6 Ways to celebrate your cleaners this “Thank You Cleaner Day” In the world of work, cleanliness is like oxygen – essential, yet often unnoticed until it’s absent. Just as an exceptional experience at a 5-star hotel can be undone by a single unkempt room, a company’s reputation can be tarnished by overlooked dust or grime. And, in social media, one bad experience can go viral, potentially impacting the bottom line.   According to Jeffrey Madkins, Marketing Manager at Unilever Professional, cleaners play a vital yet often underappreciated role. “Their work may go unnoticed when done well, but its absence speaks volumes. And, a spotless office isn’t just about aesthetics; it’s a reflection of a company’s attention to detail and respect for its employees, guests and customers. It’s the silent ambassador of a business’s standards and values, quietly influencing perceptions and experiences every day.” Furthermore, studies have shown that a tidy workspace can reduce stress levels, improve focus, and even boost creativity. In customer-facing settings like restaurants and hotels, a clean environment has been linked to increased consumer spending and brand loyalty. Given their remarkable impact, it’s clear that cleaning professionals aren’t just maintaining spaces – they’re actively contributing to employee wellbeing, productivity, and business success, truly making them the unsung heroes at the heart of most organisations.   And, their jobs aren’t easy either. “Often the first to arrive and last to leave, their job is physically demanding. They spend long hours on their feet – standing, walking and cleaning – and this often leads to physical strain. Plus, irregular hours mean that it’s tough to maintain regular personal and family routines. Yet, they work hard, persevere and their dedication is evident in the spotless environments they create, day after day,” Madkins shares. Madkins recommends six ways that you can show your appreciation for your cleaners and set them up for success every day, not just on ‘Thank Your Cleaner Day’.   Invest in Your Cleaning Staff: Consider offering your cleaners a small bonus to show the value you place on their essential work. Financial recognition will not only make them feel loved and appreciated but will also help retain these skilled professionals.   Provide Comprehensive Training: Keep your cleaners up-to-date on new cleaning methods, products, and safety rules. This will help increase their confidence and improve their satisfaction at work.   Supply the Right Products: Make sure that they have access to high-quality, eco-friendly cleaning products, like those from Unilever Professional. This will not only make their job easier and keep your environment cleaner for longer, but it will also help keep them safe.   Recognise and Appreciate: Remind your team to regularly acknowledge your cleaning staff’s efforts through simple handwritten thank-you notes or even awards.   Prioritise Health and Safety: Implement measures to protect your cleaners’ well-being, such as providing proper protective equipment and scheduling regular health check-ups.   Offer Career Development: Create pathways for advancement within the organisation, allowing cleaners to grow professionally and take on leadership roles.   The reality is that whilst technology such as Robotic cleaners and AI-powered scheduling systems can enhance efficiency, the human touch in cleaning is irreplaceable. “I believe that recognising cleaners’ value improves their work satisfaction and enhances overall workplace hygiene,” he adds. “So, the next time you enter a spotless office or hotel room, take a moment to appreciate the person behind that cleanliness. A simple ‘thank you’ can brighten their entire day – just as they brighten ours with their work.”   Unilever Professional offers a range of solutions designed to enhance effectiveness and efficiency, contributing to a healthier, more productive work environment for all. For more information about Unilever Professional and their range of cleaning solutions, visit: www.unileverprofessional.co.za

A Recipe for Success in Family Businesses For many family businesses, the decision to appoint a non-family CEO can be a daunting one, especially as the business is often built on the blood, sweat, and tears of generations of family members. As family businesses grow and evolve, the need for the best person with the right skills and experience to lead the business becomes increasingly important and may require the appointment of a non-family member as the CEO. At the recent KPMG Private Enterprise South Africa family business conference, in partnership with KZN Top Business and supported by Cox Yeats Attorneys, a prominent non-family family business leader of a fourth-generation family business shared their insights on how to make the transition from a family to a non-family CEO a success.   The chairperson of the board of the family business is a third-generation family member, who transitioned out of their CEO role. The fourth generation of the family are currently working in the business, at management level.   Here are some of the key takeaways from the presentation and discussion with the conference delegates (which included other prominent South African family businesses):   The pioneering founder’s guiding vision is paramount The founder’s vision is the foundation upon which the family business is built. It is essential for the non-family CEO that they understand and respect this vision, and they ensure that all decisions are made with reference to it, while allowing them to bring their views, based on prior experience outside the family business. This has helped to ensure that the business continues to grow and thrive in accordance with the family’s shared purpose.   Phased autonomy from the family to the non-Family CEO The transition to a non-family CEO should be a gradual process. The previous family CEO (now chairperson) gradually relinquished control over the day-to-day operations of the business, allowing the non-family CEO to take the reins. This helped to ensure a smooth transition and minimise disruption to the business.   The family must act on the promises made to support the non-family CEO When the family appointed the non-family CEO, they in essence made a promise to support that individual. This means providing them with the resources and authority they need to be successful. Once the transition period was completed, it was evident that the family was comfortable to step back and allow the non-family CEO to do their job without interference.   