ࡱ> ;=: $bjbjVV A4<< ::}}}}}8,).     $Wj}}}  $$$F} } $$$$ @ԶkA*$0)$c*c$c}$p$)c: C: Citation: Derek Edward Cooper for D Laws (Honoris Causa) Born in 1940, Derek Edward Cooper attended Jeppe Boys' High School in Johannesburg. He obtained a Certificate in the Theory of Accountancy (recognising both his attainment of the required academic credits and the completion of articles with an accounting firm) in 1962 from the 91Ƭ, and qualified as a Chartered Accountant. During the first 30 years of his career Cooper was a hands-on manager who displayed very strong people skills together with an exceptional business intellect. He managed various businesses, establishing himself as a leading thinker in facilitating and structuring major mergers and acquisitions. He joined Barlow Rand Limited in 1964 holding various positions and culminating in his appointment as Vice-Chairman and Managing Director. In this capacity, Cooper was instrumental in growing Barlow Rand into one of South Africa's largest companies, with interests across the globe, including one of Barlow's most successful international acquisitions, the Caterpillar franchise in Spain and Portugal. During this time, he was invited to join the board of Old Mutual, Barlow Rand's major shareholder. Here, he was a part of the team that drove the decision to demutualise Old Mutual, an unprecedented and certainly a landmark transaction. Cooper has always been deeply engaged with the nexus between business development and broader social development in South Africa. Importantly, in this regard, he demonstrated - and demanded from others - a strong empathy and understanding of the social, political and historical context of South Africa. As examples of this engagement, Cooper was directly involved in the acceptance of the Sullivan Principles by the South African corporate world - an event that marked the start of establishing racial equity in the workplace, and the early recognition of black trade unions which were outlawed at the time. He maintained this effort through his chairmanship of IBM South Africa and as a member of the IBM Europe board by initiating and participating several initiatives aimed at social and business bridge- building in South Africa. Cooper's deep concern about the social and economic impact of apartheid led him to become actively involved in the Urban Foundation. He served on its board and that of its successor organisation, the National Business Initiative. During his membership of the Urban Foundation, the organisation played a pivotal role in the abolition of the "Pass Laws" and the granting of property ownership rights to black South Africans. As Chairman of Business Leadership South Africa he helped to reposition the organisation in a way that doubled its membership and enhanced its credibility with government. In keeping with his vision, Cooper was a key driver of related business organisations and partnerships with government such as the Business Trust, Business Against Crime and JIPSA. Much of his persistent effort was decidedly unglamorous and required a long-term perspective that was sustained by his insight, patience and a healthy sense of humour. Most corporate leaders would agree that the current reputation of Business Leadership South Africa is in no small measure due to his leadership. Cooper's contribution to the functioning of public company boards has also been significant. He served on the initial board that oversaw the conversion of South African Railways and Harbours into the present commercialised Transnet. During the 1990s, he also served on the Industrial Development Corporation board, helpinq to guide this orqanisation to a corporate culture more focused on the development needs of the rapidly evolving new South Africa. During this period, he was part of the team that advised the new Government of South Africa on the likely social and economic impact of the scrapping of the apartheid government's Decentralisation Policy. He became a member of Council of 91Ƭ in 1990 and served in that capacity until 2009. On occasion he acted as the Chairperson of Council. Council appointed him immediately to both its Finance and Audit Committees and he assumed office as the chairperson of both of them. He chaired the Finance Committee for 17 years. Many of these years were stringent and financially difficult. His long term commitment to 91Ƭ characterises his approach to life - he stays the distance and does not give up in the face of adversity. In parallel to his 91Ƭ service, he also spent several years on the Advisory Council of IMD, the Swiss Business School. More recent were his appointments as Chairman of Liberty Life in 1999 and Chairman of Standard Bank in 2001. During 1999, Derek was asked by the Board of Standard Bank to lead their defence against a hostile takeover bid by a rival bank. The defence lasted nine months and stands as the largest and most difficult such battle in South African commercial history. The brilliance of Cooper's strategy, together with the integrity of his leadership of the defence, has been acknowledged by his peers in the corporate world and has been documented as a case study for the Harvard Business School. Perhaps Derek's most remarkable business achievement was in co-leading and guiding the Standard Bank group through the complex process of introducing a Chinese strategic partner and 20% shareholder. This led to ICBC, the world's biggest bank, making the largest foreign investment ever made by a Chinese company anywhere. In this case, his contribution was of tremendous importance, both symbolically and economically for the African continent. During this time, Cooper ensured that Standard Bank became a signatory to the Equator Principles. These principles govern financing. They require only funding developments that are designed to be socially responsible and reflect sound environmental management practices. By doing so, negative impacts on project-affected ecosystems and communities are avoided where possible, and if these impacts are unavoidable, they should be reduced, mitigated and/or compensated for appropriately. Derek has also played an active role in guiding the top management at Standard Bank in matters of racial equity, redress and transformation. Standard Bank is highly regarded for the number of senior black executives who have risen to the top of the organisation, with the percentage of black managers growing from 24% in 2001 to 53% by 2009. His contribution in this area extended beyond Standard Bank through his work in the development and adoption of the Financial Sector Charter. At the time, this Charter was a groundbreaking initiative in corporate South Africa. Cooper served a nine-year term as Chairman of Standard Bank, over a difficult period in the 150-year history of the Bank. There is no doubt that his leadership helped to deal with the challenges and indeed to grow a successful international business model from a South African home base. In recognition of Derek Edward Cooper's intellectual contribution to the development of business leadership, his critical engagement and positive contribution to financial and social transformation in South Africa and for his enormous and generous voluntary contribution to the work of the Council at this University, it is appropriate that the 91Ƭ bestows on him the Doctor of Laws Honoris Causa degree.      9:oqH I R S o q W Y * + S T ^ ` g o p " $ C I t u ?AŶŧŧŧŧśŧŧŧŧŧŌŧŧŧŌŶŧŧśśŧŧŌŧhh`>B*CJaJphOOOhCB*CJaJphhh`>B*CJaJphhh`>B*CJaJph777hh`>B*CJaJph*hh`>5>*B*CJRHi\aJph*hh$5>*B*CJRHi\aJph7: C /]e0"}} $da$gd@' $d a$gd@' $da$gd@' $da$gd@' $da$gd@' $d a$gd@' $da$gd@' $da$gd@' $da$gd@' $d(.a$gd@' AABQSIKcdop68uv  hh`>*䴳>*䴳777#*䴳>*䴳󰿰C*䴳>*䴳>*䴳< @Ajl BCVX[a=>hAB*CJaJphhh`>B*CJaJphhh`>B*CJaJphBBBhCB*CJaJphhh`>B*CJaJph777hh`>B*CJaJphhh`>B*CJaJph9NPdf    D F ` b !! 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