The Minara Chamber of Commerce proudly hosted a highly successful workshop on AI Digital Transformation on 13 August 2024 in Durban. The event was presented by industry expert Muhammad Asmal and expertly facilitated by Nazareen Ebrahim, Director of the Public Relations and Technology Committee at the Minara Chamber. The workshop attracted a diverse group of professionals and business leaders keen to explore the transformative power of artificial intelligence (AI) in the modern business landscape. Attendees were provided with valuable insights into how AI can drive efficiency, innovation, and growth within their organisations.   Muhammad Asmal’s presentation was met with enthusiasm as he delved into the practical applications of AI, showcasing real-world examples of how businesses can leverage AI technologies to stay competitive. His expertise was complemented by Nazareen Ebrahim’s facilitation, ensuring an engaging and informative session for all participants.   The Minara Chamber of Commerce continues to be at the forefront of providing its members with the knowledge and tools needed to thrive in the rapidly evolving digital economy.   For more information on this workshop, please contact us via email, E: kzn@minara.org.za  / gtn@minara.org.za  / westerncape@minara.org.za    W: https://minara.org.za/     The Minara Chamber of Commerce is a formally constituted organisation formed in May 2000, through an initiative by the Muslim community to create unity between businesses after consultation with a broad spectrum of the business community and has since grown tremendously and now serves as a platform to represent and assist South African businesses, entrepreneurs and professionals.

The organisers of the 31st World Travel Awards have given the City’s business travel and tourism industry offerings a vote of confidence and nod of approval. This follows the announcement of the nomination of eight top Durban business travel and tourism establishments in some of the awards most sought after categories.   EThekwini has received four direct nominations this year including Africa’s Leading Festival and Event Destination 2024 (which Durban has scooped for three consecutive years). The City has also been nominated as Africa’s Leading Business Travel Destination 2024, Africa’s Leading City Destination 2024 as well as Africa’s Leading Meetings and Conferences Destination 2024.   Other nominations include Africa’s Leading Airport 2024 (King Shaka International Airport), Africa’s Leading Cruise Port 2024 (Port of Durban), Africa’s Leading Luxury Hotel 2024 (The Oyster Box), while the Inkosi Albert Luthuli International Convention Centre was nominated as Africa’s Leading Meetings and Conference Centre 2024.   “Receiving several nominations for such a prestigious awards ceremony is a boost for the City. Receiving accolades for being Africa’s Leading Festival and Event Destination for three consecutive years, beating other big cities such as Cape Town and Johannesburg, attracts business. Festivals and big events have an enormous impact on boosting local tourism and the economy,” said eThekwini Mayor Councillor Cyril Xaba.   Mayor Xaba said these nominations are testament to Durban Tourism’s efforts to market the City to the rest of the world by highlighting the high standards that the City and its establishments strive to achieve. “Our teams recently participated in Australia and New Zealand key trade engagements from 22 July to 1 August to further position Durban as a destination of choice,” he said.   “We call on all residents to rally behind the City by casting their vote in order to bring these awards home,” said the Mayor. Voting for the different categories is open to the public on the World Travel Awards website and will close on 8 September 2024. The public is encouraged to show solidarity with the tourism industry and put their weight behind those nominated by casting their vote.   Winners will be announced at the World Travel Awards Grand Final 2024 taking place on the idyllic Atlantic islands of Madeira on 24 November 2024.   To register and cast your vote, follow this link for the World Travel Awards, visit: www.worldtravelawards.com/vote   For more information on Durban offerings, go to: www.visitdurban.travel  or follow @DBNTourism on social media.

Andrzej Kiepiela’s life journey is quite remarkable. He grew up in Poland when it was a communist country, then moved to South Africa during the time of apartheid, a system of racial segregation. These experiences have helped him understand and analyze not just life and history, but also business. Despite facing difficulties like language barriers, he dedicated himself to teaching and later got involved in sports and public service. His belief in democracy grew from seeing the harsh effects of communism. He actively works to bring about positive change through projects like Operation Jumpstart and the KZN Growth Coalition, which encourage discussions and collaboration. Andrzej believes in staying optimistic, using the idea that "the glass is half full" to inspire problem-solving. He is hopeful about South Africa’s future and stresses the importance of unity and smart strategies for growing the economy.

