Having a sense of purpose generally drives our actions and impacts how we feel. The more we feel that our lives and work have meaning, the more likely we will apply our time and skills toward contributing to the greater good in a way that matters.  In this edition of Business Sense, many of our articles focus on purpose in its various forms.   Hantie Plomp who is featured on page one  unpacks some of her life’s purpose on page three. She emphasises that, her company Triplo4 Sustainable Solutions really brings together her passion for the environment as well as her passion for people.   Issac Mbatha is achieving recognition for his success but believes that his purpose now in life is to continue to grow an incredible company. Page 4.   Also on page four, Johan van Deventer, KZN Regional Manager, LabourNet unpacks the purpose of a disciplinary code in the workplace.   Marlene Powell asks business owners to reflect on their journeys. Do you C.A.R.E.? Page 5.   Nozipho Ngobese, Head of Operations at Ithala SOC Limited, greatest desire is to drive positive change, improve and contribute to the overall success and growth of Ithala. Page 8.   The Cape Parrot Working Group at the University of KZN is working to ensure the survival of this charismatic species and their forest habitat. Page 9.   Jacquie Bhana examines the topic of loneliness and challenges us to reach out to those who may need support. Page 10.     Anneme Coetzee, NLP Master Trainer, comments on the comfort zone and how we can break free from it. Page 13    Nikita Pillay, DRG Siyaya, examines how you use energy in the workplace in relation to its prevailing culture. Page 14.   Also on page 14, through its new initiative, the team at  KZN Top Business purpose is to recognise successful leaders in the province. Many of these men and women are driven by the desire to make a difference to their workplaces and to make ‘profit with a purpose’. For more information visit page 14.   The Association for The Aged (TAFTA) is calling on corporates and teams of individuals to support their Corporate Golf Day event in aid their Meal Delivery Service. Page 15.   Colette Tanner, DRG, writes that there is enormous merit in recognising the human and showing kindness to those around us and likewise to our colleagues with whom we share our day. Page 16.   In closing, the 2024 general elections on 29 May are fast approaching and provide an opportunity for all citizens of South Africa to continue to help mould the future of the country. Your purpose is to vote.

Nozipho Ngobese is the recently appointed Head of Operations at Ithala SOC Limited.   Following her matriculation, Nozipho studied computer and office administration at Natal College before joining Ithala in October 1993 as a clerk at the Nongoma Branch.    After joining Ithala she obtained a Higher Certificate in Financial Management and Advanced Project Management Diploma from Damelin.  Subsequently, she completed a Bachelor of Administration (BBA) and a Postgraduate Diploma in Finance, Banking, and Investment Management (FBIM) at the University of KwaZulu-Natal (UKZN). Lastly, she attained a Master’s degree in Business Leadership (MBL) from UNISA.    Nozipho’s journey at Ithala reflects a commitment to excellence, leadership, and driving positive change within the organisation.   “Throughout my career, I consistently excelled, whether as a teller, acting senior teller, assistant branch manager, or branch manager. I focused on improving branch performance, implementing innovative strategies, and prioritising customer service. Her initiatives, such as organising the ‘KwaMashu Fun Run’ and running ‘The Soup Kitchen’, garnered community support and recognition. These efforts, combined with effective teamwork and stakeholder engagement, led to accolades such as Branch of the Year.   Other successful projects that she has led include: ·        Know Your Client Remediation Project ·        Back-scanning Project ·        Financial Data Restoration Project ·        Data Cleansing Project ·        Financial Education to Government Department ·        Designing and implementing 32 days’ notice product ·        Hosted Banking System Project   Over the years, Nozipho earned a series of promotions based on her exceptional performance and continued to advance within the company, assuming roles such as Area Manager, Regional Sales Manager, and ultimately, Head of Operations in 2023.   A typical day As operations is very hectic in nature; Nozipho’s primary role is ensure the smooth execution of daily operations.  Consequently, throughout each day, she remains accessible to her team and other departments, providing guidance, resolving issues, and fostering a collaborative work environment.   “One of the most rewarding aspects of my role is witnessing the tangible impact of our collective efforts, whether its streamlining processes or overcoming operational hurdles, seeing positive outcomes of our work is incredibly fulfilling. Overall, the ability to drive positive change, empower others, and contribute to the overall success of the organisation makes each day fulfilling and meaningful,” explained Nozipho.   Her greatest desire is to drive positive change, improve and contribute to the overall success and growth of Ithala.  This will be achieved by streamlining and continuously improving processes, enhancing efficiencies and by fostering a culture of innovation.    “I have assisted in improving the compliance status of Ithala by spearheading the system enhancements required to comply with relevant regulations as well as enhancing processes and internal controls.”   Nozipho prides herself on leading by example and demonstrates high work ethics, dedication and integrity that promotes a positive work environment amongst employees also encouraging growth and development.  Furthermore, she has implemented rotation to ensure multiskilling, risk mitigation, and effective succession planning.    “I believe in nurturing the young bankers especially in my department and the new talents appointed as part of Ithala experiential learning. My intention is to make them pioneers in the banking industry and assisting them in reaching their full potential.”   “Lastly, I wish to promote mental health awareness, especially in management level to ensure that we are all consciously aware of its impact and be able to be accommodative to those who are struggling with mental health issues and/or illnesses. Moreover, to be able to identify and be aware when professional help is required or is the only solution.”   