One additional element to the success of this transition is that the non-family CEO has an excellent working relationship with family chairperson, providing access where required and purely on an advisory basis.   Ensuring a growth focus across generations One of the biggest challenges facing family businesses is ensuring that they remain focused on growth across generations. The non-family CEO understands that this can be difficult, factoring in that family members may have different priorities and goals. For the non-family CEO to be successful, it is essential that the family is united in its commitment to its shared purpose and the long-term success of the business.   The non-family CEO also needs to understand and embrace the upcoming generation showing interest in joining the family business, as this not only enables the business growth and prosperity for generations to come but allows the upcoming generation to be a part of the growth journey.   Clear communication channels between the business and the family When the family is not in a leadership or management role, it is essential that there are clear communication channels between the business and the family. Regular meetings and open communication are key to maintaining a strong relationship between the business and the family. It is thus important for the non-family CEO to ensure there is a mechanism to facilitate these communication channels, to ensure everyone is kept informed of important decisions and that there is no room for misunderstandings.   Retention of non-family executives Family businesses often have a strong culture in the business underpinned by family values and the long-term perspective, which allows them to invest in patient capital. This can be a key advantage when it comes to attracting and retaining top talent, including non-family CEOs.   Governance underpins successful transition Good governance is essential for any business, but it is especially important for family businesses that are transitioning to a nonfamily CEO. Strong governance structures, for the business, the family, and the owners, should help to ensure that the business is run in a transparent and accountable manner, and that the interests of all stakeholders (including the family and owners) are understood and protected.   Concluding remarks Although each family business is unique, due to the family dynamics, the insightful presentation and robust discussion amongst the delegates in the room confirmed that should these principles be followed family businesses can make the transition to a non-family CEO a success. It is also important to note that many of the principles discussed above could be applied to the transition to another family CEO. It is, however, cautioned that there are some additional nuances with another family member transitioning into a leadership role. For either, considering these principles in a transition process (documented in a succession plan) will allow the business to continue to grow and thrive for generations to come.   The value of attending the KPMG Family Business Conference in person cannot be underplayed as attendees were able to hear firsthand the stories and insights from the leaders of prominent family businesses, engage on pertinent questions, network with likeminded individuals from across the country and even secure business deals. This series of articles has been prepared to capture some of the key takeaways from each session at the conference.   We are here to help In addition to providing you with the platform to learn and engage with other business families at the annual family business conference, KPMG Private Enterprise family business advisers understand that family dynamics can make it difficult to come to an agreement on the best strategy for growth.   There is not a one-size-fits-all answer—our advisers can help you explore all of your options and find the approach that is right for your business and family.   Alan Barr - Head of Private Enterprise: alan.barr@kpmg.co.za  Creagh Sudding - Lead: Business Families: creagh.sudding@kpmg.co.za W: https://kpmg.com/za

In today’s world, where natural disasters and the refugee crisis are increasingly common, the need for reliable emergency shelters is greater than ever. When homes are lost to floods, landslides or heavy winds, finding a safe and secure place to stay becomes a priority. Sky Tents provides that crucial refuge with its range of military tents, designed to offer protection against harsh weather and restore a sense of dignity to those affected by disasters.   Sky Tents’ durable military shelters can be used as military tents, shelter tents, refugee tents, emergency tents as well as for camping tents for groups.   Made from high-quality ripstop canvas, available in olive green or dark beige, the military tents are waterproof, dustproof, and stretchable, ensuring suitability for any climate. Their sturdy construction provides stability in adverse weather, while the easy-to-transport design allows for rapid setup, making shelter accessible when needed most.    Featuring a square base with a pyramid-shaped roof, the military tents are supported by galvanized steel or aluminium frames and have no central poles, maximising interior space. For situations requiring communal space, Sky Tents’ larger military tents can accommodate groups and serve as versatile spaces for meals, rest, ablutions, or medical care.   The tents’ versatility extends to camping, where military surplus tents provide a more comfortable experience than standard tents. A 16×16 army tent, for example, can comfortably accommodate six people for extended trips. The advantage of most military tents except pup tents is the height. You can stand upright in the larger tents and still have room for your supplies as well as sleeping.   Lightweight pup tents are ideal for global relief missions, offering privacy for displaced individuals and practical accommodation for emergency responders. The pup tents are two-man tents that have two sides that meet at the top. They are light and can also be used for camping. They can be carried by one person and are extremely easy to assemble and dismantle. Sky Tents also supply military one-man tents and military pup tents with floors.   Most of these tents have tent floors but it is better to lay a ground sheet down before erecting any tent regardless of whether it has a floor or not. This protects the bottom of your tent from staying damp and catching mildew and fungus over longer camping trips or military stays. A tarp works very well as a ground sheet.   Sky Tents upholds the highest standards of quality, with all products meeting SABS requirements for military and emergency relief tents. The company also offers customization options, allowing organisations to brand tents with their logos, ensuring clear visibility of support efforts on the ground.   As Sky Tents keeps stock of military tents on hand for a crisis or an emergency, they are available for sale at any time. Sky Tents is committed to delivering the best products and service, with a knowledgeable team ready to offer expert advice to help customers choose the ideal tent for their requirements.   W: www.skytentsa.co.za