Jay Patel, the current CEO of Royal Tyres, began his career in January 1973. After his dad had passed away, and in order to look after the interests of his family, Jay was thrust into the business then known as Royal Vulcanizing. As the business was established in 1939, Royal Tyres celebrates its 85th anniversary in 2024.   Jay’s successful journey started off filling petrol at the service station, one of the departments of the company, which included a tyre fitting bay, spares, a workshop, and a retreading factory. He progressed to become a tyre salesman where he learnt about tyres and related matters.   Hiccups along the Way Royal Vulcanizing history was not all smooth sailing as some hiccups were experienced along the way. The family business was run by Jay’s father Raman Patel and his two brothers who between them had seven sons, including Jay, who was the youngest. Around 1982, the family split ways and Jay joined three of his cousins who together ran the business.   Another hiccup was caused by the Group Areas Act. As their company was positioned in Epsom Durban, the property was taken away from the family. They were given an alternate site 30 kilometres away in Chatsworth. This property was nowhere near the size of what they had, which comprised a two story building with a ground, first and second floor.   As the company had operated from the Epsom Road location for 30 odd years a sound customer base had been built up. “And no matter how loyal the customers were, I don’t think they were going to travel 30 kilometres to put on a set of tyres. I knew then that I had to find a place in and around Durban to keep that clientele,” explained Jay.   Jay looked at many different properties and finally settled for the premises where Royal Tyres is currently situated in Umgeni Road. This relocation was one of the biggest challenges faced by the business, however Jay commented that they resolved the matter successfully and made the new premises work very well.   Grown Its Reach In the beginning, the business only occupied 15% of the premises and their rental was R5000 per month. Over time the cousins increased production and expanded their operations. When the opportunity arose to buy the building in 1988, they saw the potential for further growth. As the family did not have the finances required at the time, they obtained a loan from the Industrial Development Corporation (IDC). Royal Tyres progressed from there, eventually occupying the entire building, which is about six and a half thousand square metres.   Over the years the company has continued to grow its reach; a shop was opened in Port Shepstone in 2001, in Harding in 2013, in Phoenix in 2023 and in February 2024 in Johannesburg. Commenting on the success of Royal Tyres, Jay says that the business is going well and that they have no complaints. He added that the family pride themselves on giving good advice and always conduct themselves with integrity and honesty. “And obviously,” he remarked, “The tyre prices have to be right and with our buying power we manage to do that very well.”   Best Advice The best advice that was given to himself, Jay says, was by two friends who were qualified chartered accountants. After the split formed in the family, they advised Jay not to let the factory go. He was consequently successful in bidding for the equipment. “I must tell you that without that advice, I wouldn’t have been where I am today,” he explained.   “I think in any business, more so in a family business, you are always going to have your conflicts. I try and overcome these conflicts the best that I can and up till now it has worked. It’s not a question of only overcoming them. It’s the manner in which you do it,” said Jay.   He added that the company is strong on upskilling staff, across all levels of the company, on a continuous basis. He commented, “I don’t have to tell you what that does to you as a company. We have about 15 staff members that have been here for more than 25 years, which I think shows that management does look after their staff.”   Recently, Royal Tyres has introduced a graduate programme in collaboration with Durban University of Technology, placing nine graduates in various departments across the organisation. Additionally, they have provided 53 placements through Shukela Training Centre, enabling trainees to gain valuable in-service training.   Doing Something Different Speaking of who has inspired him along his journey Jay said that Ratan Tata, the former chairman of the Tata Group stands out for him. “His philosophy was very simple. Every year he gave a percentage of his profits to charity.”   