Kim Dyason, fine jeweller,goldsmith, mentor and entrepreneur Kim Dyason is the owner of Studio 39 Jewellery Design in Kloof and founder of Jewellers by Design. One of her greatest achievements says Kim is being in business for 29 years as of July 2023, which has been a huge milestone to reach. Kim’s passion is engaging with clients and designing bespoke, unique pieces that are timeless, wearable works of art. From the initial consult, through the design journey to proudly presenting the completed heirloom piece that evokes fabulous reactions, she is very hands on, and loves dealing with her clients one on one. Nothing gets lost in translation, the passion Kim’s clients have for their design is received as an energy that cannot be translated down a production line. She is part of every step in the process, leaving nothing to chance. She added that when she is designing for clients, she likes to get a feel for who they are. Kim explained, “Great love is poured into every piece, and I understand the sentimental meaning behind every piece. I want to create something that’s going to be meaningful for you. It’s not about me. I want to see smiles on people’s faces when they put on their piece of jewellery. I sell happiness. It’s so special.” Many of her clients are now firm friends and are based all around the globe. A family jeweller is not a luxury, but an absolute necessity these days. It involves so much more than just trust. The Studio 39 Jewellery Design can also remodel old jewellery or produce a new item using their clients’ stones. Kim explains that for her design work she looks for inspiration in her love of nature. “I love nature. I get a lot of inspiration from nature and natural gemstones. I find that if I’m designing for myself the stone tells me what it wants to be.” Recently selected as one of KZN’s Top Business Women for 2023, she designed a beautiful gold pendant to wear for the gala event. As you will always find fresh orchids displayed in Kim’s shop, this spectacular pendant was based on the indigenous orchid Aerangis mystacidii, which is found in KZN. Kim used some licence to make the orchid larger than life. This elaborate pendant is a prime example of what Kim and her goldsmiths can produce. Currently, Kim is collaborating with people who aren’t jewellery designers but have creative concept ideas. She added that working with them to create jewellery that they can go on and make an income from is ‘absolutely divine’. “My daughter is a zoologist, her range is Pangolin inspired, so she can give back to her community, donate to wildlife and create employment. There’s just so many ways you can give back and be creative at the same time.”

Meet Marlene, the powerhouse entrepreneur who shattered the glass ceiling as South Africa’s first female ActionCOACH franchisee. Armed with over 12,000 coaching hours, Marlene has transformed herself from a generalist to a specialist in the business coaching arena.  Marlene’s journey from the corporate world to becoming an internationally certified business coach is a testament to her unwavering dedication and expertise. Nevertheless, Marlene’s success story is not just about accolades and certificates; it’s a tale of dreams turned into reality. The key to any business success lies in taking ownership, accountability, and responsibility for your dreams—no room for blame, excuses, or denial.  “As a business owner myself, I value the essence of quality of life and making sure my business does just that for me as every business owner should. By integrating simple yet effective tools into my clients’ businesses, I empower them to unlock and achieve their definition of success (be it more time and money, scaling their business, or building it up to sell). It’s incredibly fulfilling to assist business owners to achieve what they want from their business while doing what they love,” Marlene shares.   Delivering Desired Results Embracing her role as a business coach, Marlene commits to delivering desired results using proven tools and methodologies that she has refined over two decades of assisting businesses. Just as you would with a sports coach, Marlene is there to hold her clients accountable and push them to perform at optimal levels. Her job is not to be an expensive friend! For any client of hers, you will embark on a journey with ActionCOACH, where the mission is more than just business—it is a commitment to positive, successful, and balanced growth. Operating within ActionCOACH’s ‘14 Points of Culture’, Marlene and her ActionCOACH team strive to benefit everyone they interact with each day. Core Philosophy Her core philosophy is ‘coopetition’, challenging the traditional competition norms by fostering a spirit of collaboration and a growth mindset and journey rather than one of being in competition with others. As said by Marlene, “There is more than enough business for everyone, it is more about getting the business you want.  ActionCOACH is not just in the business of coaching; we are in the business of changing the lives of not just the business owner but their family and team. As a Business Coach, I am the master of ‘Edutainment’. My focus is on educating our clients and those who work with them while ensuring that we make it a fun journey while doing so by utilising cutting-edge techniques, including audio, video, workshops, workbooks, and other technologies, to impart world-class marketing and business development knowledge. With everything I do, I pride myself in products and services and guarantee to provide the highest quality, return on investment in yourself and your business through the latest and most effective training methodologies available.”  With any client, they all have the same thing in common with regard to their attitudes, commitment to learning, growth, and teamwork. Marlene and ActionCOACH are not just transforming businesses; they’re crafting success stories and inspiring a paradigm shift in the world of entrepreneurship. Join the revolution, where taking business seriously means embracing growth, learning, and the journey towards turning the next page to your next business chapter! Contact me on https://linkshare.co.za/ marlenepowell or call +27 (0)83 479 4471 E:  marlenepowell@actioncoach.com W:  https://marlenepowell.actioncoach.com