Challenges Experienced One of the challenges Nozipho encountered in her career was being promoted to a leadership position as the newest member of the team or the last one to join. This meant leading colleagues who had been part of the department for a longer period and some whom she had previously reporting to.   “I learned the importance of building trust and credibility by demonstrating competence, humility and respect for my team members expertise and experience.   Through this experience I also gained a deeper understanding of the complexities of leadership and developed the skills needed to lead diverse teams successfully, which included effective communication, diversity, and change management.   Another challenge has effectively balancing priorities. “Juggling multiple tasks and deadlines taught me time management and prioritisation skills.  I learned to focus on what matters most and delegate when necessary to achieve optimal results.”   Current Projects As the banking industry is a highly regulated industry, compliance with all the regulatory bodies, including Reserve Bank, FSCA, etc is very demanding. As Ithala SOC Limited is a financial institution compliance with all regulatory requirements is essential to obtain a full banking license.    “My role is to ensure that from an operations perspective, the organisation is sound, operating optimally and within all regulations which fall within the ambit of the Division.   Ithala has recently completed the Operating Model project of which Nozipho was a business lead. The Operating Model ensures Ithala is structured in a manner that will allow the institution to deliver its strategy optimally and in a cost-effective way putting their clients at the centre of everything that they do.    Currently, Operations Division is in the process of establishing an Operations Processing Centre (OPC) that will offer a centralised back-end solution for the consolidation of diverse banking operations. The benefits are the elimination of redundant and/ or duplicated activities within the value chain and will grant the front-end staff the opportunity to focus on revenue generating activities. The OPC will improve the utilisation of scarce resources which will lead to cost benefits for the organisation. Further to this, it will mitigate financial and operational risks.    Toughest decision A defining moment of Nozipho’s career was when she courageously took a stand against unethical behaviour, prioritising integrity, and ethical values over personal safety.  Despite the potential consequences, she remained steadfast in her conviction. “This experience not only reinforced my commitment to ethical principles but also demonstrated my resilience and unwavering dedication to uphold integrity in the workplace in line with one of Ithala’s value of Integrity.”   The winning recipe for success Ithala, says Nozipho, is a very resilient institution that understands that there is no Ithala without its people – clients and employees.   Ithala actions are centred around its clients’ needs.  In addition, the institution nurtures and maintains a culture that prioritises and is sensitive to the needs and well-being of its people.   In line with one of its values of empowerment, Ithala ensures that it grows with its people.  Talent management, development and upliftment programmes cater for employees at different levels and opportunities for growth are first given to internal staff members.  A happy and competent employee is a basic and fundamental ingredient for Ithala’s endeavours of success.    “From an Operations point of view, key to playing a role in the success of the organisation, is remaining agile, keeping up with industry trends and competent in servicing the requirements of internal and external stakeholders. This involves having the right people, with the right skills sets in the right positions. Further to this, it also involves continuous improvement of our systems, processes and mechanisms which drive the Division towards the successful execution of its mandate, and to also eliminate silo-centricity, through collaborative effort not only within the Division, but Ithala as a whole.”   Time Out Nozipho enjoys reading in her spare time as this helps her to think outside the box and be creative. She also enjoys watching webinars on YouTube and other videos that stimulate her mind, improve knowledge, and keep her informed on different topics of interest.   During weekends she participates in community engagement projects, assisting and supporting students in different to reach their potential.  Nozipho also partakes in mental health programmes that create mental health awareness.   “I love spending time with my grandchildren, they are my joy and source of inspiration. I also enjoy gym after work or on weekend when I have time.”   Message of support for Ithala SOC Limited’s customers In conclusion says Nozipho, “We appreciate the loyalty and support that we continue to get from all our clients especially during these challenging times of economic instability, etc., including our clients in deep rural areas where Ithala is the only existing financial institution.    These are areas that are challenging to serve and Ithala is committed to continue providing financial services in these areas in line with our commitment to financial inclusion. We are here to service you; we are here for each one of you. We stand by you with unwavering support. Your loyalty and trust are our motivation and together we will navigate through any obstacles.  Thank you for trusting us with your money and for choosing us as your financial partner. We will continue to service you with integrity.”   Please do not hesitate to contact Ithala through their call centre or visit your nearest branch when you have a concern, compliment, suggestion, or query. You can also reach them on their social platforms.   www.myithala.co.za