Included in Jay’s many accomplishments over the years are those in his role as chairperson of the South African Tyre Dealers Association. He successfully mooted the idea of getting rid of import duties on casings that were used to retread tyres. While the fight with the customs and excise department took a long time and cost the Association a fair bit of money, they eventually won and got rid of the duties.   Over the years, Royal Tyres has received recognition that attest to its excellence and impact. In 2024 the company won the Standard Bank KZN Top Business Award in the family category. Three generations later, Royal Tyres remains loyal to family and its directors include Jasmeena Shiba (daughter), Pranav Patel (son), Akshay Patel (son) and Mr Nayan Shiba (son-in-law). The family plan to continue to grow the company. From 2023 to 2024 Royal Tyres has already doubled their profits, while other companies are struggling. Royal Tyres believes that they are doing something different, which is working for them.   In conclusion, Jay has a motto that he says he keeps telling his children. “Remember one thing in life, is that you’ll make the money. The day money makes you; you’re going to go downhill from there.”    W: www.royaltyres.co.za

The use of fixed-term contracts of employment (FTCs) is commonplace in employment practices and despite employees agreeing and entering into such agreements with eyes wide open and fully accepting the temporary nature of their employment, these very same employees still commonly claim the natural conclusion of such agreements amount to unfair dismissal or even permanent employment. The reality is that quite often these employees are correct. In the case of November v Kele Mining Solutions and Others (JR217/23) [2024] handed down on (31 July 2024) the Labour Court cautioned employers and CCMA commissioners alike not to rely on the express wording of termination clauses in FTCs and confirmed that parties to an employment contract cannot contract out of the protection against unfair dismissal afforded to the employee, whether through the device of “automatic termination” provisions or otherwise. The Court stated that a commissioner seized with determining whether a dismissal occurred would need to conduct a multi-faceted analysis to properly exercise a value judgment as to whether the automatic termination of a contract amounted to dismissal or not and proposed the following approach as a guideline:   Par 44 to 56 of the Judgment sets out the following: The First phase in an enquiry is determining if the ‘trigger event’ leading to the application of the automatic termination clause in a contract has occurred.   The second phase of the inquiry could be sensibly conducted in separate steps, along the following lines:  STEP 1 – Consider the employment contract The wording and nature of the employment contract should be tested against the following questions. Is the duration for a specified   period? Is the duration and termination   of employment linked to the   attainment of a particular goal, or the happening of a particular   event, which can be objectively verified? Is the employment contract, read as a whole, intended to or   does it have the effect of seeking   to bypass the statutory   protections against unfair   dismissal, and/or the right   to challenge the fairness of a   dismissal? Is the termination clause   triggered by the exercise of   the client’s will, or at the client’s   discretion? (In other words, does the client determine when   the trigger event occurs?)   STEP 2 – Consider whether section 198 applies Does the matter fall within the scope of Section 198, 198A and/or 198B of the Labour Relations Act (‘LRA’)? If so, the factors and requirements listed in the relevant sections of these statutory provisions should be considered which may determine that there was deemed permanent employment of the employee which would support a dismissal.   STEP 3 – Consider the events giving rise to the termination of employment What event or events triggered the termination of the   employment contract? Are these events justified by objective and proper economic   and commercial considerations?   The closer the trigger event for the contractual automatic termination is linked to the occurrence of an objective (and objectively determinable) event (such as an agreed termination date, or completion of the project to which an employee was assigned), the more likely it is that the enforcement of the automatic termination clause will not result in an unfair infringement of the employee’s right not to be unfairly dismissed.   