Fire extinguishers may be found in factories, offices, restaurants, hotels, homes and even vehicles. They often tend to get overlooked and their importance and the safety they provide ignored, until such time as they are urgently needed.   There are various classes of fire extinguishers available in South Africa. The fire extinguisher selected will be dependent on the type of potential hazards that relate to nature of your business’s needs. Using the correct fire extinguisher on the potential class of fire is essential.   Using the wrong extinguisher for a specific class of fire can be dangerous and ineffective. Understanding the limitations of each extinguisher type is crucial for safe fire suppression. In some cases, more than one type of fire extinguisher may be required to ensure that safety standards are met. The most common types of fire extinguishers are: Type A: For ordinary combustibles, such as wood, paper, and cloth. Type B: For flammable liquids, such as gasoline and oil. Type C: For electrical fires. Type D: For flammable metals, such as magnesium and titanium. Type K: For cooking oils, grease or animal fats    How do you use a fire extinguisher? Fire extinguishers empty within seconds, and therefore knowing how to operate one is essential. You could risk wasting the contents of the extinguisher without fulfilling its purpose of extinguishing the fire. Once its contents are done, they are done.   If you need to use a fire extinguisher, remember the P.A.S.S method for how to use it safely and effectively. Each letter represents one of the four steps to use the extinguisher. P = Pull the pin. Grab the extinguisher, hold it away from your body, and release the lock pin. A = Aim. Aim the extinguisher towards the base of the fire as directing the contents at the flames or smoke won’t put the fire out. S = Squeeze. Slowly squeeze the lever while pointing at the base of the fire. S = Sweep. Move the extinguisher side to side while squeezing the lever until the fire is out.   When you go through the PASS steps, hopefully this puts the fire out. But fire extinguishers have limitations, if the fire is larger than a rubbish bin, don’t attempt to put it out with a small, standard fire extinguisher. Pull the fire alarm and evacuate the area.   Common Fire Extinguisher Mistakes Trained fire safety officers: Ensure those that are in charge of the fire extinguishers are familiar with the operation instructions.   Expiry dates: After expiry fire extinguishers are no longer effective so it is extremely important to keep a record of these dates.   Maintenance checks: Establish a routine maintenance schedule to inspect and service fire extinguishers. Regular maintenance ensures that the extinguishers are in optimal working condition and ready for immediate use in case of a fire emergency.   Where To Buy Fire Extinguishers? Spot-On Fire Controls (Pty) Ltd is a Level 1 BBBEE fire protection company servicing businesses in KwaZulu-Natal. The company has 33 years of credible experience in fire protection services. Its expertise includes all aspects of fire protection as well as provides firefighting training, which provides their clients with peace-of-mind knowing that their assets are covered.   We offer, inspections and assessments, supply, installation, and maintenance of fire extinguishers.   For more information contact: Lungani Nene T: +27 (0)73 388 8247 E: info@spotonfirecontrols.co.za W: www.spotonfirecontrols.co.za

East Coast Radio (ECR) has partnered with business growth specialist Pavlo Phitidis on a campaign to highlight the vital importance that established businesses hold for KwaZulu-Natal’s growth and prosperity. Pavlo, together with Aurik’s co-founder, has started, built, and sold 12 businesses in nine years and he continues to drive Aurik’s growth as CEO. Aurik works with established business owners to accelerate revenue growth and build value. Called The KZN Future50, the weekly radio feature takes the shape of a conversation between Pavlo and hosts Darren Maule and Sky Tshabalala featuring the KwaZulu- Natal business of the week. Why become a KZN Future50 business? The intention is to support the business community, so this comes at no cost (yes, really) to the business featured. Advantages include: Exposure to ECR’s 1,3 million listeners at 8.10 am, Tuesday morning peak traffic radio. Exposure on their website (600 000+ unique users) & Facebook (470k followers) Get the people of KZN focused on what your business needs to get to its next level. Be one of only fifty KZN business to watch. The conversation will be about your business, what it does, why that matters and a call out to the audience to get behind your success and growth. If your next level growth opportunity is, amongst others, more customers, a funder, a key supplier, a specialist employee, access to information, or a listing with a retailer, Pavlo will extract it from the listeners and bring it home to you. Companies that have been featured include Serco Industries, Airshot, FutureLife, Joekels Tea Packers, Stealth Kayaks, Ordev and Blinds Syndicate, amongst others. This opportunity is open to any KZN business to apply, the ECR team will choose who gets featured. To listen to some featured companies and to apply visit: www.ecr.co.za/KZN-Future-50 .