Join a free workshop for SMEs in the CTFL Sector The journey for most South African Small, Medium Enterprises (SMEs) is fraught with challenges, with a staggering 75% failure rate* – one of the highest in the world. Even the most promising ventures struggle to survive beyond their first five years.    Kyle Ballard, Head of Accelerators for the KwaZulu-Natal Clothing & Textile Cluster (KZNCTC) believes that while issues like cash flow and compliance are significant contributors, one of the toughest hurdles is landing those coveted ‘big customers’. “Many SMEs find themselves struggling to even get a foot in the door,” he says.   In response, the KZNCTC is rolling out a support programme, “KZNCTC Origin8: From Start up to Scale-up”, designed to help South African-owned SMEs understand their customers’ needs and give them a better chance of demonstrating their potential.   Ballard explains, “This programme was born from a desire to give every SME in the clothing, textile, footwear, and leather sector – from fabric suppliers and garment manufacturers to pattern services and textile recycling companies – a better chance of showcasing the value they can add to new and existing customers. Because if they win, our nation wins. After all, SMEs play a crucial role in addressing unemployment, driving economic growth, and ensuring fair income distribution.”   To kick off the programme, the KZNCTC is hosting a complimentary workshop that presents SMEs with a remarkable opportunity. They not only have the chance to engage face-to-face with major national customers but will also gain first-hand insights into what they are looking for from suppliers, enabling SMEs to align their value proposition accordingly. “This truly is an exciting opportunity not to be missed,” Ballard says.   Scheduled for Tuesday, 21 May 2024, from 09h00 to 13h00, at the prestigious Toyota Wessels Institute for Manufacturing Studies (TWIMS) in Kloof, KwaZulu-Natal, Ballard says that attendees can expect the following: ·        Hear directly from industry giants in an interactive Q&A session ·        Discover how to align your value proposition with customer needs ·        Engage directly with new/potential customers and other industry stakeholders   So, if you are a South African owned SME currently operating or aspiring to venture into supplying customers in the clothing, textile, footwear, and leather sector, register for this free workshop before 15 May 2024 at https://bit . ly/3TQ3SpH   Spaces are limited, and preference will be given to businesses based in KwaZulu-Natal, particularly in the eThekwini region.   For further enquiries, please email kznctc@bmanalysts.com

Shubnum Khan is a South African author and artist. When not travelling, Shubnum lives in Durban writing and drawing for a living.   She holds a Master’s degree in English and has been selected for a number of literary fellowships, including the Octavia Butler Fellow at Jack Jones Literary Arts and as a Mellon Fellow at Stellenbosch University.   Her writing has appeared in The New York Times; McSweeney’s Quarterly; HuffPost; O, The Oprah Magazine; The Sunday Times (London); Marie Claire; and others.   Khan’s first novel, Onion Tears, was shortlisted for the Penguin Prize for African Writing and the University of Johannesburg Debut Prize for Writing in English.   Her essay collection, How I Accidentally Became a Stock Photo was published in South Africa and India with Pan Macmillan in 2021.   Her latest book The Lost Love of Akbar Manzil is a haunting, a love story and a mystery, all twined beautifully into one young girl’s search for belonging.   Akbar Manzil was the grandest residence on South Africa’s east coast near Durban. Eight decades later when Sana and her father move to the house, the latest of Akbar Manzil’s long list of tenants, it is in near-ruins, crumbling, shabby and dark.   Full of questions about her new home, Sana is drawn to the deserted east wing, home to a clutter of broken and abandoned objects – and to the locked door at its end, unopened for decades. Soon, Sana begins to discover the tangled, troubling history of the house, awakening the memories of the house itself and dredging up old and terrible secrets that will change the lives of everyone – living and dead – at Akbar Manzil. In the US and the UK the book’s title is The Djinn Waits a Hundred Years.    Source www.panmacmillan.co.za .

A person’s energy is a combination of their mindset, their dominant thoughts, and their perception of the world. Sometimes that energy is easily felt, and other times it manifests subtly and subconsciously. Positive energised people, often make you feel safe, happy, and relaxed around them.   You might also absorb the emotions and moods of those around you.  Being in a crowd could leave you feeling exhausted and emotionally drained. It is probably difficult to watch violent movies, or even the news.   If you absorb the energy around you and feel what others are feeling, then you might be an empath. Human energy can be depleted in a business from various perspectives. One of which we touch on are virtual meetings.    Virtual meetings, interactions or online social events drain our energy more than in-person meetings, and it isn’t hard to understand why.   Virtual meetings require a much higher level of concentration. You have to focus and concentrate on the speaker; extract relevant information and you feel you have to make the extra effort to give social gestures so everyone knows you are paying attention. There is also a lot of set up involved. We worry whether the internet will work, what we look like, our backgrounds and making sure that loved ones won’t walk in mid call if conducted from home or our private space.   Virtual meetings go against every primal instinct our brains have learnt over the years. The sustained eye-contact for extended periods can register as intimidating, engulfing the body with stress hormones. The problem isn’t helped by the fact that we can’t gauge our colleague’s body language over video. This makes it difficult to fully understand whether people are following the meeting and judge social cues. It is no wonder that we get off a video call and feel fatigued.   Virtual meeting etiquette is a must to avoid people speaking over each other. Mute when not talking to avoid any annoying or awkward background noises and keep your background as plain as possible. Encourage attendees to switch to Speaker view. The standard video gallery view can be overwhelming and distracting.    After all that, virtual meetings don’t sound too great as they did when we were in the recent Covid-19 pandemic and forced to engage online.   Workplace Culture and Energy There are several different types of workplace cultures, and each of these has an impact on how we absorb or deplete our energy.   It is for you to analyse your organisation to see if you fit into one or a combination of these cultures. This will help provide answers on how energy is being utilised.   