At the other end of the spectrum are the cases where the trigger event lies in the sole judgment or discretion of the client. A commissioner will need to assess the extent to which the event relied upon by the client to terminate the work to which an employee has been assigned, is objective, or whether it is closer to the will or whim of the client. Termination of a particular employee’s contract at the mere say-so of a client is likely not to pass muster as a valid automatic termination of employment and is more likely to constitute a dismissal.   STEP 4 – Consider the effect of enforcement on the employee’s statutory rights The commissioner should consider whether enforcing the termination clause, in the circumstances of the case, and on the application of the above factors, would unfairly restrict the employees’ right to fair labour practices, the right not to be unfairly dismissed, or the right to challenge the fairness of a dismissal.   STEP 5 – Consider other issues that may affect the final determination of whether a dismissal occurred Issues that may affect a finding on whether a dismissal occurred, are, for example: Whether the employee claims a   reasonable expectation of   renewal of the fixed-term   contract. This is a self-standing   ground of dismissal in the   LRA and requires evidence   to be presented before a   determination can be made.   Even if the employment   contract is held to have been   validly terminated, a hearing   would still be required to   determine if a dismissal   occurred on grounds of a   reasonable expectation of   renewal or extension. Whether the employee claims   that the termination decision   was tainted by bias (e.g., the   client demanding that a   particular employee be removed   from its premises) or other   improper motive. Whether the employee claims   that there were alternative   positions available to him, or   that he was unfairly selected for   termination, or that the   employer engaged others to   perform similar work after the   termination of his contract.   The Court concluded that a commissioner after having considered all relevant evidence and factors, and having exercised the required value judgment, will either conclude that the employee has successfully discharged the onus of proving the existence of a dismissal, or has failed to do so.   T: +27 (0)31 266 6570 C: +27 (0)82 786 7480  E: johanvd@labournet.com     W: www.labournet.com

BUSINESS OWNERS:  This is an URGENT message if you want to survive and thrive over the next two years. As business owners, embracing change is no longer optional, it’s crucial for survival. John Maxwell’s Law of Intentionality reminds us that growth requires deliberate effort. In today’s world, where AI is rapidly transforming industries, shifting from a fixed mindset to a growth mindset is more urgent than ever.   Why a Growth Mindset Is Essential  A growth mindset sees challenges as opportunities for development, while a fixed mindset will bring stagnation. As AI becomes integral to business, those with a growth mindset will be better positioned to adapt, innovate, and thrive. Embracing AI is not about replacing your team, it’s about enhancing your business operations and staying ahead of the curve.   The Consequences of Not Shifting Failing to adopt a growth mindset has serious consequences:   1.      Falling Behind Competitors Businesses that resist AI and cling to outdated methods will quickly lose ground to competitors who are more agile and innovative. 2.      Stagnation Without embracing new technologies, your business risks stagnating, leading to a decline in relevance and market share. 3.      Employee Disengagement A fixed mindset can create a stagnant work environment, leading to disengaged employees and higher turnover. 4.      Missed Opportunities The inability to leverage AI’s full potential will result in missed opportunities for growth, efficiency, and profitability.   ACTION is Imperative Business owners must act now. The future of your business depends on your ability to adapt and grow. Start by embracing AI as a tool for enhancement, not replacement.   Invest in continuous learning for yourself and your team and, foster a culture that encourages innovation and growth.   The next two years will be critical. The decisions you make now will determine whether your business survives or thrives in an increasingly AI driven world. Shift your mindset today because the future won’t wait.   Your business is your current investment, future retirement and lasting legacy.  Your future success depends on the steps you take today.   Don’t know what your next step should be!  Contact me on the link below for a call.   Scan the QR code below to Get in Touch - Marlene Powell ( actioncoach.com ). Contact Marlene on https://linkshare.co.za/marlenepowell or call +27 (0)83 479 4471.