Upon the invitation of His Majesty’s Deputy Lord Lieutenant for County Durham, along with Northumbria University’s Visiting Professor Richard Swart, Durbanite and esteemed academic, SA Chamber UK Chapter Leader David White and Andrew Kruger of DRG and BusinessFit visited Northumbria University in northeast England. Their trip included meetings with academic leadership and participation in the University’s SME Commonwealth Conference. David and Andrew aimed to share their BusinessFit Blueprint Model, which employs a scientific approach to help SMEs build sustainable businesses that meet governance, stakeholder, and market expectations.   Professor Alan Reed, Head of the Business Faculty at Northumbria University, warmly welcomed the visitors and expressed a keen interest in BusinessFit’s commitment to SME development. He sought a deeper understanding of the model’s purpose and its value to South African and Commonwealth SMEs, particularly in relation to the South African black economic empowerment transformation legislation.   The procurement element of the South African Broad-Based Black Economic Empowerment Act (B- BEE) is significantly advancing SMEs across various sectors at a pace that surpasses many Commonwealth nations. The Act encourages large organisations to procure at least 30% of their local goods and services from SMEs and provides 3% of NPAT for the development of SMEs that are at least 51% black-owned. Furthermore, the B-BBEE Act offers bonus points for engaged SMEs that employ new staff and for large companies that provide support and mentoring before these enterprises become service providers, known as Enterprise Development.   The BusinessFit Blueprint is designed in accordance with South African conditions and legislation; however, Ed Cottam, Director of the Northumbria University Business Clinic, noted that its principles of business mindedness, sustainability, and governance are universally applicable. The Business Clinic offers final-year undergraduates and master’s students the opportunity to undertake private sector consultancy projects, supported by experienced staff.   Ed expressed enthusiasm for the simplicity of the BusinessFit Blueprint model, offering to involve the University’s computer students in developing an app for the methodology. He also suggested incorporating BusinessFit materials into the Business Clinic’s curriculum and invited David and Andrew to return to present the model’s value and methodology to students.   The Northumbria University SME Commonwealth Conference took place in the Lancaster Building in Newcastle, with Richard Swart serving as the convener and facilitator. Keynote speakers included Professor Luis G. Franceschi, Assistant Secretary-General of the Commonwealth Secretariat, who highlighted the need for collaboration to overcome local and global challenges. He emphasised that, in an era defined by rapid change, prosperity comes from creating common value for all nations.   Kuseni Dlamini, a prominent South African figure and Chairman at Aspen Pharmacare and GIBS Business Institution, addressed the critical importance of collaboration among Commonwealth countries to foster economic growth and stability. He emphasised the positive impact of purposeful integration, participation, and teamwork on employment creation and poverty reduction.   At a dinner following the conference, Luis Franceschi learned about the Northumbria University Business Clinic’s commitment to creating the BusinessFit Blueprint App. He expressed joy at the prospect of such a development and urged a collaboration to make the app’s science and methodology accessible to all SMEs across the Commonwealth.   The agreement among Alan Reed, Ed Cottam, David White, and Andrew Kruger to Luis Franceschi’s call to action was swift. They are now working on the BusinessFit Blueprint App, which aims to help SMEs build better businesses and create more opportunities for growth and trade.   BusinessFit Blueprint: Your trading passport to business development and networking opportunities.   Download the booklet for free at www.businessfitsa.co.za

As South Africa grapples with the aftermath of its grey-listing by the Financial Action Task Force (FATF), the urgency around compliance has intensified, particularly in the realm of trust management. Heightened regulatory enforcement looms, compelling trustees and financial professionals to meet stringent requirements or face substantial penalties. Many trustees, who may have previously neglected their legal obligations to administer or close trusts, are now finding themselves legally mandated to take action.   The country’s grey-listing has highlighted challenges related to illicit financial flows and regulatory oversight, prompting a critical need for improved trust governance. Trusts that are poorly managed or inactive have emerged as liabilities, exposing trustees to significant compliance risks. In this evolving landscape, the expertise of trust management services like Legal Entity Management Systems (LEMS) has become indispensable.   LEMS plays a pivotal role in helping financial professionals and trustees navigate the complexities of trust closures, aiding them in avoiding penalties, meeting compliance deadlines, and supporting South Africa’s broader efforts to restore trust in its financial systems. With its expert guidance, LEMS assists clients in fulfilling their regulatory obligations, contributing to a more transparent and compliant financial future for the country.   