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Innovation plays a crucial role in the growth and development of cities, regions, and nations. South Africa, a country with a rich history and diverse economy, has recognised the significance of fostering innovation and entrepreneurship to drive economic growth and tackle societal challenges. Nestled in the heart of Durban, a pioneering agency called Innovate Durban has emerged as a catalyst for innovation, nurturing local talent, and transforming ideas into viable businesses. Innovate Durban is a registered NPO founded in 2017, that aims to support innovation and innovators in the Durban KwaZulu-Natal region and beyond. The roots of Innovate Durban trace back to its inception as a programme conceptualised by the eThekwini Municipality Economic Development and Investment Promotion Unit. This programme took shape through the intervention of the Innovation Stakeholder Forum, a quarterly gathering aimed at deliberating the state of innovation and innovation support in Durban, KZN. Under the leadership of its CEO, Aurelia Albert, the agency has become a custodian of innovation in the region, providing various programmes and platforms to support innovative entrepreneurs at every stage of their lifecycle. Vital Initiatives These programmes and platforms are dedicated to nurturing innovation and entrepreneurship within the region, catering to the unique requirements of the innovation ecosystem. They serve as vital initiatives that play a pivotal role in supporting and guiding startups on their journey. One of their notable programmes is the Youth Innovation Challenge, which aims to capacitate young individuals with innovative skills and resources to create solutions for societal challenges. This initiative serves as an introduction to innovation and innovative thinking and empowers the youth with the necessary tools to become successful innovators and change-makers. Another flagship programme of Innovate Durban is the Start-Up Support Programme, which provides incubation and acceleration support to budding and established innovators. Through this programme, entrepreneurs take their concept through to market readiness, they gain access to funding opportunities and investment networks, mentorship, and business development support, reducing barriers to entry and increasing their chances of successfully commercialising their innovation. As pioneers in the KZN region’s innovation landscape, Innovate Durban acknowledges the inherent obstacles they face. Despite the rapid evolution of the innovation sector, gender imbalances and limited access to innovation resources, addressing these challenges is a top priority for Innovate Durban and they have made substantial progress through proactive initiatives. Innovate Durban specialises in establishing Innovation Centres in marginalised communities, providing crucial access to digital and technological resources. Examples include the Innovation Co-Lab in Cato Manor and the recently launched Innovation Hub and Robotics Laboratory in the Richmond Community, promoting inclusivity and empowering individuals to innovate and thrive. Dedicated Leadership Under the leadership of Aurelia Albert, Innovate Durban has made a significant impact on the local innovation ecosystem. The agency has supported numerous startups, many of which have achieved remarkable success. In just the 2021/2022 financial year, Innovate Durban has been successful in creating 11 employment opportunities, attracting R2,5 million in innovation funding, successfully supporting six innovations through to commercialisation and enhancing Durban’s overall competitiveness in the global market. Additionally, Innovate Durban’s emphasis on sustainability has led to the development of eco-friendly businesses and solutions that address environmental challenges. As the CEO of Innovate Durban, Aurelia Albert is driven by the vision of transforming the region into a dynamic and inclusive innovation ecosystem. Her dedication and leadership have propelled Innovate Durban from a small team of four staff members to a robust organisation with a team of 14 professionals. Albert’s further aspirations for Innovate Durban include continued impact in the innovation landscape and the growth of businesses and innovations developed by the agency’s innovators. By supporting and nurturing local talent, Innovate Durban, under Albert’s guidance, aims to position Durban and the KZN region as leaders of innovation in South Africa. A Hub of Innovation Having previously served as the programme manager for innovation within eThekwini Municipality, Aurelia Albert brings a wealth of valuable career accomplishments in the field to her role as CEO of Innovate Durban. Since the organisation’s inception, she has been at the forefront, guiding Innovate Durban with her expertise and dedication. Her leadership has played a pivotal role in propelling the agency’s mission and vision to new heights. Her unwavering commitment to leading Innovate Durban stems from a deep-rooted desire to witness Durban and KZN emerge as a hub of innovation within South Africa, fostering remarkable growth and development in the region. A standout achievement during her tenure as CEO has been the extraordinary expansion of Innovate Durban and its recognition beyond the borders of Durban with national and international recognition. The most recent achievement being leading Innovate Durban’s Innovation Co-Lab into successfully being regarded as an American Corner by the US Embassy. Looking ahead, Albert’s aspirations for Innovate Durban are to continue making a significant and lasting difference in the realm of innovation. She aims to further bolster support and nurture the businesses and innovations of the talented innovators within the community, creating an environment where their ideas can thrive and flourish. An Unstoppable Catalyst In conclusion, Innovate Durban has emerged as an unstoppable catalyst, propelling innovation, entrepreneurship, and economic prosperity in the KZN region. With a rich variety of programs and platforms, the agency empowers innovators, and startups, and fosters an all-encompassing innovation ecosystem. By actively engaging with industry leaders, marginalised communities, the public sector, and SMMEs, Innovate Durban is reshaping the very fabric of the innovation landscape in Durban and extending its influence far beyond. In doing so, it has solidified its position as a dynamic and vibrant hub of innovation, driving South Africa’s innovation agenda forward with unwavering determination. W: www.innovate.durban