Russell Curtis, head of Invest Durban, recently expressed his unwavering optimism about the city’s future. According to Curtis, Durban is on the cusp of a new era of growth and prosperity, driven by a significant shift in business confidence and a robust pipeline of private sector investments. He firmly believes that the worst is behind the city, and the road ahead is paved with opportunities.   Curtis states, “Durban’s future looks brighter than its past, and I’m absolutely convinced we’re past the worst.” This optimism, he explains, is not based on “blind faith and hope” but is instead supported by visible measurements and indices.” He highlights a significant milestone: “For the first time in two to three years, the Durban Business Confidence Index has tipped above the 50% mark, reaching a net positive at 55%.” In contrast, the National Bureau of Economic Research’s business confidence still lingers around 35%. Curtis sees this as a “significant turning point,” indicating that businesses in Durban are becoming increasingly optimistic about the future.   Meaningful Progress A key factor driving this newfound confidence is a substantial pipeline of flagship investments. Curtis reveals that “we’ve got a fantastic pipeline of flagship investments coming in, totalling around R250 billion in private sector investments.” These investments are not merely theoretical; they are already being realised across the city. He cites the Whetstone development in the north Aerotropolis, which has attracted R2.5 billion in private sector investment, in addition to the +/-R500 million already invested by the industrial park developer. Curtis emphasises that these are “not just numbers on paper but immediately visible nodal projects that are creating 1700 new jobs there, driving economic activity, and laying foundations for future Aerotropolis growth.”   However, Curtis acknowledges that Durban has had its challenges, particularly in areas such as energy, industrial logistics, and water. These have often been considered as “Achilles’ heels”. Yet, Curtis notes that these issues are “now getting the fullest attention they deserve at national plus local levels.” He points to National Partnership initiatives such as “B4SA” by National Business bodies, Business Unity South Africa (BUSA) and Business Leadership South Africa (BLSA), plus provincial private public partnership facilitation through the KZN Growth Coalition, and the Presidential eThekwini Working Groups at Metro level, which are beginning to show “meaningful progress”. Curtis is particularly encouraged by developments in the energy sector, where “the lights are staying on a lot longer,” and the Metro is poised to see “utility-scale independent power production coming online soon.”   International Investors In terms of transport and logistics, Curtis highlights that “Transnet is realising the need for private sector investment” and has already advanced various equity plus operating partnerships with both international and local investors. These range from smaller concession rail line slots to large equity investments from international players like the Philippines International Container Terminal Company. He stresses that these critical areas, previously identified as weaknesses, are “now getting the significant attention they need at the highest levels of Business and Government.”   Interestingly, Curtis observes that “the rest of the world often sees more opportunity in South Africa than we do in our own backyard.” He notes that international investors have already established a presence in Durban, particularly in the manufacturing, transport, logistics, and distribution sectors. For example, these are, “one of the global leaders in food and beverage manufacturing (PepsiCo.), plus one of the top three global flavourant companies (Kerry Foods) have recently expanded into Durban, along with new foreign direct investment (FDI) from top five shipping and logistics groups,like CMA-CGM.”   Additionally, South Africa has been rated as “the best place on the planet for contact centres for the last five years, with Durban leading in several aspects.” These opportunities are not just limited to customer service but also include “legal process outsourcing, digital animation and film processing, digital health diagnostics, plus consumer protection tech,” highlighting the diverse opportunities available  in Durban.    A Significant Impact  Agriprocessing, Curtis asserts, “will always be a cornerstone of our economy, and the continent.” He reveals that significant global investors are eyeing multi-billion Rand investments in this sector, with some expected to “be buying sites before the end of this calendar year.” On the tourism front, Durban’s coastline is a major asset. With “600 kilometres of KZN Provincial beaches,” Curtis compares it to Portugal in size, noting that Durban alone boasts “100 kilometres of warm Indian Ocean frontage.” He acknowledges that the city is working hard on “fixing some of the infrastructure challenges that partially tarnished our image,” and as these improvements take hold, “we’re seeing big investments coming in.” One such project is the Club Med beach resort development coming out of the ground just north of Durban, which Curtis believes will “make a significant impact on our tourism sector, attracting more international flights to boost our economy.”   