In the face of tightening regulations, LEMS serves as a trusted partner, providing a streamlined approach to the often cumbersome process of closing redundant or non-operational trusts. Their services help mitigate risks, reduce administrative burdens, and ensure that all legal requirements are met swiftly and securely.   Co-owned by Brian Payne, a seasoned tax consultant with a wealth of experience in complex tax matters, and Alan Hockey, a Lean Six Sigma Black Belt and data analyst, LEMS combines deep regulatory knowledge with data-driven methodologies to deliver efficient and reliable trust closure services. Their tailored solutions cater specifically to financial advisors and professionals managing multiple entities, setting them apart in a crowded market.   LEMS’s distinctive approach includes a unique twostep payment system and personalised client portals that ensure transparency and efficiency. Clients pay 50% upfront and settle the remaining balance before receiving their Trust Closure Certificate, providing a seamless and stress free experience.   As South Africa strives to meet the compliance demands imposed by the FATF and work towards being removed from the grey list, LEMS’s specialised services stand out as a critical resource, easing the pathway to regulatory adherence while bolstering confidence in the nation’s financial landscape.   For more information contact Alan Hockey: +27 (0)71 673 9937 Brian Payne: +27 (0)83-3091982 W: www.lemsystems.co.za

Article by: Liana Ahrens Teixeira In our fast-paced, ever-changing world, chaos often feels like an inevitable part of life. From the whirlwind of daily responsibilities to the unpredictability of market trends, chaos can overwhelm our senses and disrupt our plans. Yet, within this chaos lies an opportunity for growth and innovation. The key is to find a balance between bringing order to chaos and appreciating the beauty that chaos can offer. Understanding Chaos Chaos is not merely disorder; it is a complex state of change filled with potential. It challenges us to think creatively, adapt quickly, and embrace uncertainty. In nature, chaos can be seen in the unpredictable patterns of weather, the intricate designs of a spider's web, or the ever-evolving ecosystems. These examples show that chaos can yield beautiful and surprising outcomes when harnessed correctly. Bringing Order to Chaos Bringing order to chaos involves creating structure, processes, and systems that help navigate uncertainty. In the business realm, this could mean implementing effective project management techniques, developing clear communication channels, and establishing workflows that enhance productivity. When we introduce order, we can: Enhance Clarity : A structured approach helps clarify goals and expectations, making it easier for teams to align their efforts and work towards common objectives. Reduce Stress : Chaos can lead to stress and anxiety. By establishing order, we create a more predictable environment, allowing individuals to focus on their tasks without the burden of uncertainty. Foster Innovation : A stable framework can encourage creativity. With order in place, individuals feel secure enough to experiment and explore new ideas, leading to innovative solutions. Drive Efficiency : Streamlining processes and eliminating unnecessary steps can enhance efficiency, enabling teams to respond swiftly to changes and challenges. Capturing the Beauty of Chaos While order is essential, we must also recognize and embrace the beauty that chaos can bring. This perspective allows us to see opportunities where others see obstacles. In art, for example, many artists celebrate chaos by portraying it in their work, conveying emotions and stories that resonate deeply with viewers. Similarly, in business, recognizing the dynamic nature of markets can inspire leaders to adapt and pivot rather than be stifled by rigid structures. Finding Balance The challenge lies in finding the right balance between order and chaos. While structure is necessary, too much rigidity can stifle creativity and innovation. Conversely, complete chaos can lead to confusion and inefficiency. Here are some strategies to achieve this balance: Embrace Flexibility : Encourage a culture that values adaptability. Allow teams to adjust their strategies and processes in response to changing circumstances. Encourage Open Communication : Foster an environment where ideas can flow freely. Open communication helps teams navigate chaotic situations while maintaining clarity of purpose. Celebrate Experimentation : Promote a mindset that values experimentation and learning from failure. This approach can turn chaotic moments into opportunities for growth. Reflect and Iterate : Regularly assess the effectiveness of your processes. Use feedback to refine structures while remaining open to new ideas and improvements. Conclusion Bringing order to chaos is not about eliminating chaos; it is about harnessing its potential. By creating a structured environment that values flexibility and innovation, we can thrive amidst uncertainty. Whether in business, art, or personal development, embracing both order and chaos can lead to transformative outcomes, enriching our experiences and driving us toward success. #CreativeLeadership #BusinessStrategy #Adaptability #FindingBalance #StructuredCreativity #FlexibilityInBusiness #NavigatingUncertainty #ChaosAndOrder #LeadershipDevelopment #CreativeProcess #GrowthMindset   Liana Ahrens Teixeira