This case decided in the Labour Appeal Court in 2022 turns on the application of clauses relating to retirement age in employment contracts, and the fairness of dismissals based on an employee’s age. The employee in question had been employed by the company in November 2007, and in January 2008 signed an employment contract which stipulated that the employee’s retirement age would be at 60 years of age. The employee turned 60 on 15 March 2018, but he was not terminated by the company at that stage and continued working under the same terms and conditions he had been under prior to reaching retirement age. On 14 January 2019, the employer notified the employee that his services would terminate on 12 February 2019, due to having reached the agreed retirement age of 60. The employee referred a dispute claiming that his dismissal was automatically unfair as it was based on unfair discrimination relating to age, a prohibited ground in terms of s 187(1)(f) of the LRA 1995. The dispute was to some extent spurred by the fact that the employee was a member of the Motor Industry Provident Fund, which provided that the retirement age of an employee who was a member of the fund was 65. The employee also claimed that once an employee reached his contractual retirement age and neither party enforced the provision regarding retirement, the employer could not thereafter rely on the clause to effect termination. The employee believed a new contract came into effect after retirement age was reached, and it was up to the employer to show that a new retirement age was agreed to, or that a normal retirement age existed. The court’s decision on this matter rested on the interpretation of s 187(2)(b) of the LRA, which stipulates that ‘a dismissal based on age is fair if the employee has reached the normal or agreed retirement age for persons in that capacity’. The wording of the section is clear and unambiguous, and on its ordinary meaning, once the employer proves that the dismissed employee has reached the agreed or normal retirement age, the dismissal is deemed fair. The section does not prescribe a time frame within which the dismissal should take place, provided it is after the employer has reached his or her agreed or normal retirement date. This effectively means that an employer has the right to fairly dismiss an employee based on age at any time after the employee has reached his or her agreed or normal retirement age. The employee had contended that if an employer is permitted to rely indefinitely on an agreed or normal retirement age as a basis for dismissal once retirement age was reached, this would leave the employee in a vulnerable position by enabling the employer to abuse its position to dismiss the employee based on his age. The court disagreed with this argument, clarifying that an employer would only be protected by s 187(2)(b) if the reason for, or proximate cause of the dismissal is that the employee has already reached retirement age.  An employer would therefore not be able to invoke the retirement age as a reason for dismissal where the real reason for the dismissal is based on operational requirements, misconduct, or incapacity. The court also rejected the argument that a new contract came into effect once the agreed retirement age was reached. The employment contract does not terminate by the effluxion of time when the employee reaches his or her retirement age but is deemed to continue on the same terms and conditions in force before retirement age is reached. The retirement age thus remains unchanged. In this case, it was clear that the reason for dismissal was based on the employee’s age, and not some other reason. In terms of s 187(2)(b) it is not unfair to discriminate against a person on the basis of age where the agreed to or normal retirement age has been reached. As the employee had reached the contractually agreed to retirement age, the employer was thus fully within their right to terminate the employee by giving notice. The dismissal was ruled to be fair, and the employee’s case was dismissed. < T: +27 (0)31 266 6570 C: +27 (0)82 786 7480 E: johanvd@labournet.com W: www.labournet.com

The Imperative of First Aid Training and Wellness Checks in South Africa As South African businesses prepare for 2024, the importance of employee health and safety emerges as a key focus. Far from being a mere compliance issue, this focus represents a fundamental shift in corporate responsibility and strategy.   The implementation of mandatory first aid training and comprehensive wellness checks are not just regulatory requirements; they are essential components of a holistic approach to workforce wellbeing that South African companies must embrace. According to the South African Department of Labour, workplace accidents result in thousands of injuries and fatalities annually. These incidents not only disrupt operations but also have a profound impact on the mental and emotional wellbeing of the workforce.   