There is a common misconception among employees that a medical certificate is a free pass to get out of work and do whatever they please for the duration of their time off. This, however, is not the case, and the purpose of a medical certificate booking an employee off is to allow them time to rest and recuperate from their illness. Using this time off to attend other leisure activities, such as attending concerts or going on extended trips, would defeat the purpose of the sick leave and could be considered an abuse, and possibly dishonesty. The situation was most aptly canvassed in Woolworths (Pty) Ltd V Commission for Conciliation, Mediation & Arbitration & Others (2022) 43 ILJ 839 (LAC). In this case, an employee had taken sick leave on a particular day, only to travel one hour from Jeffrey’s Bay to Port Elizabeth to support his local rugby team. The enough to work. His dismissal was deemed substantively and procedurally fair. In another case, NEHAWU obo Matras v Commission for Conciliation, Mediation and Arbitration and court found that the employee had acted dishonestly in absenting himself from work on the basis that he was too ill to perform his duties, but then travelled quite a distance to watch the match, knowing full well that he would be paid for the day. The employee had claimed that he felt better at the time he attended the match, to which it was stipulated that he should then have returned to work, rather than attending recreational activities at the employer’s expense. The court held that this was the case even in the absence of a policy dictating what employees recovering from illness may and may not do. It was held that if the employee felt well enough to travel and attend the match, he was also well Others (JR1970/17) [2021] ZALCJHB 285, an employee had been booked off sick for three days, during which time he had travelled from Potchefstroom to George to attend a family member’s wedding. The employer suspected that the employee had obtained the medical certificate fraudulently by misrepresenting his illness to the medical practitioner to be booked off. This suspicion stemmed from the fact that the employee had previously spoken to his manager about possibly putting in leave for this time to attend the wedding. The employee argued that the company could not challenge his claim that he was ill at the time, as he submitted a valid medical certificate which had not been disputed, and the company had failed to call the medical practitioner as a witness to challenge the legitimacy of the employee’s claim. The court, however, pointed out that the medical certificate was hearsay evidence, and the onus was on the employee to verify the document by calling the witness once the employer cast doubt on its legitimacy. The arbitrating commissioner hence correctly gave little weight to the medical certificate and relied on compelling circumstantial evidence to conclude that the employee did in fact attend the wedding in George. The employee was found to have acted dishonestly, and his dismissal was upheld by the Labour Court. It is advisable to formulate a policy in the workplace governing sick leave for employees and giving guidance to employees on what activities are acceptable when they are booked off sick. It should also address what steps employees should take if they feel better during the time they are booked off. At the very least, they should inform the employer that their condition has improved, so that the company may decide whether they should return to work. In all instances, the consideration will always be what is fair to both parties, and both employer and employee should act in good faith when dealing with bouts of illness. For any further information or assistance in this regard, please do not hesitate to contact us. T: +27 (0)31 266 6570 C: +27 (0)82 786 7480 E: johanvd@labournet.com W: www.labournet.com

Article by: Liesel Kassier, Head of Sustainable Manufacturing, Toyota Wessels Institute for Manufacturing Studies (TWIMS) No South African has been left unscathed by the blight of load shedding, nor needs reminding of the precarious state in which the economy has been left as a result. With its need for an uninterrupted power supply to sustain 24-hour operations, the manufacturing sector has been especially hard hit by this wicked problem. Startling statistics indicate that from the beginning of the year until mid-May 2023, load shedding has been implemented for a total of 134 days. To put this into perspective, there was only one day in the fourth week of March when load shedding was not implemented, exacerbating the difficulties faced by the manufacturing sector. This problem has forced businesses to pivot and take on energy portfolios within their operational structures, adding costs and taking away time from core functions. Considering the situation’s indications, the current status quo will prevail for a while longer. To remain operational and resilient, businesses must find innovative solutions to ride out the storm. Current State of Play - Generation and Grid Capacity Shortage The ongoing load-shedding crisis is fundamentally driven by a lack of sufficient and reliable generation capacity, resulting in a power system starved of electrons. In recent years, 1.5 GW per year of capacity was built and connected to the grid. In comparison, 3.5 GW was lost due to decreasing performance and the necessary decommissioning of existing coal plants. This loss has resulted in the current structural shortfall of 4 to 6 GW in power generation capacity, which drives the necessity to load shed. To address the generation shortage, South Africa needs to add 4-6 GW of generation capacity per year, reaching a total of 53 GW by the 2030s. However, there is a need for expediting the procurement of new generation capacity and reducing the severe limitations in transmission grid capacity. The limitations in the grid have become a significant obstacle that hampers South Africa’s attempts to bridge the current supply gap and propel the country’s energy transition forward. The most recent Transmission Development Plan (TDP) presented by Eskom emphasises the need to install 14,218 km of new high voltage transmission lines, 106 GVA of transformer capacity, 40 capacitors, and 52 