I recently wrote an article on the imposter syndrome – “Fake it till you make it”, in a Business Sense publication and had a great reaction to it. This topic comes up in numerous coaching sessions, which makes the work of a coach so invaluable. There has been great insight and learning from identifying this phenomenon by clients, along with coming up with ways of proactively dealing with it, through some decisive actions. Let’s take an example to recap: “I was paralysed, unable to make a move. I was stuck in a job that was far beneath my skill sets, underpaid, and treated poorly. I had all the credentials to take a leap – a PhD from an Ivy League university, two master’s degrees, and connections in the right places – but I was terrified and doubted the power of any of it. I was fearful that if I left, my boss might try to bad-mouth me, which would ruin all the goodwill that I had built around those relationships. I was fearful about my ability to do anything else beyond this job. I was fearful about almost everything related to leaving this job, so I stayed.” – Lisa Orbe’-Austin.   Other examples are as follows: Employees do not think they deserve a raise or promotion despite their years of service and success Students who feel out of place among their classmates even though their test scores and grades are as good as or better than their peers Friends who feel undeserving of acceptance and fear that they are going to be “found out”   The damage that impostor syndrome causes to people’s personal and professional lives can be significant. When they buy into impostor stories and treat them as fact, it can stop them from putting themselves out there, taking risks or moving forward. These cases are common – it could be like a movie from your own life in rewind. So, let’s unpack some of the similar fears of others.   Individuals who experience the impostor syndrome are less likely to engage in career planning and move into leadership positions while being more likely to experience job dissatisfaction and burnout. This can lead to a world of loneliness and social isolation which can take a toll on the wellbeing of individuals. A client in a coaching session said to me, “It gets really lonely out there.” However, it is important to note that people do have the power to combat loneliness by developing strategies to create meaningful connections and thrive in an increasingly disconnected society. It is important to talk about these feelings to trusted friends or other individuals.   Impostor syndrome can manifest itself in the workplace, to the detriment of high performing individuals. As a coach, I have worked with people who have high levels of capability and are in senior positions but hold back in meetings and do not contribute. Two weeks ago, I did a coaching session with Mary who identified one of her challenges as “Finding and using her voice in the boardroom”.   During meetings, individuals are often thinking to themselves, “How did I get into this room with people who are clearly smarter than me?”. I also work with women with great skill in their respective fields, but they often find themselves in work situations where they are the only female. In these cases, cultural biases and stereotypes can come into play and be turned against oneself. A woman who is in a stressful position to begin with may start to question herself and whether she truly belongs – and yet she is truly capable, more than capable. She needs to talk to somebody, to whom she can open up and walk alongside her through this challenge.   What can be done? For employers, it is important to be mindful that in this world where there is a war for talent, high performing employees must be taken care of, in order to retain them. Employers need to be trained in how to manage valuable employees with great gifts and talents, or rather scarce and critical skills. They need to understand this phenomenon as it may be impacting on some of their best employees.   No matter what their profession, gender, age, race or background, anyone who experiences impostor syndrome can take steps to turn around self-defeating thoughts. During an interview, former First Lady Michelle Obama stated, “I still have impostor syndrome. It never goes away. The important thing is to ensure that it doesn’t severely diminish your daily life and that you come to terms with your greatness. We need to weaken its hold on us and develop self-confidence to help see how much power we have over our lives.”   The roots of the syndrome can be managed with the help of a coach or trusted friend – where they can address their reliance on others’ opinions for their self-worth. They can reframe the negative messages they have received throughout their lives about why they are not smart or capable enough. They can re-evaluate their motivations for learning and performing.   It is important to recognise their worth and value, and not to remain in a job where they are undervalued. Looking for a new role will give them a sense of their worth in the marketplace, and they can get help with this search. The journey to conquering imposter syndrome begins with your commitment to valuing yourself and choosing a different path for your life. There are many pathways to get assistance. The important thing is to take action.   Jacquie recently conducted a webinar on this topic. To view visit youtu.be/h5I_0c1u9iw?si=VryxoQDizT1OPQOI     C: +27 83 386 8343 E: Jacquie.bhana@mbhana.co.za   W: www.jacquiebhana.co.za

Serving as the Toyota Wessels Institute for Manufacturing Study (TWIMS) faculty lead for this year’s Gordon Institute of Business Science’s (GIBS) MBA global immersion to the United Kingdom (UK) was a privilege. The UK module is part of the Manufacturing Focus MBA Programme. It took place from 4 to 13 October 2024. The objectives of the Global Module are threefold: to examine another country’s economy as well as its positioning in the global context, to visit and benchmark that country’s manufacturers and manufacturing support institutions and meet interesting and knowledgeable individuals who are passionate about manufacturing and its role in developing society. These trips, ultimately, allow MBA students to expand their horizons and allow them to reflect on their MBA journey and their present and future role as a manufacturing business leader within a global context.   This year, we focused on the UK’s western midlands, starting in Manchester, the birthplace of the Industrial Revolution, and engaging with leading academics at the Global Development Institute (GDI) and the University of Manchester. We visited world-class manufacturers like Toyota UK and British Sugar and explored future manufacturing trends at the Institute for Manufacturing (IfM), University of Cambridge. The UK’s manufacturing sector differs significantly from South Africa’s. With an annual output of around $267 billion, manufacturing accounts for approximately 10% of the UK’s economy and employs around 2.6 million people. Despite its smaller share of the economy, the UK is a manufacturing powerhouse, producing around nine times more than South Africa with only double the workforce.   