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Human development has always been directly linked to our ability to efficiently save information. A fast moving South African startup, CleverCloud, is aggressively addressing the problem of better managing our complex business software applications and business information systems to give medium and large-scale companies a critical edge. Today with over two billion websites, seven billion smartphones in operation and billions of active computers in the workplace, the management of business workflow and information is absolutely paramount. The team at CleverCloud hold firm that although we’ve seen progress in collaborative data management, as well as an influx of software tools, computer users are still saving and managing files the same way we did over 30 years ago. “All computers are based on the infrastructure of a library, and today that library is being overloaded with SaaS or Software as service products, websites, document file types, innovative software applications, various storage locations and more. We’ve developed a simplified solution, that seamlessly helps business manage all of it,” gleams Zosukuma Kunene, the Head of Marketing for CleverCloud. “We’ve expanded the previous limitations of the traditional Cloud to include the management of the entire digital landscape.” As business tasks and priorities change throughout the day, businesses increasingly need to save their active combination or configuration of windows required for a specific task. It’s about the ability to save the state of your workflow, then switch to an on-line meeting, work with a colleague to finish a separate project and when you’re ready – instantly come back to exactly where you were. CleverCloud’s chief operations officer, Ra Kunene, emphasizes the point further stating, “In today’s remote-work landscape, every single employee has to be fully connected and must be a springboard to growth. Employees critically need to access not just individual files, but everything managed together. That’s a key value we’re providing to companies through CleverCloud.” Equally providing value for both individual users and enterprise teams managing their own servers and security, CleverCloud offers on-premise installations where needed. Here in South Africa large institutions such as banks, manufacturing plants and insurance companies, are all aggressively on-boarding cloud computing infrastructure to take remote-work efficiencies to new heights. The approach of companies such as UiPath, a European based start-up recently valued at over seven billion USD, has focused on providing automation tools that customers purchase separately and piece together at a very high development cost. CleverCloud takes a different approach and pre- packages cloud automation for a much faster value return for customers. The CleverCloud team says that cloud-based automation has to be pushed within the 4IR game plan, to better manage the growing overload of information being moved across quickly expanding business environments. Those thoughts seem directly in line with the SA Department of Science and Technology who specifically recently stated that, “…one of the central logics of the 4IR is that of ongoing growth in automation.” World renowned Durban born architect Don Albert, describes the need for such solutions as, “The Holy Grail of information management.” Various global networks have begun incorporating cyber-physical systems in their machinery, production facilities and warehousing systems. Such systems include smart machines, storage systems and autonomous information exchange systems. These systems are offering unprecedented opportunities to optimise production and communication processes across all major industries. When highlighting the importance of knowledge retention, Zosukuma says, “It’s clear that faster information management encourages a culture of sharing the formulas behind how we solve problems. That is very important. The workflows that CleverCloud helps to capture for business owners and teams, are actually the backbone of what a company is in relation to how they create and manage solutions. When an employee is the holder of knowledge and a fellow colleague or junior is struggling, CleverCloud can instantly provide them access to the group of digital resources that can expedite delivering a solution.” With employee churn increasingly high these days, companies can incorporate CleverCloud to build a library of not only documents and folders but more importantly, how those different assets come together to solve problems faster. The CleverCloud team is strategically expanding partnerships and customer engagements, both in the United States and southern Africa. They can be contacted directly to book a demonstration or for further information. Contact Zosukuma Kunene Head of Marketing on zkunene@zudogroup.com or log on to www.zudogroup.com .