reactors from 2023 to 2031. The estimated investment required for these upgrades totals R72.2 billion by 2027, with similar investments anticipated between 2027 and 2031. The latest TDP raises concerns voiced by Eskom regarding its ability to execute the proposed projects. They anticipate liquidity constraints and potential tariff determinations by NERSA (National Energy Regulator of South Africa) to affect their implementation. The acquisition of servitudes and the necessary resource capacity to execute the plan across the engineering, procurement, and construction value chain also pose additional implementation risks. The financial constraints faced by Eskom have underscored the urgency of finding alternative approaches to fund and execute crucial transmission infrastructure projects. Without adequate access to capital, Eskom has struggled to keep pace with the grid’s growing demand for upgrades and expansions. These limitations have impeded South Africa’s progress in achieving a reliable and efficient transmission system necessary for its energy goals. The combination of generation and grid capacity constraints highlights that time will be needed to restore the South African power system fully, reiterating the need for businesses to have a plan. The Silent Revolution According to recent statistics released by the South African Photovoltaic Industry Association (SAPVIA), 2021 witnessed the installation of approximately 3.9-4.3 GW of solar PV capacity in the commercial and industrial, and residential market segments. This remarkable growth can be attributed to significant cost reductions and improvements in technology learning rates, making solar installations an increasingly attractive choice for businesses. Notably, the declining costs of battery and storage technologies also contribute to the rise of onsite energy autonomy for companies. The distributed generation market is also experiencing growth, driven by the potential for energy trading and aggregation. These innovative solutions allow customers to benefit from diverse technology options, minimising the risks associated with long term power purchase agreements with a single energy provider. One could argue that there is an opportunity where responsibility has been abdicated, and therefore businesses should be engaging with the energy question through the following three lenses: What solutions and innovations can provide me with energy security and the most cost-effective rates? (Prioritise a mix of hybrid onsite generation technologies) Are there cost-hedging opportunities or new revenue streams to be developed from diversifying my energy supply mix? Can the current energy crisis be used to decarbonise my energy source and allow me to deal with the coming net zero legislative pressures? Energy security of supply, future electricity cost hedging and the CO2 intensity of energy supply are all critical factors that manufacturers should be strategising for, to allow them to remain competitive locally and globally. Regarding C02 legislation, it is evident that the European Union (EU) is moving faster than initially expected. On 16 May 2023, the Carbon Border Adjustment Mechanism (CBAM) was fully legislated and is set to enter into force in October 2023. This will require exporters to the EU to account for the GHGs embedded in their processes across Scope 1-3 of their emissions. This account includes the emissions that result from the electricity used in manufacturing processes. Manufacturers tied to the South African grid, which is still 80% coal-based, will therefore face significant CO2 tax implications. The iron, steel, and aluminium sectors will feel the initial impact of the tax, as they are among the first industries to be affected. However, the tax is expected to soon be extended to other sectors, with the expansion plans already in progress. Trade & Industrial Policy Strategies (TIPS) 2022 indicates that South African manufacturing exports have a carbon content of around 2250 tCO2e per $1m, while most countries sit between 300 and 1,100 tCO2e per $1m. The current European carbon pricing tax is around €85 per ton. The proposed timeline for implementing this legislation is from October 2023-2026. For this period, the burden will primarily be administrative, whereby firms will need to start accounting for their emissions, but from January 2027, the penalties will be financial. South Africa’s electricity grid will not be decarbonised by 2027. Therefore, alternative energy generation solutions need to be sought by manufacturers as it is predicted that the United Kingdom, United States, Canada, and Japan are the following regions that will be implementing similar CBAMs as they have published CBAM regulations for consultation. A Pathway to Energy Resilience Resilience in the academic world is often defined as a system’s latent ability to endure, despite adversity and to recover and maintain its existing structure after a shock. The properties of stability and flexibility are essential to achieving resilient systems. This combination of flexibility and strength allows firms to bounce back as they are good at anticipating, absorbing, and adjusting to changes. We are all facing a highly adverse energy crisis that needs innovations to help us endure. It will be those that maintain stability but also introduce flexibility through alternate energy supply technologies that will survive. Seek an opportunity where responsibility has been abdicated. Tel: +27 (0)31 767 5202 E: lisa.kinnear@twimsafrica.com W: www.twimsafrica.com