Some common types include: Innovative Culture:  In organisations with an innovative culture, creativity and experimentation are encouraged. There’s a focus on finding new solutions and pushing boundaries. Collaborative Culture:   This culture emphasies teamwork, open communication, and cooperation among employees. Collaboration is valued, and hierarchies may be less pronounced. Hierarchical Culture:   In a hierarchical culture, there is a strong emphasis on structure and authority. Decision-making tends to be top-down, and roles and responsibilities are clearly defined. Results-Oriented Culture:  These workplaces prioritise outcomes and performance. Goals are set, and employees are expected to achieve them, often with a focus on metrics and accountability. Customer-Centric Culture:  Customer satisfaction is the primary focus in these organisations. Employees are encouraged to understand and meet customer needs and expectations. Inclusive and Diverse Culture:  Diversity and inclusion are key values in such workplaces. They strive to create an environment where people of all backgrounds feel welcome and valued. Adaptive Culture:   Adaptive cultures are flexible and responsive to change. They embrace change as a constant and encourage employees to adapt and innovate accordingly. Traditional Culture:   Traditional cultures often have long-established norms and practices. They may be resistant to change and tend to value stability and continuity. Ethical Culture:   These organisations prioritise ethical behaviour and integrity in all aspects of their operations. They have strong codes of conduct and ethics. Learning Culture:   Learning is highly valued in these workplaces. They encourage continuous development and provide opportunities for employees to acquire new skills and knowledge. High-Pressure Culture:   In contrast, high-pressure cultures are demanding and stressful. They may have tight deadlines and intense performance expectations.   It’s important to note that a workplace culture can be a combination of these types or evolve over time. Organisations often strive to define and shape their culture to align with their values and goals.   Practice Good Faith, and this isn’t about religion; it’s about knowing that the energy you give off is what you’ll attract. Take the time you need to calm down and constructively address it or let step aside and refocus your attention. Take care of yourself, focus on gratitude, being kind to others, working hard, and surrounding yourself with positive influences.   Keep your frequency high, and you’ll project the positive energy you desire.   We would love to take you through our DRG Sustainability Model which also touches on Energy and Culture within the workplace.    Contact Person: Nikita Pillay T: +27 (0)31 767 0625 E nikita@drg.co.za    W: www.drg.co.za

KZN Top Business is proud to be publishing a leaders’ portfolio in 2024.   Much material has been researched and written about the topic of being a good leader. As has been said by Tony Robbins, “The importance of leadership lies in the ability to get things done. Leadership allows you to communicate a clear vision and then unite your team around that vision. Companies with great leaders are creative, innovative and agile. They also have positive company cultures with a sense of purpose and passion.”   More now than ever our province of KwaZulu-Natal needs inspirational people around us to face the many challenges we have. And we really need people to be focused on the right things for the right reasons.   Through the KZN Top Business Leaders’ Portfolio we are proud to recognise some of the outstanding individuals in the province who do have the ability to inspire and who are making things happen for the good of their business entities and further afield.   Some of the leaders who are participating include: ·        Ashley Bell, Bell Equipment ·        Michael Keats, Goscor ·        Pat Moodley, Industrial Development Corporation ·        Aurelia Alberts, Innovate Durban ·        Jay Patel, Royal Tyres ·        Rob Kelso, SA Homeloans ·        Isaac Mbatha, Sky Tents ·        Lubin Ozoux, Sumitomo Rubber South Africa ·        Jonathan Naidoo, SmartXchange ·        Pat Symcox, RE/MAX Coast and Country ·        Jennifer Reddy, Morar   Incorporated ·        Shamla Pather, Shamla Pather Attorneys ·        Frikkie Brooks, Brooks Facilitation Services The Top Business team is interviewing each leader online and delving a little into their lives, purpose and achievements.  The participants are also being asked to share some of the insights that they have gained on their journeys, which is invaluable knowledge to those following in their paths.   An edited version of these interviews can be found online. https://www.youtube.com/c/KZNTopBusiness   The content of the interview will be used to create a written profile which will be featured in an old fashioned hard-covered coffee table book. This book will be an absolute classic with historical value; a must have publication. The written profiles will also be uploaded to our website www.kzntopbusiness.com and shared on social media.   If you have any queries or would like to nominate someone to participate, please contact:  Angela Alderton C: +27 (0)66 206 5654,  E: angela@kznleaders.co.za or     Grant Adlam C: +27 (0)83 262 9529, E:  grantadlam01@gmail.com    W: www.kzntopbusiness.com

Following a successful resurgence of the annual Corporate Golf Day hosted by The Association for The Aged (TAFTA) last year, the non-profit organisation is once again calling on corporates and teams of individuals to support this event in aid of Tafta’s Meal Delivery Service. With an ageing global population and people living longer, Tafta hopes that it’s Meal Delivery Service provides a way for older members of society to remain independent while having their needs adequately met.   This year’s event will tee-off at the prestigious Mount Edgecombe Country Club on Friday, 31 May 2024 in the usual 4-ball alliance, two scores to count format. The fee for a team’s participation is R4500 – subsidising 75 nutritious and affordable meals while you network and enjoy a day of golf with friends. The fee includes your team’s green fees, halfway meals and drinks, dinner and prize giving event.   If you are not a golfer but would still like to support this worthy cause, consider sponsoring a tee at a cost of R1500 and still enjoy a great day of networking and marketing your business or products, or even sponsoring a 4-ball prize.   