Lockdown has been particularly difficult for South Africans with many having to undergo a change in lifestyle and approach to everyday activities. The change has revealed a few stark realisations related to how people interact with one another, how they work, how they travel, and how they budget – shattering previous concepts of what was thought to be necessary and how well alternatives can work when given a chance. One of the biggest burdens on South Africans during this period of change has been long-term expenses that people are tied to for years on end. The pandemic has shown how volatile life can be and that what you need today may not be needed tomorrow. During the hard lockdown, for example, people had to upgrade their internet, but downgrade their gardening or cleaning services. Vehicles that were needed on a daily basis (and had to still be paid for via finance) were left dusty and largely unused – whilst still attracting monthly premiums and maintenance costs. Why should you be paying for something you’re not using or be locked into an expense that may change from year-to-year or even month-to-month? WhyBuyCars was launched at the height of the hard lockdown to provide relief to people who wanted to cash in their vehicles and lease a vehicle that suited them on a three-month basis. With a model that includes insurance, maintenance, tracking, and taxes, the company challenges the previous notion that you have to own a car to drive a car – and strips all the complications and additional costs associated with ownership. WhyBuyCars presents a simple concept that lets you ascertain what you need on a short-term basis and then make an informed choice that you don’t even need to be attached to a few months later. WhyBuyCars has simply based its offering on how consumers are re-thinking how they approach finances. This new wave of thinking has challenged South Africans to reconsider how they spend their money and how they allocate their hard-earned budgets, and the reality is that owning a car and being locked into long-term finance doesn’t allow you the flexibility you may want in your life. Find out how WhyBuyCars can give you the flexibility you need and discover the better way to drive a car. www.whybuycars.co.za

Your team members are the biggest asset in your company and when your team are as passionate about your company as you are there should be synergy in all areas. Isn’t that the ideal image of a successful company? Is it possible? Understanding your team and making sure that your team understands each other and also understands the internal and external challenges in your company is the key to leverage. Your team is the glue that holds your company together. How strong would you say your bond is? Meeting or exceeding your sales and/or financial targets consistently is a great measurement! Unfortunately, internal conflict, lack of communication, different working styles and/or lack of direction or understanding of the company’s goals and personal goals are a few challenges that lead to frustration amongst employees within an organisation. In most companies their employees often see themselves as being just the ‘Staff’ instead of being a ‘Team Member’ who plays an integral part in the company’s growth and success. What have you done to explore and improve the different dynamics in your team, from owners/directors/team leaders through to the lowest level team players? Here are a few of the key focus areas to consider: 1. Communication Clear and effective communication among team members is key in productivity, morale and clarity on each other’s roles. 2. Work Styles Understanding each other and the different work styles we each have and use to get the job done. 3. Goals Understanding the company goals and leveraging through them to achieve personal goals. 4. Culture Understanding and building a supportive and productive company culture. 5. Motivation Providing motivation for current and future roles in the company. 6. Productivity Understanding the current role and exploring efficient and effective ways to provide optimum work flow. If, you are ready to see an increase in productivity, team collaborations along with time management then consider doing a team alignment. Do you want to bring full transparency to the surface on why your team behave and act the way they do as well as the decisions they make, if any? Are you, as the business owners/directors/ team leader, ready to hear what your team has to say? HOW DO YOU RATE YOURSELF IN THESE THREE AREAS? 1. Team Work I am a team player and team leader. I do whatever it takes to stay together and achieve team goals. I focus on cooperation and always come to a resolution, not a compromise. I am flexible in my work and able to change if what I’m doing is not working. I ask for help when I need it and I am compassionate to others who ask me. 2. Systems I always look to the system for a solution. If a challenge arises I use a system correction before I look for a people correction. I use a system solution in my innovation rather than a people solution. I follow the system exactly until a new system is introduced. I suggest system improvements at the first opportunity. 3. Consistency I am consistent in my actions so my clients and team mates can feel comfortable in dealing with me at all times. I am disciplined in my work, so my results, growth and success are consistent. Do you have all six keys to a winning team? · Strong Leadership · Common Goal · Rules of the Game · ActionPLAN · Support Risk Taking · 100% Involvement and Inclusion Are you ready to bring the best out of your team and ensure they perform to their full potential? If it is a yes, then contact your ActionCOACH Marlene Powell on M: 083 479 4471 W: www.linkshare.co.za/marlenepowell