First aid training in the workplace goes beyond just emergency response; it equips employees with crucial skills to effectively manage a variety of situations, potentially saving lives and minimizing injury severity. This training instils confidence and preparedness, enabling a quicker and more competent response during emergencies.   Beyond these immediate benefits, first aid training cultivates a broader culture of safety. Employees become more aware of potential hazards, contributing to a safer work environment. The training also signifies an employer’s commitment to employee wellbeing, enhancing morale and fostering a sense of community and care within the organisation.   Moreover, the skills learned in first aid training, such as teamwork and clear communication, are transferable to daily work activities, promoting a more cohesive and efficient work environment. Generally, first aid training not only ensures compliance with health and safety regulations but also strengthens the overall health, safety, and productivity of the workplace.   Under South African law, workplaces with over ten employees are legally required to have at least one designated first-aider during working hours. In shops and offices, the ratio is one first-aider per 100 employees, whereas in other types of workplaces, it’s one per 50 employees. First-aiders must possess a valid certificate from a Chief Inspector’s Office-approved source, and if hazardous materials are present, they need specialised training for related injuries.   Wellness Checks Another critical aspect is the implementation of regular employee wellness checks. These are comprehensive evaluations covering various aspects of an employee’s health and wellbeing. These include mental and emotional health screenings, which aim to detect signs of stress, anxiety, or other mental health issues early on. Lifestyle assessments focus on factors like nutrition, physical activity, and sleep patterns, offering insights into overall physical health and habits.   The primary goal of these wellness checks is to proactively identify and address potential health issues before they escalate, ensuring support is available for mental health challenges. Additionally, they provide guidance and resources to help employees maintain a healthy work-life balance, crucial for long-term wellbeing and job satisfaction.   For South African companies, integrating health initiatives like first aid training and wellness checks into their corporate strategy is a strategic move. It’s about building a resilient workforce capable of not only enduring the challenges of the modern workplace but thriving in it. Companies that have adopted these practices report not just a healthier workforce but also a more engaged and productive one.   Mi7 National Group stands at the forefront of promoting workplace health and safety. The company offers accredited first aid training, ensuring that employees are equipped with the necessary skills and knowledge to handle emergencies effectively.   Additionally, Mi7 National Group boasts a team of skilled nurses and health professionals dedicated to conducting comprehensive employee wellness checks. These checks cover a range of areas from mental and emotional health to lifestyle and financial wellbeing, aligning with the company’s commitment to fostering a holistic approach to employee health.   In 2024, let the focus on employee health and wellbeing illuminate the path for corporate South Africa. By embracing these crucial aspects of employee care, companies can cultivate a workforce that is not only healthier and safer but also more engaged and productive. It is through these initiatives that companies can set a new standard in corporate responsibility and human-centric leadership, heralding a new era of a healthier, more resilient corporate South Africa.   T: +27 (0)33 814 2250 E: info@mi7nationalgroup.co.za W: www.mi7national.co.za

Attention all sports enthusiasts! Did you know that mouth guards are an absolute game-changer when it comes to protecting your pearly whites? Be more like Jika@Relentless Boxing. As your trusted dental clinic, we want to emphasize the importance of mouth guards for athletes of all ages.   Many people are unaware of the risks associated with a traumatic tooth injury. While there are different types of mouthguards for sport, a custom-made mouthguard can significantly reduce damage to your teeth.   Here’s why: 1.      Mouth guards act as a shield, absorbing and dispersing the impact of blows or falls to your face and mouth. Whether you’re dribbling on the basketball court, kicking the soccer ball, or tackling opponents on the football field, a mouth guard is your ultimate defence against dental injuries.   Bite guards should also be used by anyone who practices bodybuilding, yoga, pilates and other non-contact sports. Bite guards cover the tips and back of the teeth and do not cause the upper lip to push forward. They are also used to prevent grinding of the teeth during exercise in which we may grit our teeth to get through heavy lifts or tension movements.   