'My style of management is open and participative. It is critical that everyone from top to bottom contributes openly and positively towards the success of the business'

MIKE HANKINSON, managing director designate of BTR Dunlop, is sorry that he is leaving troubled textile manufacturer Romatex after 20 years, especially at a time when the Cape-based company is beginning to resolve its problems.

"It's not an easy change of life and a difficult time to leave. However, it's an opportunity for Frame, the controlling shareholder, to introduce its own style of management," he says.

Nevertheless, he is happy at the prospect of heading BTR Dunlop, which manufactures and markets rubber products, in particular Dunlop tyres.

His appointment, to replace Brian Crowther, who was temporarily seconded to the UK parent company, takes effect in May. It brings with it exciting challenges for Hankinson.

"I am happy about the opportunity to move into a different industry and to take up the challenges of a different sector."

Hankinson adds that his experience in the tough textile environment should prove invaluable.

"I am lucky to have risen through the ranks in all areas at Romatex, including experience in the automotive division. To that effect I have some knowledge of the industry," he says.

He brings to BTR Dunlop a "style of management that is open and participative. It is very critical that everyone within an organisation, from top to bottom, contributes positively and openly towards the success of the business."

This is a cliché, and Hankinson acknowledges how simple it is to make the comment, yet it remains difficult to implement.

An equally important prerequisite for global competitiveness, Hankinson believes, is the need for investments in capital and training - he regards training as "necessary for the long-term success of South African business".

He cites two major achievements in his life - the "good relationship" with unions that he was able to build over a period of years, and bringing together both the textiles and clothing federations on issues of common concern after years of public mud-slinging.

He cites illegal imports, new tariff measures and global competition as the challenges that face BTR Dunlop and its competitors in the industry.

Hankinson comes to the group at a time when it is expanding.

Last year Dunlop acquired a majority shareholding in Dunlop Zimbabwe and Dunlop Zambia, a 38% stake in National Tyre Services, a 25.2% interest in Dunlop Nigeria and the Dunlop trademark in about 70 countries in Africa, central America and Malaysia.

Hankinson says the challenge is to build on the opportunities presented by these acquisitions. The group expects turnover to increase "materially" as a result. Last year Dunlop reported a t 4% increase in turnover to R835-million. Attributable income was up 10% to R80.9-million and earnings a share rose to 65c (61c).

Hankinson is past president of the SA Textile Federation, a member of the South African Wool Board and is currently a director of the International Wool Secretariat.

After high school, he completed a B Comm degree at the University of Natal. He served his articles with Deloitte and Touche and qualified as a chartered accountant in 1974. He joined Romatex in 1976 and worked his way up to MD.

After seven years in the Cape, he is looking forward to living in Durban again.

Thabo Kobokoane

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