South Africa’s fastest growing food rescue organisation, SA Harvest, is continuing its rapid expansion in its mission to end hunger in South Africa. The NPO, which launched in October 2019, operates from four warehouses around the country – in Cape Town, Johannesburg, Durban and George. The exponential growth of this young organisation, sister to OzHarvest in Australia and operating under the chairmanship of airline entrepreneur Gidon Novick, comes in response to the unprecedented increase in food insecurity in South Africa. Prior to lockdown it was estimated that 13 million people were going hungry daily. Today, with unemployment reaching 32,6%, the number has increased to around 20 million people experiencing hunger every day. “Ending Hunger in our country requires both practical and sustainable solutions in a collaborative framework. SA Harvest is working with many organisations and corporates that understand that while charitable food donations are critical at this time, ending hunger also requires intervention in a system that causes hunger in the first place,” says Alan Browde, founder and CEO of SA Harvest. In the last 24 months, SA Harvest has rescued over 3,3 million kilograms of food and delivered the equivalent of 11 million meals to food vulnerable communities across South Africa. SA Harvest’s fleet has expanded to five refrigerated vehicles, with access to additional vehicles through partnerships with logistics companies. The NPO now employs a staff of 28 people. Alan Browde, SA Harvest Founder and CEO, says that the delivery of over 11 million meals – which equates to more than 15 000 meals every day – was way beyond the organisation’s initial expectations for the first two years. “Our journey has been filled with many milestones, the most significant of which are the long-lasting relationships we’ve created with food donors, benefactors, and most importantly, with more than 200 beneficiary organisations who feed hungry people every day. Aside from these vital and fulfilling relationships, we have also built a magnificent team – men and women who go the extra mile to enable SA Harvest to fulfil and go beyond its objectives.” Durban SA Harvest’s 380m² Durban warehouse in Briardene, together with a refrigerated four ton truck and logistics solutions with outsourced transporters and staff of seven enables the delivery of an average of 12 500 meals per week to beneficiary organisations, extending from Richards Bay in the north to Umlazi on the south coast to Hammersdale near Pietermaritzburg. SA Harvest’s Durban operation was ramped up significantly after the KZN riots in July, when two 1 000 square metre marquees were erected on sports grounds in the city centre within one day, serving as a temporary warehouse for the massive volumes of food and essentials being transported to the city from SA Harvest’s branches in Johannesburg and Cape Town. Relief stock is now being delivered to over 100 vetted beneficiaries that are all registered non-profit organisations. More importantly, adds Browde, data collection systems have been bolstered to ensure, inter alia, accurate reporting to our donors and efficient and equitable distribution of produce to the fast-growing number of beneficiaries in a substantially increased geographical area “Transparency is fundamental to our operation and we are being especially vigilant in a situation where the rapid extension of our services to the more rural and largely neglected areas of KZN that have been severely affected by the unrest.” Johannesburg In Johannesburg, SA Harvest’s move into a dedicated warehouse in Eastgate, Sandton, increases its capacity to 40 tonnes per week. The region is headed up by operations manager Victor Mpofu, who, working with a team of six staff, delivers in excess of 65 200 meals per week to its beneficiary organisations. Cape Town The NPO’s Cape Town operations are well established, operating from a base in Epping. With a capacity to handle 45 tonnes per week, the Cape distribution centre currently delivers 32 600 meals every week, with a staff of four under operations manager Lane Ridgway. SA Harvest’s reach extends from inner city to townships to rural areas. In addition to its four main centres of operation, the organisation has satellite networks in Mpumalanga, Bloemfontein and Port Elizabeth. Eastern Cape operations will be run from the newly opened George office. For more information www.saharvest.org