2.      Preserve your smile: Our goal is to keep your beautiful smiles intact! By wearing a mouth guard, you significantly reduce the risk of chipping or fracturing your teeth during sports activities. Don’t let an accidental collision spoil your winning smile!   3.      Avoid costly treatments: Dental procedures can be both time-consuming and expensive. By investing in a mouth guard, you can prevent the need for intricate and costly dental work. Remember, prevention is always better than cure!   Possible Dental Injuries Chipped teeth are the most common dental injury. If teeth have been chipped or fractured, or if they are loose or tender to the touch, you should see your dentist within 12 hours.   When an athlete takes a blow to the face, a cracked or fractured tooth could result. Superficial cracks in the enamel aren’t high risk for dental health. However, if a tooth’s crack begins at the tooth’s crown and extends downward, it’s a cracked tooth. While you might have a crack and not experience any pain, you might experience symptoms such as: ·        Sharp pain when you bite down ·        Tooth pain that comes and goes ·        Pain while eating and drinking, especially when you consume hot or cold foods   If an athlete receives a blow at a certain angle, a fractured root may result. A fractured root begins at the root level and works its way to the tooth’s visible surface.   Because these fractures are often invisible, you might only discover the problem when an infection develops or potential tooth loss is evident at your next check-up. Another reason regular dentist visits are essential.   Prevention is worth to protect your jaw and teeth. The cost of replacing a lost tooth is about 20 times more than the price of a custom-fitted mouthguard. A mouthguard/bite guard should fit securely, allow for easy breathing and speaking and be comfortable.   At Crown Dental Studio, we specialise in crafting custom[1]made mouth guards that provide optimal comfort and protection for athletes. We strongly advise investing in a professional-grade mouthguard to keep your smile safe. If you (or your child) are active in sports, ask us about this important protection device.   Crown Dental Studio is one of the few truly 24-hour dental practises in Durban as this is not limited to emergency dentistry treatment.   Address: 26 Mackeurtan Avenue, Durban North. T: +27 (0)81 207 8621 E: info@dramod.co.za W: www.dramod.co.za

Sappi Southern Africa has been awarded the Trialogue Strategic CSI Award in recognition of its 40-year old flagship Khulisa Enterprise Supplier Development programme. The prestigious accolade is awarded annually to the programme that exemplifies best practice in strategic corporate social investment (CSI) in South Africa.   What makes the award even more significant for Sappi is the fact that it was awarded to the company during the 40th anniversary year of the Khulisa programme; which started out as a small CSI outreach programme and has grown into an integral, thriving division in its supply chain. The Sappi Khulisa programme today assists more than 4,000 forestry growers to establish meaningful livelihoods by gaining access to the important forestry value chain in South Africa.   Strategic CSI is defined as CSI that has positive developmental impact, as well as a significantly positive impact on the business, beyond reputational impact and it is this creation of shared value; the business of ‘doing good while doing business’; that has earned Sappi the award. It is not the first time that the programme has been recognised for its excellence; it won the inaugural Absa Supplier Development Award in 2018 as well as earning a Silver Loerie in the Shared Value category in 2021.   “This award acknowledges our belief that businesses and communities can thrive together and is a testament to the power of collaboration, where the interests of both business and society are harmonised for mutual benefit. The Khulisa programme is a jewel in Sappi’s crown. As we celebrate its ruby anniversary this year it makes us appreciate the shared value it has created for us as a company, and for the thousands of Khulisa participants that have been part of this success story over the years. My congratulations go to the Khulisa team who work tirelessly at building these strategic relationships with our suppliers,” commented Alex Thiel, Chief Executive Officer of Sappi Southern Africa.   The award is organised by Trialogue, a corporate responsibility consultancy with more than two decades of industry research and experience, supports better business through its thought leadership, academy, social impact advisory, integrated thinking and ESG advisory, monitoring and evaluation, and corporate reporting services.   W: www.sappi.com