Tafta CEO, Femada Shamam shared insight on the organisation’s meal delivery service, saying; “This community-based programme is provided to both Tafta residents and older people in the community who are housebound or who can no longer cook or afford to cook for themselves.”   Over 12 000 nutritious, freshly prepared and ready-to-eat meals are conveniently delivered on an annual basis to older people who want to continue living in their own homes as independent members of the community, but who need assistance  with their meals.   Each meal is tailored to the recommended dietary allowances for elders aged 60 and over; and is made affordable (either provided at no cost or at nominal rates based on an elder’s income) through fundraising efforts of the organisation to cover the annual operating cost of R643 000.   Shamam added, “We hope you will come out and show your support and we look forward to seeing you on the green.”   To find out more on how you can participate in Tafta’s Golf Day, contact Tafta’s marketing and fundraising coordinator, Kemmy-Leigh Moodley  on 031 332 3721 or  idpr@tafta.org.za    www.tafta.org.za

Driving through one of the northern suburbs I noticed a roughly written sign: ‘HumanKind Be Both’. There is harmony in this word.   In a poem called “Kindness” by Naomi Shihab Nye (1952), she writes how: “Before you know what kindness really is, you must lose things…feel the future dissolve in a minute.”   I believe that there is enormous merit in recognising the human and showing kindness to those around us and likewise to our colleagues with whom we share our day. Being kind in the context of the workplace is largely misunderstood, as is being human. Studies show that an organisation that uses a kind approach to employees exhibits a higher retention rate. A kind environment creates a positive environment and one that employees want to operate within as the environment is supportive, collaborative and the sense of team is palpable. Kindness also produces improved productivity; an employee feels valued when they are encouraged to contribute openly and are heard. This acknowledgement gives the employee a sense of achievement and job satisfaction.   Kind workplaces increase the sense of belonging and improve employee wellness as an openness exist. A culture that expresses kindness enhances performance where a team spirit is visible, a sense that your team has your back and thus creates a space more likely to demonstrate innovation and creativity. Kindness in the workplace should not be an enigma or seen as a weakness.   A Focus on People How would we then define human and being kind? The decision to be kind is visceral and must be real. Research shows that being human in workplaces involves a focus on people and through this creates a sustainable and successful business. A culture that promotes key human traits, for example, empathy towards others, the need for meaningful relationships, the sense of belonging, openness, curiosity, and the need to continue learning can only encourage a positive work environment, cultivating highly engaged, satisfied, and productive employees. Being human is not being nominal but about being authentic.   Being kind is not passive or lamenting, rather being kind is about trust, honesty, fairness, taking the high road, and considering others before oneself. In the workplace, this would be considered the company culture. The workplace is a cross section of employees with individual beliefs, personal values, ideologies, and norms, all of which through identifying, harnessing and in some cases cultivating the company values, the employees wear the company culture and demonstrate a unified force. Strong brands are often built on the back of a culture that is made tangible through its people. Reinforcing the values in the organisation embeds and indoctrinates employees where the manifestation of the cultural traits and where behaviours are authentic.   Organisational culture is a shared set of behaviours, a collective of personalities across the business, company best practises and business norms, and includes storytelling and ‘the way we do things around here’. Culture shapes the way employees interact, behave towards one another, and engage with customers and clients. Culture is vital in shaping overall performance, employee satisfaction, and how the business is received both internally and externally. Culture can be consciously cultivated by leadership or emerge organically over time based on the history of the business and employee behaviour.    A Culture Of Kindness  Creating a culture of kindness in the workplace starts with the leadership, where there is a sense of worth, and the valuing of an individual’s views and contributions in the organisation, amongst open communication, a sincere greeting culture, fairness in the recognition of employee efforts, honest regular feedback, and an open and transparent approach to employee expectations. All of which harbour a safe environment and a high-performance culture, which upholds excellence.   There is a positive correlation between kindness and a high-performance culture. In a high-performance culture, the work environment is designed to make the employees as effective as possible supporting business goals and providing value. A high-performance culture is characterised by a shared purpose and goal, supportive and inclusive leadership, respect, open to feedback and healthy conflict. Research shows that an organisation that exhibits kindness reports on reduced attrition and related costs, as well as improved initiative and creativity, all while boosting well-being.   Barriers to Kindness A common barrier to kindness in the workplace is the perception that showing kindness is a weakness. Negative leadership or a toxic company culture, where aggression towards people and tasks is expressed, and where employees or teams are overloaded or overwhelmed, stymie kindness. If a team or employee is overstretched, there is no time for kindness. Managers must be vigilant where an employee or team is overwhelmed as kindness will not be the first port of call.   Leaders should pursue kindness strategies should they wish to consciously nurture kindness as a trait in their organisation. The starting point is the leader; employees watch more how a leader acts than what the leader says. The leader must lead by example, as these actions will influence the organisation’s behaviour. Leaders who endorse a greeting culture, the culture of saying ‘Thank you’ or showing gratitude and appreciation for efforts made, has the employee feeling acknowledged.   