Gain knowledge, make connections and develop strategies to advance your business! Business can be very lonely, frustrating, and as the daily pressures drag on over the years, can suck the life out of business owners. A business should be the path to freedom and adventure. However, many business owners experience pain, humiliation, heartbreak and despair as a result of being an entrepreneur. One solution to consider is the Community, Accountability, Results and Education (C.A.R.E.) Eco-System for business. Who would want to be a part of an eco-system for business? Established business owners who want to: Increase their brand’s visibility Meet experts and leaders face to face Build relationships with like-minded business owners Keep up with current trends Have FUN! How does the C.A.R.E Eco System for business work? Organised networking and alliance building sessions Business2Business and Business2Consumer break-out sessions Amazing education and networking lunch ...and so much more! We will have break-out sessions, global and local keynote speakers and opportunities to sell in the room, buy in the room, build referral partners, and meet future strategic alliances. We are all about building our business community. There is no other eco-system quite like the C.A.R.E MemberSHIP. Are you a determined business owner who aims to achieve remarkable success for yourself and your business, enabling you to enjoy the freedom and quality of life you deserve? Join our exclusive monthly business C.A.R.E Eco-System MasterCLASS every third Tuesday monthly. These sessions are specifically designed for established business owners like you, who are ready to take your businesses to new heights. Our business MasterCLASS provides Community, Accountability, Results and Education (C.A.R.E) to help you grow personally and propel your business toward unparalleled success. Don’t miss this exclusive monthly event for established business owners only (The average business age is between 10 and 30+ years). You will join like-minded business owners and engage in our unique C.A.R.E. Eco-system for business. This platform provides opportunities to connect with other driven entrepreneurs looking to forge powerful relationships. MasterMIND The morning session will focus on community and education where you’ll learn from local and global industry experts sharing valuable insights on advancing your business. MasterCLASS The afternoon session will prioritise accountability and results by featuring collaborative planning for the upcoming month with a MasterMIND group. You’ll also have the chance to learn from fellow members who have faced similar frustrations or challenges or goals that they have achieved, share lessons learnt, and the advantage of this exceptional opportunity to receive personalised feedback, gain fresh perspectives and refine your business strategies. Contact me to experience your first MemberSHIP exclusive Business C.A.R.E Workshop – limited spots available! Then we can talk about becoming a member of this exclusive group of established Business Owners Eco-System for Business. Contact me on https://linkshare.co.za/marlenepowell or call +27 (0)83 479 447

The KwaZulu-Natal Industrial Technology Exhibition (KITE), being held at the Durban Exhibition Centre between 18 and 20 July 2023, is an interactive hub for attendees to increase their knowledge and understanding of current industrial technology trends and legislation. Over 100 exhibitors are lining up a diverse range of products and services geared around optimising productivity and uptime and assisting with future proofing businesses for continued sustainability. “As industrial technology rapidly evolves to keep pace with Industry 4.0 (I4.0) and the ongoing drive towards digitalisation, we find that there is an increasing need to provide organisations with information on technology trends. Together with the thousands of industrial technology products and services on display at KITE, the free-to-attend SAIMechE Seminar Theatre provides vital information to organisations seeking ways to increase their automation, upgrade their legacy systems, and plan for a more sustainable future,” says Charlene Hefer, Portfolio Director at Specialised Exhibitions — a division of Montgomery Group. There are 11 riveting topics covered in the SAIMechE Seminar Theatre, running daily, from 11 a.m. to 2:30 p.m. on 18 July, from 10:30 a.m. to 2:30 p.m. on 20 July, with a training session run by SAIMC and ECSA on 19 July from 10 a.m. to 2 p.m. The sessions on 18 and 20 July include: An introduction to the South African Institution of Mechanical Engineering (SAIMechE), by Avinash Maharaj —the Branch Chairperson for the SAIMechE KZN branch Intelligent software for smart IO-Link and RTM management, presented by Krzysztof Lapacz — IFM Electronics Unlocking boundless potential: Training in the age of the Metaverse — Embrace the future of learning! presented by Adi Stephan — Chief Learning and Innovation Officer — The Boiler Room ‘The use of a digital twin in smart maintenance’, presented by Driaan Coetzer – Field Application Engineer/Product Manager at OMRON Digital transformation through Autodesk Vault, presented by Doron Yendiah — Business Development Consultant at Modena Design Centres Durban The key to the green building industry, presented by Mfundo Mhlongo — Managing Director of Umulig Engineering The role of AI in contract management, presented by Nomsa Nteleko — CEO of OS Holdings Managing employee efficiency with the push of a button, presented by Leon van der Westhuizen of Instacom Local manufacturing challenges, 4IR, Machine Learning and IoT, presented by Eric Bruggeman from SAEEC Vision system evolution and how it is shaping the future, by Dhilkash Bahadur Securing the future: Harnessing the power of artificial intelligence in electronic security, by Johan van Wyk, Sales & Marketing Director at Fang. “Likewise, if you are involved in the lifting industry, then we suggest registering to attend the LEEASA (Lifting Equipment Engineering Association of South Africa) conference,” says Hefer. Register for free attendance at KITE by following this link: www.tickets.tixsa.co.za/event/kznindustrial-technology-expo-2023 Any registration queries should be directed to Dee Miloa on: Dee.miloa@montgomerygroup.com For more information about booking a stand at KITE 2023, visit the website at http://www.kznindustrial.co.za or contact: Steven Burmeister steven.burmeister@montgomerygroup.com Sonja van Rooyen sonja.vanrooyen@montgomerygroup.com