There are many reasons why enterprises fail. The biggest perhaps being that setting up and managing a business in itself is enormously complex. It is complex for many reasons, which often include the inability many entrepreneurs and business leaders have of the importance of clearly defining aims, objectives and timeframes for the enterprise development, and then also not fully understanding the detail and responsibilities it takes to create an impactful and sustainable business. Entrepreneurs and business leaders are now our frontline contributors, and their responsibility is the growth of our economy and being custodians of our nation’s prosperity. Our doctors and nurses held this responsibility during the initial impacts of Covid, and we are grateful for their enormous and selfless serve to our people. Entrepreneurs and business leaders need to now recognise their responsibility to contribute to better ways of serving customers, to creating engaged work environments, and ensuring the enterprise outcomes result in growth, development, and advancement. We as the business community need to create opportunity for new enterprise entrants in the market – to result in growth of our economy and the creation of employment. UNIQUE Entrepreneurs by definition are those unique individuals who set up a business or businesses, taking on financial risks in the hope of making a profit. They are commonly seen as inventors, sources of new ideas, goods, services, and business processes. The world since Covid has changed… we as the generation of this time, now have to focus on creating new means of ensuring our world’s growth, prosperity, and the sustainability of resources for new generations. This enormous task is to a large degree the responsibility of our new front-line workers, our entrepreneurs and business leaders. There is little difference between entrepreneurs and business leaders, but for the purposes of this communication, we provide the distinction that entrepreneurs are active at the setup or S-Curve 1 level, while business leaders generally have matured their enterprises beyond this point to levels with higher standards of structure, quality assurance, governance, and profitability. Both entrepreneurs and business leaders have important roles to play in our “new generation economy”, and their work is critical in the days, weeks, months, and years ahead. CREATIVE Entrepreneurs tend to be more creative, as they move forward with their ideas and available resources, in pursuit of meeting customer wants, needs and preferences, while ensuring they meet their own enterprise survival criteria. Business leaders are often in a stronger position for growth, expansion and servicing new opportunities in the market, and as such both entrepreneurs with their fresh approach to finding new solutions and business leaders with their structured processes and defined outcomes are essential to meet increasing demand for new and better ways to provide innovation and value creation, as well as ensuring continuity and sustainability in enterprise operations and delivery. What does not exist at present in a concentrated form is an Ecosystem that defines steps for entrepreneurs and business leaders to follow to reach these higher ideals. The defining Ecosystem is likely to be “invented” by an entrepreneurial organisation that has experience and understanding of the business process, with its mindset less hampered by criteria as hurdle rate returns to investors, risk evasion, and defined standard operating procedures, and being more focused on the specific needs of growth through structure and opportunity. Existing ecosystems for entrepreneurs and business leaders do provide significant support, but not enough, and this is evident in the way we continue to see an alarming number of start-up failures, and less growth than desired from slightly more mature enterprises. REVOLUTION We need a revolution in business development and related support services if we want to feel the effects of a growing and thriving economy. We need a new and better approach to supporting entrepreneurs and business leaders so they can learn essential lessons needed in business, benefit from existing knowledge and learning curves, and in turn serve our communities, nations, and the world at large with better value for consumers and produce better effects on our environment and global society. We want entrepreneurs to be as much as possible unencumbered by the complex administration, reporting and compliance responsibilities in setting up and running an enterprise. We want them to be confident in their understanding of how a business should be managed and lead, and we want them to be supported and encouraged in their work each step of the way. How we help entrepreneurs and business leaders is simple… well not so simple that just anyone can believe it possible to leave their current employment and set up a business entity, but certainly for those entrepreneurially and business minded people to help them understand better their responsibilities and manage their expectations of what is required to be a leader in business. Once a person has stepped forward into the role of being an entrepreneur or business leader, they need an ecosystem of support and encouragement to help them move their business forward. ESSENTIAL Support and encouragement are essential for each entrepreneur and business leader, and this relates to all levels of activity in business. Every entrepreneur needs self-belief, and rarely does this come without support and encouragement from family, friends, colleagues, customers, and mentors. Entrepreneurs and business leaders are different to contributors in other professions in that their minds jostle between inventing, creating the uncreated, and