When mistakes occur, creating an environment of support and providing honest feedback with clear direction and where expectations are unambiguous is essential. Teambuilding and relationship building is key to the success of creating a kind workplace. Where employees can get to know one another, they will learn to trust and rely on one another, which creates an environment for open communication and active listening and one where you will find less conflict.   Only Kindness Mental wellness has certainly been brought to the forefront with the pandemic. A significant focus on employee well-being and mental wellness is central to growing a kind culture. Reaching out to a struggling employee by providing a ventilation system through remote working models can go a long way in helping those who are grappling to find their way back.   At the end of Nyes poem on Kindness she writes: “it is only kindness that makes sense anymore, only kindness that ties your shoelaces and sends you out in the day to gaze at bread. Only kindness that raises its head from the crowd of the world to say. It is I you have been looking for and goes with you like a shadow or a friend.”   Acknowledgement Swinand, A. (2023) “Why Kindness Pays off”.   hbr.org/2023/07/why-kindness-at-work-pays-off      DRG, DRG Siyaya Contact Colette Tanner,  T: +27 (0)31 767 0625 E: colette@drg.co.za    W: www.drg.co.za

What is the Comfort Zone? The comfort zone is a psychological state where a person feels safe, secure, and in control. It is characterised by a lack of stress and anxiety, which can lead to increased productivity and creativity. However, it can also lead to complacency and stagnation. Why Should You Care? In business, you are constantly faced with challenges and decisions that can impact the success of the company. However, it’s easy to fall into a routine and become complacent, relying on what has worked in the past instead of exploring new opportunities. This is where the comfort zone comes into play.   Why do employees resist change, even if it could benefit the company? Why do some business owners avoid taking risks, even if they have the potential for significant rewards? The answer often lies in the comfort zone.   Why do we allow ourselves to be limited by our own comfort zones, and what impact does it have on our businesses? How can we recognise when we are stuck in a comfort zone, and how can we break free from it?   How Does the Comfort Zone Affect Business Results? The comfort zone can have both positive and negative impacts on business results. On the one hand, it can lead to increased productivity and efficiency, as employees feel comfortable and secure in their roles. On the other hand, it can lead to stagnation and a lack of innovation, as employees resist change and avoid taking risks.   For example, a company that has always done things a certain way may be hesitant to adopt new technologies or processes, even if they could significantly improve efficiency and productivity. Similarly, an employee who has always worked in a particular role may be reluctant to take on new responsibilities, even if they have the potential to advance their career.   However, the comfort zone can also hinder growth and prevent businesses from reaching their full potential. When we become too comfortable, we may miss out on new opportunities or fail to adapt to changing market conditions. This can lead to a decline in sales, a loss of market share, and even business failure.   There are several signs that someone may be stuck in their comfort zone, including: Predictability and boredom:   Feeling bored or unchallenged   by their routine or activities. Avoiding discomfort:   Preferring easy and   predictable activities and   avoiding pain or discomfort. Rigid routine: Having a rigid   daily routine that rarely changes. Lack of excitement for   learning new skills: Feeling   uninterested or unmotivated   to learn new skills or take on   new challenges. Flatlining results:   Experiencing stagnant or   declining results in their   personal or professional life. Living in daydreams: Thinking   about other possibilities in   love, work, or life but not   taking action to pursue them. General unhappiness: Feeling   unmotivated, disinterested, or   unfulfilled in their daily life. Problem-solving approaches   never change: Addressing   problems or challenges in   the same way repeatedly, using the excuse of ‘this is   how we’ve always done it’.   When leaving their comfort zone, people often face several common challenges, including: Fear of failure:  The fear of making mistakes or   not meeting expectations can be   a significant obstacle that prevents   individuals from stepping out of   their comfort zones. Anxiety and stress:  Stepping into unfamiliar   situations can cause feelings   of anxiety and stress, making it   difficult for individuals to adapt   and thrive in new environments. Lack of self-confidence:  Individuals may doubt their   abilities or skills, leading to   a reluctance to take on new   challenges or try new activities. Resistance to change:  People who are comfortable in   their current situations may resist   change and prefer to stay in their   comfort zones, even if it means   missing out on new opportunities   and growth. Uncertainty and discomfort:  Engaging in new activities   or situations can create a sense   of uncertainty and discomfort, making it challenging for   individuals to adapt and feel   at ease. Limited support:  Having a supportive   environment or network can   be crucial for individuals to overcome these challenges   and successfully step out of   their comfort zones.   What If We Could Break Free from the Comfort Zone?  What if we could create a business environment that encourages risk-taking and innovation, while still providing a sense of security and control? What if we could help our employees break free from their own comfort zones, and empower them to reach their full potential?   One solution could be to create a culture of continuous learning and development, where employees are encouraged to take on new challenges and expand their skill sets. This could involve providing training and development opportunities, as well as creating a supportive environment that encourages experimentation and risk-taking.   Addressing these challenges requires a determination, and a willingness to embrace discomfort as part of the process of personal and professional development. Resetting or expanding your comfort zone involves deliberately stepping outside familiar and routine experiences to embrace new challenges.   Ultimately, the key to breaking free from the comfort zone is to recognise its power and influence, and to take proactive steps to overcome it. By creating a culture of continuous learning and development, adopting a growth mindset, and seeking feedback, we can empower ourselves and our employees to reach new heights of success.   T: +27 (0)82 887 1600 E: anneme@trueawakenings.co.za    W: www.trueawakenings.co.za