Our visit came at a time of economic stagnation in the UK. The country is grappling with stagflation, high inflation and slow growth. The UK entered a recession in late 2023, and while GDP rose 0.6% in Q2 2024, it remains only 2.3% above pre-pandemic levels, trailing the Eurozone and the USA. Inflation, which averaged 8% in 2023, appears to be stabilising. Additionally, the UK’s policy environment has seen uncertainty over the past decade following the 2016 Brexit referendum, which has had lasting impacts on trade and political stability. Since the Brexit vote, the UK has had six Prime Ministers in eight years. Liz Truss had a historically short tenure resigning in October 2022 after serving only 45 days in office!   Key Lessons from the UK Lean Operations and Supply Chain Management Remain Foundational: Lean manufacturing is the foundation of the UK’s technological and sustainability advancements. Companies like Toyota UK excel in continuous improvement through their Kaizen approach. For example, Toyota UK’s Business Retention and Customisation (BRC) is an innovation introduced by the UK to remanufacture and customise vehicles. The centre’s business model is highly profitable as it rapidly refurbishes vehicles, with a quick turnaround, based on Toyota UK’s existing Just-in-Time Manufacturing model. The lean principles that drive innovation and advancement in the UK are the same foundational principles of Lean Manufacturing that are prerequisites to enhancing operational efficiency in South African firms.   Clustering and Open Innovation Provide an Ecosystem for Growth: The UK’s manufacturing ecosystem thrives on clustering and open innovation. Clustering allows for close collaboration between interconnected companies, suppliers, and institutions, as exhibited by Toyota UK, whose key suppliers are within 50km of its operations.   Open innovation in manufacturing refers to a collaborative approach where companies go beyond their internal research and development (R&D) capabilities and engage external partners such as other businesses, universities, and research institutions to develop new products, processes, and solutions. Despite the global sugar glut over the past decade with sugar supply outstripping demand and depressing global sugar prices; British Sugar’s financial performance has remained consistent due to its implementation of several innovations, including producing a wide array of co-products from its sugar beet mill. In addition to sugar, the mill produces co-products such as animal feed, topsoil, electricity, Limex (a liming product), bioethanol, and medicinal cannabis. British Sugar’s innovations have been facilitated by adopting lean factory management, which they learnt from companies like Toyota UK and from partnering with other companies, like Air Liquide and Jazz Pharmaceuticals, who have better expertise in marketing and selling the coproducts that British Sugar produces. British Sugar’s diversification into co-products is an example of open innovation and driving resilience, which is a strategy that could apply to South African agribusinesses.   Balancing Technology and Employment Requires Careful Evaluation of Costs and Benefits: UK firms are more willing to adopt technologies that may displace workers, understanding that efficiency gains often translate to long-term job creation due to increased market share and upgrading opportunities. For instance, Toyota UK has a fully automated metal stamping line in its factory manned by robots and Automated Guided Vehicles (AGV). British Sugar’s employees mostly focus on production planning and maintenance as the majority of sugar mill production is automated. In contrast to South Africa, where technologies are resisted if seen as job-destroying with the effects of constraining competitiveness and limiting our upgrading opportunities. However, these decisions in the UK are carefully evaluated through Payback Period and Return on Investment (ROI) analysis. In South Africa, where labour costs are relatively low, some technologies adopted in the UK may not be as investment attractive. Each technology decision requires careful evaluation of costs and benefits.   The Role of Industrial and Trade Policies to Enhance Competitiveness: The UK’s commitment to net-zero carbon emissions by 2050, with specific targets and incentives for manufacturers and society to decarbonise by 2030, provides a clear framework that encourages long-term investment in sustainability. Policy certainty helps firms like Toyota UK and British Sugar make informed product and energy transitions decisions. South African manufacturers could benefit from similar policy stability and incentives that promote innovation in green technologies.   Conversely, Brexit’s negative impact on UK exports highlights the importance of regional trade agreements and avoiding policy disruptions that could hamper growth. Some estimates suggest that Brexit will cost the UK economy between 4% to 5% in GDP losses per year over the next 15 years due to the increase in cost of trade to the EU. The EU is the UK’s largest export market representing 45% of its goods exported.   Inclusivity Requires Inclusive Leadership: A lack of racial and gender diversity remains a challenge in the UK’s manufacturing sector, with firms struggling to attract younger, more diverse talent. One of the firms we visited had 80:20 gender split in senior management in favour of males with only one person of colour in a senior executive role. South Africa faces similar issues, but firms that emphasise inclusive leadership and diversity are better positioned to draw from a wider talent pool.   In addition to exposing our students to the fun and social aspects of life in the UK, including partaking in punting and Pimm’s in Cambridge, the GIBS MBA global immersion to the UK reinforces the core principles of the Manufacturing Focus curriculum developed by TWIMS. Through firsthand exposure to cutting-edge technologies, lean manufacturing practices, and sustainability initiatives in leading UK companies, students were equipped with the tools and motivation to drive innovation, operational excellence, and inclusive leadership in South African industries.   In the future, we aim to expand our global immersion program to developing countries such as Thailand, Turkey, Egypt, Ghana, and Kenya. These regions provide diverse business environments and benchmarks, allowing our MBA students to experience different stages of industrial development and learn from developed and emerging economies.   https://twimsafrica.com