the business minded financial requirements to ensure their enterprise ongoing development and sustainability. Artists may be likened in a similar way, with their minds noticing outlines, colours, shadows and textures, and a musician’s mind forming melody, rhythm, and lyrics. Entrepreneurs are similar to artists and musicians, except that their minds are conditioned more to the confines of value creation and commercial opportunity. Like artists and musicians needing to learn the basics of their art, entrepreneurs too need to learn that their idea creation although essential, is but a very small part of the ingredients needed to create a successful business. Entrepreneurs need foundational support, and a road map to follow to help them reach their destinations. The four critical aspects of any aspiring entrepreneur and his/her enterprise are sufficient leadership providing direction, clarity and confidence, well-constructed functional areas of the business, an accurate definition of the desired outcomes, goals and objectives, and an engaged work environment where staff contributions help in driving the business forward. Marketing, sales, strategy, administration, systems, and quality control form part of the well-constructed functional foundation of the business. SUPPORTS An ecosystem supports entrepreneurs and business leaders through a well thought through formula for success based on entrepreneurs receiving guidance in the business structure needed to take their ideas to market. There are many great ideas that have not yet reached the market, and many small and large enterprises that have as yet not actualized or reached that point, we refer to as thriving. This is the mission and intention of the ecosystem concept. With a clearly defined ecosystem, more new entrant enterprises will be successful through the support received and exiting enterprises will benefit through new confidence and opportunities created. Every entrepreneur’s first requirement is adopting a suitable mentor. I have been an entrepreneur for what I consider my entire life, and still look to those further ahead on the path, or those more knowledgeable and capable in specific areas for guidance. This never changes, as there are always people ahead of us in all forms of life, and always opportunity for us to learn and grow. Mentors come in different forms, fortunate are those entrepreneurs who through enterprise and supplier development transformation programmes, or them being able to afford a personal mentor on an ongoing basis, are able to receive insights, guidance, and an objective and qualified perspective. For those not able to draw in a personal mentor, there needs to be a continual commitment from them to gaining more knowledge and understanding to support them reaching their desired outcomes. There are many ways to do this, including asking those more aware and knowledgeable than us for their advice and input, and we can research and gain information in myriad different ways. But, never to believe, not even for a moment, that we are self-capable and all knowing. This is simply never a consideration for an entrepreneur or business leader. We do not know everything and will not ever know everything. Mentors too do not know everything, and as such need to be carefully chosen to complement existing skills, knowledge and experience that exists in the enterprise. DEFINING The ecosystem for entrepreneurs and business leaders needs to include matters defining quality assurance processes to support the likely outcome of the enterprise’s desired aim and objectives, mentorship relationships that provide guidance in directing the business effectively, and to achieving high levels of sustainability through identification and introduction to new and potential markets. A successful enterprise has access to networks and resources, and these essential ingredients form part of a well-structured entrepreneur ecosystem. In summary, we as entrepreneurs and business leaders need to recognise our role and responsibility as front-line workers charged with the responsibility of growing our businesses and the economy, and to realise also that we need to draw in mentors, quality assurance, and sustainability measures into our businesses to ensure we are putting our best foot forward in creating enterprises that meet value creation demands for customers, being structured suitably to be resilient to turbulent and unpredictable effects, and providing security and opportunity to staff, customers, suppliers, while ensuring that all stakeholders in the business have confidence in their relationship with the enterprise. DRG, BusinessFit and the SA Chamber UK KZN Chapter have heard these calls, and we have developed an Ecosystem to help support and advance these objectives. Call us, we look forward to sharing our passion, knowledge, systems, and networks to support confidence and business development. Contact David White, T: +27 (0)31 767 0625 E: david@drg.co.za W: www.drghumancapital.com