The South African retail industry operates in a complex and challenging environment. Economic uncertainty, rising costs, and unpredictable consumer demands have created conditions in which retailers must constantly adapt to survive.  Loadshedding further disrupts operations and sales, while compliance with regulations like FICA and KYC (Know Your Customer) increases the administrative burdens for retail businesses. Additionally, fraud remains a significant threat, eroding profits and undermining consumer trust.  The South African retail sector is facing an uphill battle. Businesses need innovative tools and strategies to mitigate risks, optimise operations, and stay ahead of the competition, says Sameer Kumandan, Managing Director of SearchWorks, South Africa’s largest, forward-thinking data aggregation platform.   A web of compliance and regulatory battles The Financial Intelligence Centre Act (FICA) and Know Your Customer (KYC) regulations mandate extensive verification procedures for retailers. SearchWorks assists retail institutions to ensure they carry out their due diligence in terms of accurate KYC and KYB. With CIPC (Companies & Intellectual Property Commission) searches verifying supplier legitimacy and ID verification ensuring customer accuracy, retailers can ensure compliance and mitigate risk.   These searches are critical steps in countering fraud and reducing financial risk. KYC verifies identity and legitimacy of customers, helping to prevent fraudulent activities like money laundering, identity theft, and fake accounts. This protects retailers from financial losses and potential legal repercussions, particularly important given that the retail industry relies heavily on credit. This means it is vital to identify and verify customers as well as do a credit check to ensure that credit is granted to the correct creditworthy clients.   CIPC search functionality confirms the existence and legal status of a supplier, ensuring they are a legitimate business entity and not a front for fraudulent activities. This reduces the risk of retail businesses purchasing counterfeit products, dealing with insolvent companies, or falling victim to cams.   Combating fraud and boosting loss prevention Fraud, a major concern for South African retailers, erodes profits and damages brand reputation. SearchWorks offers a robust arsenal of searches to combat this threat. From ID verification and address tracing to criminal checks, credit reports, PEP and Sanction checks as well as Anti-Money Laundering checks, retailers can gain crucial insights into potential and existing customers, minimising the risk of fraudulent transactions and bad debt.   Streamlining operations and enhancing efficiency    SearchWorks gives retailers the tools to streamline operations and improve efficiency. It automates onboarding processes by handling KYC, KYB and FICA compliance checks for suppliers and customers, minimising manual tasks and paperwork. This allows retail staff to redirect their focus to more critical responsibilities. Decision making is enhanced by providing real-time access to accurate data, aiding retailers in assessing creditworthiness. Employee management is further streamlined by facilitating efficient vetting and simplifying the collections process, minimising the risk of workplace incidents and legal issues. Additionally, the platform simplifies collections through default listings and letter of demand functionalities, saving valuable time and resources.   Adapting to the changing retail landscape In facing increasingly tough economic conditions, retailers need to be agile and adaptable, especially when it comes to understanding their customers. SearchWorks empowers retailers with valuable consumer insights through income estimators and comprehensive profiles. This data enables data driven decisions regarding credit offerings and targeted marketing campaigns, ultimately helping retailers cater to the ever-evolving needs of their customers.   The SearchWorks advantage  SearchWorks offers a unique value proposition for South African retailers to enable agility and adaptability, with: Comprehensive search suite:   Over 180 search options cater to diverse needs, from KYC/KYB verifications and credit checks to employee vetting and supplier due diligence. Quick and trustworthy results:  Real-time searches and accurate data ensure informed decision-making, minimising risk and maximising efficiency. Unified platform:  All searches are accessible from a single platform, streamlining workflows and facilitating cross-departmental collaboration. Customisation and access control:  Retailers can customise search permissions, granting access based on departmental needs.   The catalyst for retail success  By automating vital checks and compliance, enabling informed decision making, and streamlining operations, SearchWorks allows retailers to move out of survival mode in order to thrive. SearchWorks provides a compass for retailers to overcome their industry’s biggest hurdles to building businesses where customer trust is bolstered, operational efficiency is maximised, and informed decisions drive growth and profitability,” concludes Kumandan.   T: +27 (0)86 034 0000 E: info@searchworks.co.za      W: www.searchworks.co.za