“I feel like an imposter, I don’t feel I am properly equipped to do this job. I don’t know everything; something new faces me every day, and I just have to figure it out. I love it and it scares me, although I manage at the end of the day.” These are the words of Tessa, a high functioning newly qualified medical doctor. I have had the same reaction from executives and many other highly qualified individuals, who work across diverse disciplines, whom I have had the privilege to coach. Feeling like an imposter is a real issue confronting many people on a daily basis. Many of them are reluctant to open up about this issue, as they think that their fears may reflect poorly on them. So, a coach can be of great benefit to assist in helping them to confidently move forward, unencumbered by this feeling of being fake and be the high performing individuals that they are. What is the Imposter Syndrome? This phenomenon is usually seen in highly capable and intelligent people, where they are constantly plagued with the thought that they will be exposed as a fraud, consistently experience self-doubt even in areas where they excel, and perceive they are not seen as capable. They feel that any mistake will be viewed as evidence of this fraud. Those affected feel like they don’t belong, so acknowledging their expertise and accomplishments is key, as is reminding themselves that they earned their place in the academic or professional environment. Those who experience this syndrome have a strong need to prove themselves. They put a lot of pressure on themselves to complete every task flawlessly, and fear that they will reveal to others that they aren’t good or smart enough for the job. The imposter syndrome stifles the potential for growth and meaning, by preventing people from pursuing new opportunities for growth at work, in relationships or around their hobbies. It can lead to overworking and result in burnout, a constant sense of a lack of balance and a strong level of insecurity. Research has shown that an average of 70% of people have reported experiencing this syndrome. Famous, successful and bright people who have disclosed experiencing this belief include Michelle Obama, Tom Hanks, Sheryl Sandberg and Maya Angelou. Causes of Imposter Syndrome Early studies found this syndrome to be connected to factors including early family dynamics and gender. Initially imposter syndrome was thought to involve mainly women and diverse groups, but later research revealed that there were occurrences in people of all backgrounds, ages and genders. Family upbringing, new school and work opportunities and personality can all influence those affected. Family upbringing can play a major part in how individuals feel. Parenting styles by being overprotective or controlling can strongly affect a person, the value of overachievement as a primary source of validation and flipping between offering praise and support can be very confusing, amongst others. Certain personality traits are linked to a higher risk of experiencing the imposter syndrome, e.g.: Low self-efficacy – where people tend to see difficult tasks as threats they should avoid Perfectionism – where people might think there is some perfect script of deliverables where they cannot put a foot wrong Neuroticism – one of the big five personality dimensions that are linked to higher levels of anxiety, insecurity, tension or guilt Social anxiety – being anxious about being seen to be socially incapable, where people feel they don’t belong or cannot perform adequately in social situations How Can You Cope? Confronting the imposter syndrome can help people continue to grow and thrive. The following strategies are of value: Sharing feelings and speaking to trusted people can be of help, as irrational beliefs tend to fester and be reinforced when they are hidden. Stay focused on measuring your own achievements, instead of comparing yourself to others. Assessing your abilities by doing a proper assessment to get an objective view – and aligning on objective success metrics. Ask your manager what success looks like and consistently ask for feedback. Value your self-care – working too hard will cause burnout. There are a number of signs of burnout, and it is important to be cognisant of what these are – and take action. Ask yourself some hard questions, such as – Do I believe I am worthy of love, recognition or respect as I am? Must I be perfect for others to approve of me? This might be difficult as you might not even realise that you are experiencing this phenomenon. There are ways of coping – the important thing is to recognise that you are experiencing this syndrome and to get help or develop techniques to assist. No person should struggle with this phenomenon alone. A good coach or mentor could assist with getting to a landing with this challenge and to help you realise your potential and be your best self. “Jacquie’s presentation on The Imposter Syndrome to our Durban University of Technology (DUT) Business School students and staff was thought provoking. It highlighted challenges faced in the workplace by individuals regarding their feelings about being an imposter. Jacquie offers practical solutions on how to deal with these challenges and how to overcome the syndrome. The presentation was found to be very insightful and is highly recommended.” Prof Veena Rawjee: Project Leader: DUT Business School. For more information C: +27 83 386 8343 E: info@jacquiebhana.co.za W: www.jacquiebhana.co.za

The Durban Chamber of Commerce and Industry NPC has recently attended the World Chambers Congress in Switzerland, Geneva. The Durban Chamber was in partnership with eThekwini Municipality Economic Development Department and the Durban ICC. Held every two years, World Chambers Congress is an inclusive event that brings together people from around the world, to address common challenges that shape both chamber and business activities. The 13th World Chambers Congress represented local business communities in more than 170 nations. At the congress, the International Chamber of Commerce’s World Chambers Federation (WCF) and the Geneva Chamber of Commerce, Industry and Services (CCIG) unveiled the “Geneva Manifesto” which is a pledge by chambers of commerce to revitalise international trade with a renewed commitment to multilateralism for peace and prosperity. In the declaration, chambers committed to redoubling their efforts towards making a difference in the real economy and building a modern system that serves as a driving force for economic inclusion, global cooperation, and sustainable development. Leveraging Geneva’s historical position as a seat of multilateralism and the global capital of peace, chambers leaders called on all governments to renew their commitment to rules-based trade, effective international cooperation and respect for international law. “Cooperation is key to overcoming the world’s major challenges, and at ICC, we understand that we must all work together as a united business community to address them. By collaborating and speaking with one voice, we can boost the global economy and foster economic inclusivity, international collaboration, and advance sustainability,” said Maria Fernanda Garza, ICC Chair.