During the COVID-19 pandemic, people worldwide have significantly changed their drinking habits, shifting from consuming alcohol in bars and restaurants to drinking at home. For many, alcohol is part of their social lives – and the resulting disruption, together with loss of income and loved ones has increased alcohol consumption, according to a report published by the Organisation for Economic Co-operation and Development (OECD). Malcolm Young, general manager of Durban-based Choose Life Specialist Recovery Centre, said this was definitely happening locally. There had been a massive increase in the number of people seeking help since the pandemic hit. “We are not only dealing with people battling with existing addictions but also with those who are new to addiction and using various substances to avoid and deal with the pressures of life in the shadow of Covid-19,” he said. According to the OECD report, alcohol sales increased by 3% to 5% in Germany, the United Kingdom and the United States in 2020 compared to 2019. Alcohol sales in bars and restaurants may have plummeted but off-premise sales via ecommerce and retail stores had escalated. For example, in the United States, online sales increased by up to 234%. The OECD also noted that women, parents of young children, people with higher incomes and those with anxiety and depressive symptoms reported the highest increase in alcohol consumption. Emergency calls as a result of domestic violence, which is closely associated with alcohol consumption, rose by 60% in EU countries. Despite the fact that the South African government attempted to limit alcohol purchases and consumption during the pandemic, the same remains true in South Africa. “During this period, people have been admitted for addiction as well as depression and anxiety. Alcohol problems, in particular, seem to be on the rise despite bans put in place. We have learned from our patients that, despite the bans, illegal substances are readily available whenever and wherever,” he explained. According to Young, many of those who had reached out to Choose Life, which is a sister facility to Riverview Manor, a specialist clinic in the Southern Drakensberg, had been searching online for a rehabilitation facility that met their needs. “We are a private facility where medical aid rates apply. This is the saving grace for people who can afford medical aid. However, there are a lot of enquiries looking for a facility to help overcome addiction by the less fortunate who have no medical aid. This seems to be the true epidemic,” Young said. Choose Life is rising to the challenges of tackling addiction sparked by the pandemic by providing a full-time rehabilitation programme. Clients can be referred by clinical professionals but attend the centre on a voluntary basis. The centre offers an out-patient programme as well as a 21-day in-house programme. Its holistic approach means that each patient has individual sessions with a social worker and a psychologist as well as group therapy during his or her stay. Supervised detoxification is available to overcome withdrawals. “This facility accommodates 17 patients. It is big enough to provide individual attention and small enough to ensure that no one gets lost or flies under the radar. We are also able to accommodate outpatients looking to speak to a psychologist by appointment,” Young said. He said that a gym had recently been added to help patients deal with and release stress and anxiety. There are 12 staff members, including two social workers, a psychologist, a house doctor, a psychiatrist, day nurses and night nurses. “We are dedicated to saving lives and offer our clients effective, professional treatment. Through our specialist staff, co-ordinated approach and intimate groups, we are able to provide clients with the tools to address their addiction during this difficult time,” he said. Choose Life Specialist Recovery Centre, South Africa’s leading private specialist rehabilitation centre and clinic, (dealing with symptoms of, alcohol, substances, cocaine, rock, opiates, dagga, anxiety, depression, obesity, anorexia, burnout, sex addiction and stress) opened its doors to recovering addicts in 2015. The facility is situated on the Berea in Durban. www.chooselifesa.co.za

You can’t keep a good woman down. Despite the devastating impact of the COVID-19 pandemic which brought travel and conference tourism to a standstill, Lindiwe Rakharebe, CEO of the Durban ICC, has bagged a second award in two months for her leadership qualities. She has just won the Leadership Award in the third annual Sebenza Awards which focuses on recognising and celebrating top women for their brilliance, strength, and achievements in various fields of work. Rakharebe, who has been at the helm of Africa’s leading convention centre since April 2015, also took top honours last month in the Venue Representative of the Year category of the seventh Women in MICE Awards. Meetings magazine and The Planner Guru website jointly hosted the celebration of the leading Women in the Meetings, Incentives, Conferences and Exhibitions (MICE) industry to recognise the important role women play in the sector. Ms Rakharebe’s award was given to “the woman who has ensured the highest standards of guest and staff well-being by moving swiftly to implement measures that not only meet all requirements but exceed them”. Ms Rakharebe said she owed the two latest awards to every man and woman employed at the Durban ICC. “A leader is only as good as the team. It is the fortitude and resilience of our employees that has ensured the Durban ICC is post-pandemic ready. “The success of our business depends on