\u2019s not the only one who\u2019s working hard, and praised the efforts of the revamped board and management team.<\/p>\n

Her most frightening moment occurred just before the crisis began, when chief executive officer Markus Jooste failed to turn up for a key meeting with directors in early December.<\/p>\n

\u201cWe were aware that Deloitte had raised questions, but they were being dealt with,\u201d Sonn said. \u201cWhen I arrived I could see from the mood that it was serious, but I was still expecting Jooste to show up. Hearing that he wouldn\u2019t was terrifying as I then knew something was seriously wrong.\u201d<\/p>\n

Jooste, who\u2019d led Steinhoff on a decades-long acquisition spree that turned it into one of South Africa\u2019s biggest companies, quit on Dec. 5. Less than two weeks later, Wiese had also stepped down.<\/p>\n

Since taking over as chairwoman, Sonn has been spending up to 14-hour days wading through the consequences. Her fluency in Afrikaans, the primary language used in the Stellenbosch area, has undoubtedly helped. Even so, compared to the previous, largely homogeneous board, she stands out.<\/p>\n

Some stakeholders would prefer a chairman with deep experience managing large, global corporations. For them, it\u2019s impossible to compare a relative unknown like Sonn to Wiese, who\u2019s spent five decades building and running companies. For others, such as The Public Investment Corp, Steinhoff\u2019s largest investor, mixing up South African boards is exactly what\u2019s needed.<\/p>\n

Steve Booysen, who\u2019s been a Steinhoff director since 2009 and heads the audit and risk committee, describes Sonn\u2019s style as consultative, calm and \u201cfirm at the right time.\u201d<\/p>\n

\u201cYou can have all the qualifications, with 20 years accounting experience, and nothing can prepare you for this,\u201d said Graeme Korner, a fund manager at Johannesburg-based Korner Perspective.<\/p>\n

\u201cThe best credentials you can possibly have are a mindset of saying let me try to make the best of this lousy situation, be as honest and open as possible and try and limit the fallout.\u201d<\/p>\n

Still, investors who\u2019ve had their trust in the company shattered are asking why no one on the board, Sonn included, spotted the problem much earlier.<\/p>\n

\u201cThere must have been a lot of smoke,\u201d said Mark Hodgson, a Cape Town-based analyst at Avior Capital Markets.<\/p>\n

\u201cWhat key actions had the board taken to convince themselves that all was okay?\u201d<\/p>\n

Wiese, 76, told South African lawmakers in January that news of the irregularities came as a \u201cbolt from the blue,\u201d and that detecting fraud is very difficult for board members, especially if the CEO is involved, as has been alleged in the case of Steinhoff.<\/p>\n

Sonn said that great efforts had been made to keep things hidden, describing the scandal as \u201cthe worst thing that could have happened on our watch.\u201d<\/p>\n

Now, in trying to set things right, she has to decide how to define success, no simple task in a situation that\u2019s unlikely to have a happy ending for anyone involved\u2014not investors, creditors or employees.<\/p>\n

\u201cFor me, what that looks like is all stakeholders are dealt a fair outcome,\u201d she said. \u201cWe have to uncover all wrongdoing and pursue the guilty. And then at the same time, so far as possible, try and prevent job losses, make good on our commitments with regards to lenders and, as far as we possibly can, protect or recover some value for shareholders.\u201d<\/p>\n

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Read: Steinhoff hits new low as investigation shows accounting mess is bigger than previously thought<\/a><\/strong><\/p>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

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