The BPO (Business Process Outsourcing) industry, led by Nutun, specialists in digital business services, has stepped forward as the shining star of realising the potential for South Africa’s unemployed. The company recently showcased the results of proven partnerships and initiatives that will lead the transformative charge to increased employment, supporting BPESA and the dti’s mission to create 500,000 jobs by 2030. The One Agent - One Child initiative is rewriting the country’s education and training story, one youth at a time. Rod Jones, an admired consultant, reflected on the evolution of the BPO industry over four decades, bringing to light the significance of the youth in the sector’s employment pool. “In the eighties, outsourcing showed potential for employment, and now decades later, youth have become the key players,” he said. “From a mere 5000 agents back then to 80,000 - 90,000 international agents now, mostly unearthed through impact sourcing, the industry is experiencing a promising change.” Over two days at Nutun’s impressive Kingsmead site, the magnitude of that thrust to create employment and change lives was unveiled. Presenting to international clients and stakeholders, the tour included meeting team leaders and staff, exploring innovative technologies and performance management metrics, and engaging in the company’s Kinetic wellness programme, showcasing a fresh, modern and mindful face of the BPO industry. The lasting impression went beyond an understanding of the company’s working mechanisms, and into the value the company places in its people, as well as a genuine spirit of teamwork and collaboration in action. Kim Bailey, Head of Nutun’s ‘Strive Academy’, painted a vivid picture of the opportunities being created for the youth. With a mission to inject new blood into transforming not just their future but that of their communities as well. It’s a perfect synergy, for every agent employed, a child will go through the literacy programme and be tutored to read - each agent of Nutun acting as the catalyst. the industry, the academy ensures that every recruit is nurtured with an in-depth understanding of the sector they will be placed in. “Very few BPO training outfits go beyond workplace readiness and into partner or client readiness, understanding the country, language, news, the client’s marketing assets and the brand’s challenges and opportunities. We observe the partner and get as much info as possible about the client,” she explained. “We have more than 500 people going through training each week. They get paid whether they pass or fail.” This dedication to skills development was further demonstrated in a heartwarming graduation of 20 youth who had completed the ‘Shadow Careers’ programme and were acknowledged in a Nutun auditorium filled with international clients. Their stories of transformation reverberated through the room, filling it with a tangible sense of hope and belief. Immaculately presented, confident, and sharing their profound appreciation for the opportunity and their mentors, they brought many in the room to tears, evidence of the power that real care and a whole heart can transform South Africa’s employment landscape. As the sun set and the evening drew in, hundreds of guests descended for The New Dawn Evening Event at the Nutun Office in Umhlanga to bid farewell to Synergy Contact Centre which had been acquired by Nutun. Niall Mellon, founder and chief executive of Mellon Educate, unpacked the reason for the One Agent - One Child partnership between Nutun and his charity which is building literacy hubs across the country. A close friend of Nelson Mandela, Mellon had made a lifelong commitment to the former president to tackle literacy education. “Of the 1,127,000 children in Grade 4 classrooms today, you would be shocked to hear that 914,000 cannot read for meaning. Imagine that figure. After 20 years of running our housing programme in South Africa, I am always very cautious to under promise and over-deliver. I can confidently say to you we have come up with a solution for illiteracy.” As guests moved outside, the vast sound stage, prepped for the big show, did not fail in its delivery, a sequence of moving stories played on the big screen, an emotional journey down memory lane, and DJ Tira lifting Nutunites to dance the night away. The resounding message that was felt by the original Synergy owners, Des and Haydn was, “It’s all about the people”. They shared the stage with CEO Paul Swainson, reflecting on the company’s immense journey – one filled with challenges, triumphs, and relentless dedication to their purpose. A big screen countdown catapulted Synergy into Nutun with a burst of fireworks. The sky filled with the company’s metamorphosis, as lights transitioned from the familiar Synergy purple to a vibrant Nutun laser green. Perhaps best encapsulated by the words of Paul Swainson, who said, “We have evolved retaining the very best of Synergy, an absolutely fantastic and fun place to work, and now creating even more opportunity and partnering with changemakers such as Shadow Careers and Mellon Educate. We are many, there are almost 7000 of us, and now we are One.” The following morning served up a school visit to Natest Primary School, a recipient of the Mellon Educate programme, where the raw impact of Nutun’s efforts was visible. On arrival, joyful children welcomed the attendees, their songs filled with hope, gratitude, and dreams for a brighter future. The company’s literacy programme, implemented in collaboration with Mellon Educate, has already made a difference in the lives of hundreds of children, summarising these transformative days, the spirit of Nutun is encapsulated in the shared sentiments of the tutors and the learners: a mutual recognition of the privilege of education, a drive to uplift their communities, and a commitment to the hard work ahead. It is a testament to the power of education and employment to bring about profound change in individuals, communities, and the nation, vividly illustrated by young learners at computers learning to read, their heads barely popping up over the desk, with headsets and microphones on. A moment to behold. Bernadette Smyth from Mellon Educate underscored the importance of this partnership, expressing how critical the intervention is in a country where 81% of the children struggle with literacy. In her words, “One Agent - One Child supports children to close the gaps, be fully educated and have employment when they leave school.” The two-day event was a roller coaster of hope and possibility, and a sense that these carefully woven partners and skills development innovations could be a formula that would prove change at scale can happen. As Paul Swainson aptly put it, “We have evolved from Synergy contact centre to Nutun CX, retaining the very best of Synergy and then adding even more dimension to it. This evolution, full of purpose and potential, positions us as a sophisticated, world-class CX brand that supports its agents, delivers for clients and gives back to communities.” W: www.nutun.com