the satisfaction of our clients which, in turn, depends on the quality of the product we deliver and the level of customer service we provide. We set our goals high, working to achieve 100% satisfaction from our clients and exhibitors." “Unfortunately, at the beginning of 2020, the Covid-19 pandemic impacted our business more profoundly than anything to date. Nevertheless, we are filled with pride for all that we accomplished despite the challenges. As they say, ‘tough times don’t last; tough teams do.’” she said. Kini Shandu, the founder of the Sebenza Awards, said for too long women in South Africa have been marginalised and still face gender-based violence on a daily basis. “The Sebenza Awards brings about equality by identifying stars doing exceptional, extraordinary work in various sectors. We shine the spotlight on women, their contributions and position them in areas that create opportunities for them to excel even more,” she said. She added Rakharebe’s award was all the more significant, coming at a time when the pandemic hit the Durban ICC particularly hard as it relies heavily on gatherings, which have been heavily restricted as local, national and international travel came to a halt. “However, our Lindiwe ensured that contingency measures were put in place to ensure the Durban ICC continued to provide the highest levels of infrastructure and service standards. Glen Mashinini, Chairman of the Board of Durban ICC, said: “We are proud of the Leadership Award bestowed on Ms Rakharebe for her sound leadership and outstanding achievements at a critical time. “Her strengths which include vision, inspiration, interpersonal communication and strategic and critical thinking have motivated the Durban ICC team’s efforts to put new measures in place, uphold all principles of corporate governance, diligent oversight and efficient financial and supply chain processes during a most challenging period,” he said. Meanwhile, the Durban ICC has been nominated for the title of World's Leading Meetings & Conference Centre 2021 on the World Travel Awards and hopes to win the heavily contested accolade at WTA's Grand Final Gala Ceremony 2021 which will take place in Moscow on 26 November 2021. Durban ICC has been nominated in the World Travel Awards - Africa's Leading Meetings and Conference Centre 20 times and has been voted the winner in this category no fewer than 17 times. Issued by: The Inkosi Albert Luthuli International Convention Centre (Durban ICC) For more information contact: Durban ICC Marketing Manager - Sandile Makhanya, 031 360 1192 or sandilema@icc.co.za

With the South African and global economy showing early signs of some recovery following 2020’s devastating economic slump, eThekwini Metro’s team at Invest Durban has ramped up their vigorous drive to improve Durban’s positioning as one of Africa’s prime business destinations and to improve investor confidence in the City. This drive being an addition to the ‘Buy Local – Invest Local’ myriad support being given to Durban’s existing businesses. Durban enjoys many investment opportunities, and via eThekwini’s Economic Recovery Plan, the Economic Development & Planning Cluster has doubled down on their efforts to engage and support business in the City, across South Africa, and across the world. Invest Durban is a Unit within that Cluster of the eThekwini Municipality, and works in partnership between the public and private sectors to stimulate, plus facilitate investment within the Durban metropolis. It is geared to delivering world-class investor support services, inclusive of investment promotion and marketing, foreign investment identification, attraction and facilitation, existing investment after-care and expansion, plus investment advocacy to improve the business environment. Commenting on Invest Durban’s expanded investment marketing initiative, most recently at the main airports, eThekwini Municipality Mayor, Cllr Mxolisi Kaunda, said, “As one of the major metropolitan cities in South Africa, we knew we had to react quickly, decisively, and impactfully to support our businesses, the economy, and our people. Over one year into this pandemic, I am proud to confirm we have been doing just that. I therefore applaud all efforts by my teams, and those in business plus community structures who have all pulled together to make the differences we now see.” The thrust of Invest Durban in this particular campaign is to improve investor confidence in the City, position the City as a pro-active business destination; one with a great work-life balance, plus access to a host of identified catalytic projects across multiple sectors. This will in turn lead to additional prospects regarding the expansion of formal industrial clusters and the development of value chains, from the townships to the ‘high streets’. eThekwini Municipality’s mayor further commented that Durban has been working hard on a number of large-scale projects, which have the potential to make a significant regional impact. “Our catalytic projects have been selected and accelerated for their scale in terms of employment creation, investment value and potential for revenue generation.” He cited the Point Waterfront as a catalytic project example, indicating that projections point to a potential investment value at R40 billion and the number of permanent