With so many different kinds of tents out there on the market, it can be hard to choose the right one for your unique branding and business needs. There are so many factors to consider when purchasing a tent, and all your requirements have to be carefully considered in order to ensure that you leave as a satisfied customer: the nature of your business, the type of work you will be doing, the terrain you will be working on and accompanying weather conditions, and the frequency and duration of use.   There are three primary kinds of tents, all with their own unique advantages: the frame tent, the pole tent and the stretch tent. But if you choose a bespoke tenting solution from Sky Tents, we’ll help you to choose the best tent for your situation, and customise it to fit the unique needs of your operation!   The frame tent and the pole tent are more appropriate for larger functions and functionalities, while stretch tents are better suited to more intimate and stylised endeavours.   If you want to maximise your space, can’t afford obstructions in the tented area, and can afford a fancy tent, your money will be well spent on a frame tent. These tents have the added bonus of not requiring any poles, pegs or ropes, as they are usually hung on a rigid metal and PVC frame (hence the name).   Pole tents are probably the most aesthetically-pleasing variety of tents. A firm favourite in the wedding industry, pole tents are as large and as sturdy as frame tents, but usually a lot cheaper. They require more set-up than frame tents, including poles, pegs and ropes, but the final result more than makes up for the hassle.   For smaller enterprises, stretch tents may be more effective. These adaptable and super stylish tents can be set up in any shape, style or size, giving you the flexibility to cater to a wide range of events.   Then there’s the branding to consider: how to maximise the impact of your brand within the spatial limits of your bespoke tent. Our branding and fabricating experts are on-hand to ensure that your custom tent will never get lost in the crowd.   Get in touch with us today to find out how we can make your brand pop with custom tenting solutions.   W: www.skytentsa.co.za

Bell Equipment Limited has appointed Ashley Jon Bell (41), grandson of the company's founder Irvine Bell, as the new Group Chief Executive Officer (CEO) effective from 1 January 2024.   This follows the resignation in July of the outgoing Group CEO, Leon Goosen, who leaves the company on 31 December 2023 after 16 years of service, five and a half spent as Group CEO.   Ashley is well acquainted with the company having served as a non-executive director on the Board since March 2015 and has provided valuable input as a member of the Board’s Risk and Sustainability and Social, Ethics, and Transformation committees.   A qualified commercial helicopter pilot, Ashley holds a degree in business management and has previously worked for Bell Equipment after graduating in 2007 assisting with product marketing management of the Bell Articulated Dump Truck (ADT) and Backhoe Loader ranges. Since then, he has jointly established and managed several successful businesses in various industries.   He also co-founded Matriarch Equipment with his brother, Justin Bell in 2009. The company focused on developing innovative equipment for a wide spectrum of industries and enjoyed notable success in agriculture and forestry due to its ‘customer-centric’ approach and quick turnaround of niche solutions. Bell acquired Matriarch in 2019 as part of its strategy to revitalise its presence in the agriculture and forestry industries and its products now fall under the Bell brand.   Gary Bell, non-executive chairman of Bell Equipment, congratulated Ashley on his appointment. “Ashley joins a sizeable team representing the third generation of the Bell family actively engaged in the business and it’s heartening to see the next generation stepping up to play an integral role in the future of the company. Having worked closely with Ashley for several years he has all the personality traits and credentials we need, is well aligned with the Board’s strategy, and is a good fit to lead our experienced management team. I have every confidence that he will build on our family legacy with dedication and a passion for the business. On behalf of the rest of the Board, we congratulate Ashley on his appointment and look forward to working with him in his new role and contributing significantly to our continued success and growth."   Ashley Bell said: “I am fortunate to have grown up in an environment where Bell Equipment has been a central theme, and I am both honoured and excited to step up as Group CEO. I look forward to working with the entire Bell team, supported by our customers and suppliers, to ensure we execute our group strategy and make a positive impact for all stakeholders. I would like to extend my sincere thanks and appreciation to the Board for the trust and confidence they have shown in me taking on this role.”