The KZN Top Business Women 2024 initiative, powered by Morar Incorporated and supported by DRG, BusinessFit, and Radisson Blu, Durban Umhlanga, is in full swing. All the participating women have been professionally photographed and have taken part in video interviews. These photographs and interviews were all conducted at the Radisson Blu Hoel Durban Umhlanga and Oceans Mall which allowed for.   The interviews will be used to create an article to be included in a commemorative coffee table book also featuring their photos. The edited interviews will be available on the KZN Top Business YouTube channel in the coming weeks.   Jennifer Reddy, CEO of Morar Incorporated shared her motivation for supporting the event, saying, “The KZN Top Business Women 2024 stories are all about inspiring women to reach new heights. We hope that their participation in this initiative will help them grow and inspire others to follow in their footsteps.”   This is the fifth year of the initiative and each year a new collection of exceptional KwaZulu-Natal women are featured. Grant Adlam, CEO of KZN Top Business commented, “Our goal is to feature and recognise the many amazing women in the province of KwaZulu-Natal. Each year we are blown away with the amazing women that lead businesses in the province – in wide range of careers including doctors, lawyers, farmers, beauticians, business advisors, accountants, teachers and more – the list goes on.”   The forty participating women have been nominated by friends, family, employees and colleagues and have all been recognised for their achievements in their respective fields. We briefly introduce them below.   The stories of these women highlight their resilience, strong community focus, and passion for creating lasting change. Although they come from different backgrounds and career paths, they share common goals shaped by life experiences, cultural influences, and professional aspirations. Their journeys demonstrate the power of dedication, leadership, and the desire to uplift others.   “Our goal is to break down gender stereotypes and celebrate women in business to encourage others to lead resilient and balanced lives. These women’s achievements show the strength that comes from embracing individuality and challenging societal limits,” added Reddy.   The women have shown determination to break barriers and challenge the status quo, especially in male-dominated industries or culturally conservative environments. They view challenges as opportunities to prove themselves and inspire others.   A common thread among them is a commitment to sustainability and making a positive impact. They aim to drive real change within their communities and industries, often through advocating for sustainable practices, environmental protection, and community development.   These women are also dedicated to creating opportunities for others, nurturing talent, and empowering individuals through their leadership. Their stories reflect a commitment to continuous learning, adapting to challenges, and finding new ways to improve their work and impact.   JOIN A WEBINAR The next phase of the project will include a series of webinars where each participant will share their stories. Jennifer Reddy will be the main facilitator. Join us online at 6 p.m. for these sessions: WEBINAR ONE Tuesday, 29 October WEBINAR TWO Thursday, 31 October WEBINAR THREE Tuesday, 5 November   Grand Finale The much anticipated and glamorous grand finale, which is by invitation only, will be held on 14 November, with the event recorded and streamed on 16 November.   For webinar and event stream links, visit: www.kzntopbusiness.com/save-my-spot   Visit our social media pages for some more photos.   For more information contact Angela Alderton W: www.kzntopbusiness.com

Every year, Mandela Day presents us all with the chance to make the world a better place, one small act at a time. As is becoming tradition, the Cox Yeats family once again seized the opportunity to make a positive impact by supporting education, development in local schools and care for the elderly.   This Mandela Day, Cox Yeats supported growth and development at Amaoti No 3 Secondary School in Inanda, and East Bank High School in Alexandra, and Mandela House in Soweto.   The Cox Yeats Durban team has a longstanding relationship with Amaoti Secondary School, which began in 2018. Once again, the firm’s commitment to educational progress proved extremely rewarding and fulfilling. This year, the Cox Yeats Durban team not only collected book donations for the Cox Yeats literacy programme at Amaoti Secondary School, but also employed a reading specialist to assist this programme by providing learners in need of additional reading and writing assistance with the help they need. This programme is well underway, and 80 Grade 8 learners have already felt the benefit of this initiative.   The Cox Yeats Durban team was also able to make a positive difference for the educators who selflessly give so much of themselves every day. The firm donated office furniture to the principal and administrative staff, which was met with incredible joy, excitement, and an overwhelming sense of gratitude by the school, underscoring the value of our contributions. These donations will allow the school’s administration to complete daily tasks with more ease and efficiency. The Cox Yeats Durban team is immensely proud that their previous donation of a drama and arts classroom space will allow the school’s very first matric dramatic arts class to sit their exams in the space this year. As a firm, they wish all the learners the best of luck in their upcoming exams and the bright future that lies ahead of them.   The Cox Yeats Johannesburg team, acting in partnership with the Phuthaditjaba Foundation, visited Mandela House to donate blankets and food for an aged care facility. The team also spent time at East Bank High School where a brunch was hosted, exam-ready pencil cases were distributed to all matric learners, and awards were presented to the top two students and teachers of each grade.   These positive acts of kindness show the commitment of Cox Yeats to meaningful involvement within the surrounding communities. This positive impact by the firm across the country would not have been possible without the time, energy, and generosity of all Cox Yeats staff members and the incredibly valued support of our leadership. The contributions are deeply appreciated.