Trade between all countries in 2022 totalled approximately $31 trillion. The total value can be separated into $24.2 trillion worth of goods and $6.8 trillion worth of services, according to World Trade Organisation statistics. Goods dominate global trade and comprise all manufactured, fuel, mining, agricultural, and other products. The collective countries that make up Europe top the list for exports and imports by value, followed by Asia, and North America. All African countries only contribute to 2.7% of global exports by value, but it is worth noting that this is an increase of 0.3% since 2003. WTO data (recorded since 1948) indicates that this is the first time that Africa’s share of exports has ever increased. There has previously been a steady decline in Africa’s share which started from 7.3% in 1948.   The downward trend has reversed and there are a few reasons to expect Africa’s role in global trade to expand even further in coming decades. Continued urbanisation will allow for labour specialisation, and this combined with steady population growth will lead to greater goods production and trade between urban centres. If the aim to gradually create an African Continental Free Trade Area Agreement (AfCFTA) is even partially realised, this will further expand the continent’s trade opportunities. Many African countries are aiming to gradually lower tariff barriers, natural trade barriers, and other non-tariff barriers with neighbouring countries and regional economic communities. South Africa’s share of global imports and exports has remained steady at 0.5% since 2003 but there are substantial possibilities to boost intra-African trade with the correct policies and infrastructure.   Manufacturing is a vital component of modern trade. Manufactured goods represent the largest share of goods exports (63%) followed by fuels and mining products (21%) agricultural products (10%) and other goods including gold, arms and ammunition (6%). Container shipping and the trade of manufactured goods go hand in hand. The number of 20-foot equivalent units (TEUs) handled in ports around the world has continued to show steady growth and will soon reach over 900 million TEUs. The world’s busiest container ports help to service manufacturing hubs, this outlines the importance of sources and the diversification of trade partners could help to mitigate against trade restrictions in the long-term. efficient, high-capacity ports, to enable the trade of value-added goods. By addressing bottlenecks in the ports and encouraging regional trade, African countries can tap into the global demand for manufactured goods.   There are threats to Africa’s trade growth, especially trade restrictions. For instance, the European Union’s Carbon Border Adjustment Mechanism (CBAM) targets specific goods that are deemed too carbon intensive. Given that most developing nations are relying on fossil fuels as their primary source of energy, any trade restrictions targeting CO₂ will ultimately lower trade from developing regions. All traded goods have a carbon footprint and could potentially be taxed, but the short-term objective of CBAM is to target subjectively selected goods including iron, steel, aluminium, plastics and organic chemicals. Continued investment in renewable energy sources and the diversification of trade partners could help to mitigate against trade restrictions in the long-term.   The odds are in Africa’s favour for increasing its share of global trade in the coming decades, although this will require proactive measures by African industries and governments. Africa can move away from predominantly exporting resources and increase the sophistication and value addition of export products by putting manufacturing, and a stable, enabling environment for industries at the forefront of priorities. Africa’s share of global trade is already growing, and that trend is expected to continue.   References: WTO: World Trade Statistical Review 2023 TIPS: POLICY BRIEF: 1/2023 UNCTAD: Handbook of statistics 2023: Maritime transport indicators UN: Review of Maritime Transport 2023

When our students embark on their two-year journey of the GIBS manufacturing focused MBA on the Toyota Wessels Institute for Manufacturing Studies (TWIMS) campus, they arrive excited, apprehensive and slightly overwhelmed. They have chosen to do something which takes courage and commitment to achieve their dreams. These students have demanding jobs already and family responsibilities, but they have bravely elected to invest in their development. Each individual student has an extremely personal reason as to why they are pursuing the degree. But all students want a quality, transformative learning experience, not simply letters to their name. Graduations are a celebratory culmination of this deeply personal learning journey.   The manufacturing focused MBA comprises two years of study: the first, the PGDip which is the equivalent of an Honours year, which then enables students to proceed to the Masters year. The programme is offered by GIBS on the TWIMS campus in Kloof, Durban. In the two years, students learn general business leadership skills infused with manufacturing specialised subjects which expose them to a range of critical issues in the sector, such as: sustainability digital disruption, lean operations and resilient supply chains. In partnership with GIBS, the degree has been offered on the TWIMS campus for the past five years.   On 16 April 2024 we celebrated the fifth cohort of manufacturing students reaching their first milestone in their journey – the manufacturing focused PGDip. The sun was shining of the University of Pretoria campus and the atmosphere was jubilant.   As faculty attending, it is an honour to witness students you have taught walk across the stage and receive the degree they have worked so hard for. In its short five years, the manufacturing focused PGDip and MBA has produced some outstanding results, claiming several overall top student awards, research awards and subject prizes. The PGDip class of 2023 lived up to the standard with three of the manufacturing students achieving distinctions: Shiraz Dawood, David Frew and Siphathisiwe Sibanda.   Graduation day reflects the personal accomplishment for each and every student, not forgetting their families behind the scenes who have supported them on the journey. But as a class of manufacturing students on the TWIMS campus, these students are part of something bigger. The leadership lessons learnt on the programme will play a role in shaping teams, organisations and the manufacturing industry which they are part of. These graduates are ambassadors of responsible management in a sector which is critical to the prosperity of our country and the continent. Having achieved this first milestone we know they have what it takes to join our alumni in making an impact.   Congratulations PGDip manufacturing class of 2023!   For more information visit  www.twims.co.za