Curtis is clear about the path forward for Durban: “Now is the time for us to dust off the past and set a clear partnership vision for the future.” He stresses the importance of collaboration, urging the city to “pull in partners, both international and local, and engage directly with public sector regulators to craft solutions that will accelerate our progress.” For Curtis, this is about “building the future we all hope for – a future where Durban is a thriving, dynamic city offering opportunities for All.”   Opportunities For All In conclusion, Curtis reflects on the broader mission: “Ultimately, our mission is to source, unlock, and leverage accelerated investment growth for the benefit of all, in a globally connected, sustainable, and flawless manner.” He expresses joy in being part of this journey, helping to “shape a brighter future for Durban and beyond.” Curtis firmly believes that “the work we do today will determine the Durban of tomorrow,” and by staying focused, determined, and united, the city can “build a city that offers opportunities for all its residents and serves as a model for sustainable development in Africa.”   He closes by invoking the official motto for KwaZulu-Natal, “Masisikume Sakhe,” drawn from the isiZulu Bible, meaning “Let us arise and build.” Curtis declares, “Now is the time again.”     www.invest.durban

Our Companies Act codified the common law on the obligations of directors and the preparation of financial statements. Our common law and the Companies Act does not impose strict liability on directors. They are only liable if they fail to exercise reasonable skill and care. The standard of director conduct required is contained in Section 76 of the Companies Act. A director is obliged to exercise his or her powers in good faith, for a proper purpose, in the best interests of the company and with the degree of care, skill and diligence that may reasonably be expected of a person having the knowledge, skill and experience of that director.   In performing his or her obligations, the director is entitled to rely on employees of the company whom the director reasonably believes to be reliable and competent. The director may also rely on legal counsel, accountants or other professionals retained by the company.   In the Brazilian Rubber case, the English Courts described the duty of skill to be “… a director’s duty has been laid down as requiring him to act with such care as is reasonably to be expected from him, having regard to his knowledge and experience. He is, I think, not bound to bring any special qualification to his office. He may undertake the management of a rubber company in complete ignorance of everything connected with rubber, without incurring responsibility for the mistakes which may result from such ignorance; while if he is acquainted with the rubber business, he must give the company the advantage of his knowledge when transacting the company business”.   The general rule has been that directors must make reasonable effort to understand the company affairs and exercise his or her own judgement based on personal knowledge and experience and the information and advice provided by company officials and professional experts.   Section 29(2) of the Companies Act states that any financial statements prepared by a company must not be false or misleading in any material respect. It follows that the Companies Act and common law requires a director to act with reasonable skill in preparing financial statements.  The director, in doing so, is entitled to rely on expert advice provided by, for example, the company’s auditors.   These principles were considered by the Financial Services Tribunal in a recent judgment handed down on 31 July 2024. The Tribunal was chaired by Judge Dennis Davis and considered an appeal by Murray Munro, the chief financial officer and director of Tongaat Hulett. The JSE had found that Munro had been involved in the material mis-statements of the financial statements of Tongaat Hulett, between 2011 and 2018, and that he should receive a penalty of R6 million, a public censure and be disqualified from holding the office of a director of a listed company for 10 years.   Munro appealed the decision of the Johannesburg Stock Exchange contending that the information which the Stock Exchange had relied upon (three property transactions) had not been placed before Munro and there was no evidence to the effect that Munro was aware of the mis-statements. Munro further contended that he was entitled to rely on experts to ensure that the financial statements were properly prepared. In particular, he was entitled to rely on the auditor’s interpretation.   The issue arose as to whether Munro was strictly liable for the mis-statements or whether he could rely upon the principles contained in the Companies Act.   The Tribunal found that the JSE was entitled to rely on the provisions of the Listing Requirements which imposed a different legal test to the Companies Act.   