The concept of developing a business tool to support the growth and sustainability of SMEs was initiated by BusinessFit in 2012, when 12 KZN business leaders joined together to focus their minds on discovering “how to help more SMEs to be more successful more often”.   The team of 12 KZN business leaders sat together for two hours, every second week, for 18 months to define a ‘business framework’ to help SMEs to build better businesses that meet governance and stakeholder expectations, and that will last into the future. We considered that if we were able to create a model to help entrepreneurs and business leaders better understand and lead their enterprises, we would significantly improve their decision making and success rates. SMEs are of course cited to be the employment creators of the future; however, their ongoing success and sustainability outcome is often very low.   A Huge Impact Each of the business leaders meeting to support this mission shared all they knew about business development, governance, strategy, and sustainability… which in itself had a huge impact on the success of the 12 contributing businesses. Each of the 12 businesses grew so considerably during this period of team interaction and sharing, that some of the businesses ran out of capacity for further growth and opportunity. It was an incredible experience for everyone.   We started each meeting with a two-minute contribution from each person, sharing the successes and challenges we had in the two weeks since our previous gathering. As each of the 12 business leaders were professionals themselves, from different disciplines and industries, we were able to learn a huge amount from each other, and to help each other solve immediate challenges, identify opportunities, etc.   4 Pillars Together we discovered four critical focus areas that exist within every business, large and small, to help ensure their ongoing success and sustainability, which we now refer to as the 4 Pillars. Vision and leadership – defining the enterprise’s value creation and ability to meet this intended purpose. A business appropriate functional framework Having clearly defined operational and stakeholder measures Energy from staff and teams to meet key performance indicators (KPIs) and drive the enterprise’s strategy forward   Each of the Pillars have eight focus areas within them, which transfer understanding of important aspects of the business, and help to define a more ‘scientific approach’ to understanding, planning, and decision making within a business. Once an enterprise has been through the deep dive 32-point checklist, the leaders of these enterprises would have had the opportunity to consider and define actions and KPIs within each critical focus area of their business… and from addressing defined corrective actions, they are well on their way to ensuring their creation of an ethical, compliant, and sustainable enterprise.   5 Stage Quality Assurance Process The BusinessFit model follows a 5 Stage Quality Assurance process which helps business leaders to build a solid governance centred framework for their enterprise, creating a common language for the business which defines ‘what makes the organisation work’, and detailing how individuals and teams contribute individually and collectively towards ensuring that the organisation meets its operational measures and stakeholder expectations.   We also recognised that each enterprise, whether small, medium, or large, follows a predictable evolutionary path. We defined these evolutionary steps as commencing in Tier 1, and over time migrating to Tier 2 and Tier 3. These Tiers are also known as S-Curves and help to explain how an enterprise’s functional foundation and culture change as the business matures. If enterprises are not aware, or do not embrace these changes that occur naturally as their business grows, the enterprise tends to become too complex to manage, and their demise tends to commence.   There is always a lot of business information being given to SMEs, but unless the information is specific to each Tier, or to support transitioning from one Tier to the next, it is of little value to the business and business leader. Each functional area goes through significant change as the enterprise migrates from one Tier to the next, and so too does the leader’s management and staff engagement style.   To provide a simple explanation of the evolution of the HR functional area… consider that a start-up SME, a Tier 1 enterprise, generally has centralised decision making. In HR terms we refer to this management style as street gang or mafia leadership (it is my way or the highway). Here the business leader does all the thinking and directs and controls each activity within the business. Tier 1 is about survival, where the defining KPIs are customers and cashflow. Many family businesses also fit into this category, for example where the family works together, and dad makes all the final decisions.   Many SMEs are successful at the Tier 1. However, their growth and innovation is often stifled in the longer term. The only way an organisation can move out of Tier 1 is through advancing to Tier 2. At Tier 2, from an HR perspective, we look at each of the activities required to ensure that the customer receives a quality assured product or service, and that the enterprise receives its financial dues timeously. From this information we are able to draw up an organogram for the enterprise, create role profiles defining the actions (KPIs) that need to be met by each person and functional area, draw up standard operating procedures to ensure a defined quality control process is followed, to help encourage the intended outcome is achieved.   