In 1998, the National Water Act (the Act) was passed. It provided a radical reform of our water law, seeking to achieve the aim of providing water to all people in South Africa.   The State was appointed the public trustee of the nation’s water resources and national government was tasked with ensuring that all water resources were used and controlled in a sustainable and equitable manner.   Whilst the intentions behind the Act were laudable, very little has actually been achieved in the area of water reform and providing water resources to all people. One of the major criticisms has been a lack of funding in water infrastructure. This has included the establishment of large dams and water transfer schemes. The State, on its own, has not been able to achieve the objectives which were set out in the legislation.   The Trans-Caledon Tunnel Authority (TCTA) is a state-owned entity which was established in 1986 to finance and build the South African part of the Lesotho Highlands Water Project. This was a special purpose vehicle for South Africa to use to fulfil its treaty obligations to Lesotho in respect of this project.   In 2000, the mandate of the TCTA was extended to include other projects which could be financed through the private sector. These included the Olifants River Water Resources Development, the Mokolo Crocodile Water Augmentation Scheme, the Berg River / Voëlvlei Augmentation, the uMzibuvubu River Water Scheme and the Kriel Offtake Projects.   Basically, these were all public private partnership schemes to develop major water infrastructure. The government seems to now recognise that the financing and implementation of bulk raw water infrastructure projects requires the involvement of both the public and the private sector. Instead of these schemes being owned by the government, it recognises that the model followed by the TCTA is more effective.   On 27 August 2024, the President approved of the South African National Water Resources Infrastructure Agency Bill (the Bill), which provides for the incorporation of a new company which will be owned by the government and called The South African National Water Resources Infrastructure Agency SOC Limited (the Agency).   This company will acquire all of the assets of the TCTA and use the model of the TCTA to further invest, finance and implement bulk raw water infrastructure projects. It is felt that if the Agency owns the assets, then it will have a large asset base on which it can unlock funding for new projects.   Within 12 months after the date of incorporation of the Agency, the Minister is to determine what government water works are to be labelled as National Water Resources Infrastructure and transfer the National Water Resources Infrastructure to the Agency. The other government water works are to be transferred to a water management institution. This will mean that the Agency will have a very large asset base and commercial enterprise. The Agency will be entitled to collect the revenue, previously earned by the State, on the National Water Resources Infrastructure, including collecting the water use charges due to it in terms of Chapter 5 of the Act.   The Bill is to be welcomed as it recognises the need to invest heavily in the South African National Water Resources Infrastructure and that the financing and development of large-scale water projects needs the input of the private sector.   The TCTA was a successful example of financing and implementing viable economic projects. Obviously, it is hoped that the Agency will be an effective body, not marred by corruption and mismanagement.   Should you require advice or assistance, please contact Michael Jackson on T: +27 (0)82 808 7891 or (0)31 536 8512 E: mjackson@coxyeats.co.za  W: www.coxyeats.co.za

The eThekwini Municipality recently announced the Southern Sun Hotel Group as the preferred bidder for the lease and redevelopment of the Elangeni and Maharani hotels for a period of 50 years.   The redevelopment entails an estimated capital investment of R1 billion, including the refurbishment of the Elangeni and Maharani hotels as well as the Garden Court South Beach and The Edward hotels which are also owned by Southern Sun.   In addition, a fund of R5 million will be made available to restore and maintain the Sunken Gardens, a historically significant park owned by the municipality on the beachfront in front of the hotels.   The redevelopment also brings with it innovative solutions that promote sustainability and minimise the impact on the environment, including the installation of solar panels on both towers to augment the electricity supply and grey water system which produces roughly 45 ML per annum and should save approximately 35 % of the total annual water usage.   The Southern Sun Elangeni and Maharani currently employs approximately 450 employees, and all those jobs will be retained with a further 200 jobs created during the refurbishment phase which is expected to last for 36 months after commencement.   Marcel von Aulock, the CEO of Southern Sun, stated that the Group is delighted that the City has managed and concluded the process for the selection of a preferred bidder for these iconic properties which are vital to the long-term maintenance and rejuvenation of the Durban Beachfront.   “Southern Sun has a long history of operating on the beachfront and the area is very much part of our DNA with some of the best hoteliers South Africa has produced developing their careers at these hotels. We remain committed to seeing Durban unlock its full potential as a premier leisure, conference and sporting destination for South Africa and look forward to working with the eThekwini Municipality to achieve this.”