The Tribunal referred to an earlier decision against Markus Jooste which stated: “Jooste was the chief executive officer of Steinhoff throughout the period in question. Directors of issuers fulfil a critical role in ensuring that listed companies comply with the Listing Requirements. Issuers of securities listed on the JSE are only able to comply with the Listing Requirements if their directors take appropriate action (or refrain from taking unlawful actions) to ensure that such issuers comply in all respect with its provisions and to ensure that the financial information of listed companies are, in all aspects, accurate and correct and that it represents a fair and accurate exposition of the company’s financial information”.   Every director of a listed company is required to complete a declaration which reads:  “I agree to be bound by and comply with the JSE Listings Requirements, as amended from time to time, and, in my capacity as a director, I undertake and agree to discharge my duties in ensuring such compliance whilst I am a director. The delegation of any of my duties to any subcommittee or anyone else will not absolve me of my duties and responsibilities in terms of the Listing Requirements”.   The Listing Requirements oblige listed companies to prepare financial information in accordance with IFRS.   The PWC Investigation into Tongaat Hulett had identified that there had been an overstatement in Tongaat Hulett’s annual financial statements affecting assets, income and liabilities in excess of R10 billion.   This fact and that Munro was a central figure in the manner in which the financial records of Tongaat were prepared and reflected, was, in the Tribunal’s view, sufficient evidence to conclude that Munro had breached the Listing Requirements and that the fine of R6 million should be upheld.   The Tribunal differentiated between a penal statute (such as the Companies Act) which requires fault and a regulatory one (such as the JSE Listing Requirements) which imposed strict liability.   Steinhoff and Tongaat are not usual examples. However, this ruling is a reminder for directors to be careful of the consequences of their actions. Directors can be held strictly liable for a breach of the duty of skill and cannot rely on advice given by company officials and professional expert.   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

King Shaka International Airport is looking forward to welcoming Air Botswana to its flight schedule in October. Air Botswana has recently revealed that, starting in October, Durban air travellers will have the convenience of direct flights between King Shaka International Airport and Gaborone, the capital city of Botswana. These flights are part of a broader announcement of new routes connecting Botswana and South Africa, marking a significant expansion of Air Botswana’s network. This strategic move aims to enhance flight connectivity within Southern Africa, offering passengers greater flexibility.   Beginning 1 October, the Gaborone-Durban route will operate on Wednesdays, Fridays, and Sundays. From 1 November, three additional routes will commence: Maun-Cape Town (Tuesdays, Thursdays, Saturdays), Kasane-Mpumalanga (Wednesdays, Fridays, Sundays), and Kasane-Cape Town (Tuesdays, Thursdays, Saturdays).   In addition, the airline has announced the reinstatement of routes that were suspended due to the COVID-19 pandemic. Air Botswana’s flights connecting Kasane-Johannesburg, Maun-Johannesburg, and Francistown-Johannesburg will soon be available once again.   Air Botswana is also increasing the frequency of existing flights on routes between Gaborone Cape Town, Gaborone-Harare, and Gaborone-Lusaka.   “The new additions are popular destinations for business and tourism, and we are excited to offer convenient air travel between the cities for the advancement of economic activities in all the countries, particularly Botswana. We are also excited that this strategic move is directly linked to the airline’s expansion plans and sustainability. Furthermore, both these new and reinstated routes as well as increased frequencies will strengthen our footprint in the region and simultaneously offer increased flight options to the travelling community within Botswana and beyond,” said Lulu Rasebotsa, Chief Executive Officer of Air Botswana.   The airline also announced that it had recently taken delivery of three Embraer aircraft in June and that it is likely to require the purchase of a fourth aircraft soon.   For more information about flight schedules and fares and to book tickets, please visit https://airbotswana.co.bw/ or contact sales@airbotswana.co.bw

August marks Women’s Month, and with it comes the exciting announcement that nominations are now open for the KZN Top Business Women 2024 initiative.   Powered by Morar Incorporated and supported by DRG, BusinessFit, and Radisson Blu Hotel Durban Umhlanga, this initiative celebrates its fifth year of recognising the remarkable achievements of KwaZulu-Natal’s most successful and inspiring women. KZN Top Business Women shines a spotlight on women who have excelled as leaders, executives, and business owners, making significant contributions to both the business world and society. The initiative highlights qualities such as innovation, fresh ideas, and effective strategies that drive growth, enhance productivity, create jobs, and promote gender transformation in the workplace.   