Tier 2 companies can also lose their way, as often they will revert to micromanagement and silo mentality, where department heads preside over their portfolios. In cultural terms we refer to this stage as being army style, or chain of command, where whatever the person at the top says, or what the board agrees, is filtered down through each of the departments, and measured in relation to the leader or board’s expectation.   Tier 2 is essential for an enterprise’s advancement to Tier 3, but it can tend to become over structured, and often does not encourage contribution and innovation from staff and teams, other than for those whose role profiles define responsibility to advance the enterprise’s strategy and sustainability.   Tier 3 does require guidance and re-induction; however, its model is far simpler than the highly structured and directing Tier 2 framework and chain of command enterprise culture. Tier 3 is characterised by highly engaged people thinking in the business, working in teams, and focused on making decisions at the point of contact with internal and external customers, suppliers and stakeholders.   At Tier 3, the organisation has created systems that produce quality information flows to help support effective decision making. Staff and teams understand how the business works i.e., what makes it successful, and how they as individuals and teams contribute to the enterprise success and sustainability. Tier 3 enterprises encourage that staff bring their full selves to work, and not just their skills and experience. This helps people working in the enterprise feel they belong and are valuable assets. This has an exponential effect on energy and engagement levels. When likeminded people, with a commonly supported outcome intention have the freedom to do what is right for the enterprise and its stakeholders… magic happens. People become self-directing, management responsibilities are shared, and the enterprise discovers that it is more often than not, in the right place at the right time, providing the right products to existing and new customers, engaging with the right value adding suppliers, and being more effective and more sustainable.   BusinessFit Quality Assurance App Stages 1,2 and 3 of the BusinessFit Quality Assurance App help each business focus on ensuring they are ‘legitimate’ i.e., meeting all reporting and compliance responsibilities as defined by legislation and encouraged by best practice, and gathering information and understanding of the business and its evolution/maturity level to help prepare for the ‘Stage 4 deep dive 32-point focus round table meeting’.   Stage 5 is about customer testimonials, where the business leaders receive feedback from their customers, which is made formal within the app.   Tinder for Business The app… also termed Tinder for Business, creates opportunity for large organisations to identify and engage with potential suppliers directly through a ‘Request Contact’ facility, and for SMEs to engage with each other directly.   Other exciting features on the app include a clear description of the organisation’s BEE status, a facility to provide and receive reviews, capacity to store contacts, requests, and notifications, as well as providing location and distance from an engaging company.   The BusinessFit app is mobile active, and downloadable from PlayStore for Android phones, and AppleStore for iPhones. The back end, which we refer to as the call centre is computer based. The BusinessFit app Stage 1 is open at no cost to all SMEs.   We welcome all SMEs to take advantage of this marketing and business development platform and to register as Stage 1 enterprises on the BusinessFit app.   Contact David White, T: +27 (0)31 767 0625 E: david@drg.co.za W: www.drg.co.za

The UKZN Foundation  won four Bronze Awards at the recent national Marketing, Advancement and Communication in Education (MACE) Excellence Awards Ceremony held at the University of Western Cape. The awards take place annually to celebrate the excellence and achievements of specialists and practitioners in marketing, advancement, and communication in the South African Higher Education sector. The UKZN Foundation won for their 2021 UKZN Foundation Annual Report  and 2022 UKZN Foundation Annual Report  in the Printed and digital annual reports category. The UKZN Philanthropy Digital Magazine  won in the Digital: Internal magazines and newsletters category while Operations Manager (acting) Mrs Melissa Mungroo won in the category Writing for the Web for the article UKZN Addresses Student Food Insecurity with Sandwich Drive .   Speaking about the Team’s win, Executive Director (acting) Mr Steve Camp said, ‘The UKZN Foundation has consistently demonstrated a commitment to excellence, and these awards are a well-deserved recognition of our outstanding contributions. These awards are testament to unwavering dedication, creativity, and exceptional teamwork. In a field as competitive and dynamic as ours, achieving such success is no small feat. The team’s innovative approaches and tireless efforts have not only set a high standard within the industry but have also undoubtedly contributed to the positive reputation and impact of the UKZN Foundation.’