While there are many reasons for wanting to terminate an employee’s employment services with a company, South African law demands for due process to be followed, irrespective of the reasons and circumstances that have led to wanting this outcome. Justifiable reasons are a must, and sufficient proof needs to be presented, before a conclusive decision is reached. Each case is based on its own merits, and outcomes are generally dictated by a chairperson after following due process, unless agreed upon consensually via a Mutual Termination between both parties, to conclude the employment relationship. Recruitment and Selection Many organisations undermine the recruitment and selection process. As much as this process involves interviews, and selection of the most ideal candidate, additional areas are entailed in order to select the right candidate. The process should include tools that form part of the selection criteria, to determine the employee’s compatibility with the position and the team with whom the candidate will be working. Such tools may include a Personal Development Assessment (PDA), which analyses the right f it and behavioural aspects. Thorough background checks and research are key components to discovering an employee’s prior work history and reputation. Many organisations choose to bypass these key qualifying processes, hence leading to issues shortly after confirming the employee’s placement within the organisation. Inducting an Employee Companies fail to realise the importance of inducting an employee correctly. This is the reason for employers assuming incompetence of an employee, hence wanting to terminate the employees’ services. Importantly, an employee should be inducted correctly so as to understand the company’s values, vision, processes, procedures, timelines, systems, and support structure. A clear handover needs to be done and signed off if the employee is replacing an employee that is exiting the business. Businesses are careless when blaming new employees on failing to perform to standard. However, if an induction and orientation process was not followed, this is an indication of a lack of engagement with the employee, hence the employee was bound to fail. Probation There is a misconception that an employee can be terminated immediately whilst serving probation, without any process being followed. The purpose of a probationary period is for the employer to provide support and training to a new employee at the commencement of employment, and to evaluate an employee’s work performance over a reasonable, mutually agreed-upon period of time. Meetings need to be documented, with the issues of non-performance and an action plan and time frame for improvement being noted. Should there still be a lack of performance after providing sufficient time for improvement, then the employer would have already collected sufficient supporting evidence to indicate such. An employee can be performance managed at any point during their employment, especially if new tasks have been allocated, or a change in job required. Many fail to understand that probation is for the benefit of the employee to learn the work. The time is provided by the business to the employee to become proficient in the duties required. There are no benefits for the employer, besides to make sure performance is documented and addressed during this time with the employee. Performance Management Knowing the difference between misconduct and poor performance is important. Confusing the two could mean your approach is completely wrong. The main difference is in the level of control. Poor performance is when an employee tries as hard as possible but keeps falling short because they lack skill, ability or training for example. In cases of misconduct, the employee could perform better but for whatever reason chooses not to. To performance manage an employee, the meeting must place in private and in an environment that is comfortable and non-threatening, away from distractions and interruptions. The employer should begin by holding a discussion with the employee to explain the problem in specific terms. From this conversation, the employee should be able to clearly understand what the problem is, why it is a problem, how it impacts on the workplace, why there is a concern, etc. The employer should discuss the outcomes they wish to achieve from the meeting. The meeting should be an open discussion and the employee should have an opportunity to have their point of view heard and duly considered. The employer should listen to the explanation of why the problem has occurred or to any other comments the employee makes. Timelines and action plans for improvement should be set. When having this type of meeting, facilitating discussion to refer to recent positive things that the employee has done to show them that you also recognise and appreciate their strengths may be useful. Mutual Separation / Termination Agreement A Mutual Termination is an agreement between employee and employer, to consensually terminate the employment relationship. In certain situations, parties can agree that the employment relationship come to an end, however parties choose not to resign or go through any disciplinary process, hence they mutually elect to terminate via a mutual separation agreement (MSA) to cease the existence of the employment relationship. This is an option to explore as opposed to having to go through any disciplinary action or performance management process. A financial settlement is agreed upon and documented in this agreement. Any other consensually agreed terms and conditions are also implied, and this document stands as legal and binding as per the terms stated therein. Retrenchment Retrenching employees must be done purely for the reasons that retrenchment was designed. A retrenchment is normally seen as a consultative and problem-solving exercise to try to accommodate employees. There are a few main reasons to terminate via retrenchment (after following due process), which is for operational changes within the organisation, or incapacity based on performance or ill-health. We need to make sure that all correct steps are followed whichever process is decided upon. Being in breach of procedure is viewed extremely seriously at the Commission for Conciliation, Mediation and Arbitration (CCMA). Gaining a good understanding to be able to execute effectively and meaningfully with no loopholes is always good. T: +27 (0)31 767 0625 E nikita@drg.co.za W: www.drg.co.za