Jennifer Reddy, CEO of Morar Incorporated, expressed her enthusiasm, stating, “We are thrilled to be the main sponsor of KZN Top Business Women this year. I deeply believe in the initiative’s power to validate and uplift businesswomen, who often undervalue their own capabilities and achievements.   By nominating a woman, you are recognising her extraordinary qualities and encouraging her to share her story.”    The initiative aims to: Inspire and uplift future generations of women, motivating them to pursue their goals, dreams, and ambitions. Raise awareness of the vital role women play in society and the workplace. Promote gender equity across industries.   Grant Adlam, CEO of KZN Top Business, added, “Through this initiative, we aim to elevate the profile of women in KZN, celebrate their achievements, and showcase their successes.”   Each participant will be featured in a printed and digital portfolio, including photography, a video profile, and online recognition across several social media platforms, offering excellent marketing opportunities.   The celebration will culminate in a gala dinner on Thursday, 14 November, at the Radisson Blu Hotel Durban Umhlanga, where we will honour the invaluable contributions women make to KwaZulu-Natal.   Nominations are open to women from all stages of business and life, across all industries. Past nominees have represented diverse educational and cultural backgrounds, including entrepreneurs, professionals, executives, artists, journalists, non-profit leaders, lawyers, doctors, and public officers.   As we profile different women each year, we encourage those who have not previously participated to be nominated. Please note that women who have already been part of the initiative are not eligible for re-nomination. Women are also welcome to nominate themselves if they wish to participate.   To nominate someone or for more information, visit: https://www.kzntopbusiness.com/  topbusinesswomen Or contact Angela Alderton  T: +27 (0)66 206 5654 E: angela@kzntopbusinesswomen.co.za

According to a recent McKinsey report “All in the family business”, family-controlled businesses contribute to more than 70% of global GDP. Family-controlled businesses, which range from small to medium type businesses to very large companies, are therefore the backbone of most economies across the world, especially in Africa. Family businesses are unique. At the centre of this difference is the family dynamic, from family to business and ownership, which can all play a significant role in decision making and offers both opportunities and challenges. The growth and sustainability of a family business lies in the fine balance between the needs of the business and the expectations of family members. Getting the balance wrong often leads to business failure and/or family disharmony, impacting not only the family but all the stakeholders. When they get the balance right and harness the power of the entrepreneurial spirit and family influence and control, they build a thriving and resilient business – a legacy for future generations.   There are no silver bullets in dealing with the family dynamics and leading family businesses invest time to keep abreast of changing trends and ideas to managing these dynamics as they evolve. KPMG Private Enterprise South Africa hosts regular events is to provide business families with the opportunity to engage openly on a number of the key family dynamics which keep them up at night e.g. succession planning, retention and attraction of top talent, governance, growing the business to sustaining the family etc.   The KPMG Private Enterprise team have hosted the following events: Nine national annual family   business conferences across   South Africa Facilitated the 4th family   business workshop for family   business CEOs from across   Africa at the Africa CEO   Forum held in Kigali, Rwanda in May 2024 Co-hosted the first family   business summit in Eswatini   in July 2024   The feedback from attendees has been very positive e.g. the CEO of large, diversified Eswatini family business said the following after attending the event in Eswatini. “It was indeed a very enriching experience. An eye opener on a number of issues we have grown to ignore or maybe take for granted as we navigate business landscape.”   KPMG Private Enterprise will be hosting its 10th national family business conference on 13 September 2024 and this year will be done in conjunction with KZN Top Business. The conference will include family business leaders providing insights on key topics during interactive panel discussions, a case study workshop and insights on global trends. The event provides a wonderful opportunity for business families from across the country to network, share insights and learn from one another.   Alan Barr, Head of KPMG Private Enterprise for Africa and South Africa highlighted the following: “These events provide a wonderful opportunity for family businesses to connect, learn and share with other business families on how they are dealing with the various family dynamics. It highlights the fantastic entrepreneurs that growing their businesses despite the tough economic conditions.”    To find out more about the event, visit https://www.kzntopbusiness.com/event-details/thriving-family-businessesbuilding-a-legacy-for-future-generations

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