In June, the Icebolethu Foundation made a significant contribution to the Nkandla community by donating a computer centre. This act exemplifies the company’s dedication to making a positive impact in various communities. The overarching objective of this initiative is to empower the community, particularly the youth, by providing them with meaningful access to information. The computers were donated at a handover ceremony held at the Nkandla Qhudeni Community attended by traditional leaders, political leadership, schools, community and other stakeholders. The centre is well equipped with workstations for learners to master basic computer skills and programmes. This centre will be used by local school children and the community members at large. By bridging the data gap, Icebolethu Foundation aims to equip the Nkandla community with valuable tools that will enhance their educational opportunities and pave the way for a brighter future. “Icebolethu Foundation is fully committed to the future of our young people and this donation represents a gateway to quality education and future leadership opportunities. Our goal is to help the learners acquire computer skills, which is critical given that we are living in the digital and information age,” said Icebolethu Foundation Manager, Zama Mazibuko. “This is an opportunity to empower the community of Nkandla, especially the youth in ways that could open so many doors and opportunities for them. With the help of the new computer centre and access to computers with internet connectivity, they will be more informed and our youth can dream bigger that they now have the necessary tools to chase their dreams. It will make a huge difference to all of them,” said Nomfundo Mcoyi CEO Icebolethu Group. About Icebolethu Foundation Icebolethu Foundation was founded in 2015 with the aim of uplifting, empowering and facilitating change by developing sustainable solutions for the youth and the elderly. We are a Black empowerment organisation driven by African values and we celebrate our country’s diversity and cultural wisdom. Our key focus area includes education, orphans and vulnerable children (OVC) and supporting sustainable living for the elderly. www.icebolethugroup.co.za

The Minara Chamber of Commerce will be hosting its annual Golf Day on Sunday 23 July 2023 at the Durban Royal Golf Country Club. We have had a date change as their weather conditions affected the course and taking note of other major events that players have previously committed to. The objective of the golf day is attracting businesspersons and professionals so as to give them the opportunity to network with fellow colleagues. Partner companies have the opportunity to have activation stations at the event to network meet up with new and existing clients and promote new products and services. As a non-profit company we host such fundraising events to generate income that supports many of our business support initiatives and Chamber activities. These activities serve as a vehicle for businesses to network, provide exposure to new business opportunities, and young entrepreneurs are supported through our mentorship programmes, information and skills seminars. The Chamber also provides a free service linking unemployed candidates to companies that have vacancies available, These are amongst some of the many services provided by the Chamber in its vision to progress businesses and improve our economic challenges. Our activities and programmes may be view at www.minara.org.za Look forward to hosting you at our Golf Day 2023! For further information email us at kzn@minara.org.za or gtn@minara.org.za

Grant Fowlds describes himself as a conservationist and someone who loves elephants. It is therefore unsurprising that Fowlds is a trustee at the Human Elephant Foundation. He has joined the efforts of Andries Botha, David White and John Charter to raise funds for suitable projects and implementing organisations, specifically for elephant conservation in Africa. South Africa has a crisis in that, in contrast to other African countries, we have too many elephants for the space allocated to them which results in human wildlife conflict. The consequences are that the elephants often raid crops or get into an area where either a human or an elephant is killed. In order to counter this problem, we have to create additional space, corridors or wildlife parks where elephants can live as well as ensure that these areas benefit the people living alongside them through conservation efforts. “Through education we have to tell people that elephants are part of the big five, part of the mechanics of biodiversity and an asset. People don’t see that. We have to take marginal farm lands that were once under cultivation and rewild them and give elephants a reason to stay there,” says Fowlds. While Fowlds says that there is not much space left, and much of this available space is incorrectly managed, he believes that a zone of safety for elephants can be created. The South African model only allows elephants to be kept once an elephant management plan is in place. This plan includes creating a fenced ecosystem that allows elephants to exist in harmony with people outside of the park. The role of the Human Elephant Foundation is to try and create these spaces. One of the spaces that the Human Elephant Foundation has invested in is Loziba Game Reserve. The founders’ primary mission is to create a 30,000 - 40 000 Ha game reserve that will not only become a safe new home for elephants, but will also include a number of other endangered species including black rhino, cheetah, pangolin and lion. Once complete the reserve intends having a number of lodges and camps developed through private investment, which will then attract both local and foreign visitors to visit Loziba to experience its incredible and unique biodiversity as well as the big five. Together with Graham Spence, Grant wrote, Saving the Last Rhinos: The Life of a Frontline Conservationist in 2019. The follow-up Rewilding Africa: Restoring the Wilderness on a War-Ravaged Continent, was released in 2022. For more information visit www.humanelephant.org.za