employment opportunities to be created as some 6 750. “This is an ambitious plan, with development to date linking the city’s beach promenade and Durban harbour. The 55ha site, which has already attracted significant investment, offers a property use mix of office space, retail shops, residential dwellings and leisure options and is located immediately adjacent to the development of a new cruise line terminal in the harbour, backing onto the Waterfront, dovetailing well with the Waterfront precinct,” He further stressed that work was being undertaken to optimise the growth and operations of not just particular economic sectors and catalytic projects, but also in key nodes such as CBD urban renewal and building upgrades, tourism attractions and events, beachfront maintenance, and township nodal upgrades. These were confirmed to be done according to a sustainable town planning and environmental framework package of approved plans. As the economy begins to reopen, Invest Durban’s goal is to robustly bring new levels of investment to Durban from across South Africa and the world. As Durban’s ‘First Stop Shop’, they are ideally positioned to introduce, support and facilitate investment into the City and its surrounds. Invest Durban collaborates closely with fellow eThekwini Units and other likeminded organisations, such as the Department of Trade & Industry, including Invest SA, TIKZN, the various chambers of commerce, the KZN Growth Coalition and several State-owned enterprises, such as Dube TradePort, Transnet, and others. Mayor Kaunda further confirmed, “collectively, we have one single-minded mission, which is to put Durban, KwaZulu-Natal firmly on the national and international investment agendas, and to vigorously promote our region and her projects as premium investment destinations: ripe with opportunity,” Other flagship projects include the GO!Durban Transport Oriented Development system, regarded as a great enabler of transport and trade. This includes the CBD’s Centrum Precinct, which aims to expand business in the node between the Durban International Convention Centre, a related hotel, library, Council Chambers and the re-development of nearby Gugu Dlamini Park. Further major investment opportunities vest in the massive 1 300ha Cornubia mixed use development north of Durban, a partnership between Tongaat Hulett Developments and various spheres of Government. On Cornubia’s northern border the Dube TradePort Special Economic Zone is a large-scale multi-modal business platform adjacent to King Shaka International Airport and in the heart of an emergent aerotropolis. Underpinning these property investments, there is further co-operation between the public and private sectors via formalised development of industrial cluster initiatives, and township business support. These all aim to draw together experience and expertise from commerce and industry, community and labour organisations, Government, and academia. Exciting new opportunities may be found within these innovative business and investment approaches. Current industrial cluster programmes include the KZN Clothing and Textile Cluster, Durban Automotive Cluster, Durban Chemical Cluster, eThekwini Maritime Cluster, KZN Furniture Incubator, plus the expanding Agri-Business development programme. eThekwini’s Mayor has observed, “the wealth of KwaZulu-Natal is often consumed or exported in its raw or intermediate state. However, much more could be done to add value through further localised investment and processing. That is what our various industrial and project partnerships are focussing on,” he said. Durban’s priority investment sectors include automotive and allied industries, logistics and logistics management, ICT and BPS, agri-processing, life sciences - inclusive of pharmaceuticals, medical device manufacturing and health facilities, as well as further tourism asset development. eThekwini Municipality Mayor, Cllr Mxolisi Kaunda confirmed: “The prospects for investment in these priority sectors is truly vast and encompasses tourism business opportunities and, crucially, the emergent oceans’ economy as well. In essence, Durban – with its strategic coastal location, excellent climate, ample land availability, the busiest seaport in Southern Africa and an enviable life-style – is an exceptional travel, trade and investment destination. A destination we are taking to the rest of South Africa, Africa and the world, via this new airport marketing campaign.” For more information, please contact: Physical Address: 41 Margaret Mncadi Avenue, 11th Floor, Durban, 4001 Tel: +27 (0)31 311 4227 E-mail: invest@durban.gov.za Website: www.invest.durban www.durban.gov.za

Radio Host and Change Agent Nomfundo Xaba aka ‘Mfundo Dazzling’ was born in Port Shepstone was raised in the small town of Mtubatuba, North of KwaZulu-Natal. With a radio career spanning just six years, she has hosted live music shows, summits and seminars, gala dinners, business dinners, corporate team buildings, wellness workshops and personal development sessions. Nomfundo says that she did not plan her career path. “One of the beauties about life is that if your passion and your heart are focused on something, somehow the universe brings it to you,” she explained. This doting wife and mom loves every moment spent with family to bond and enjoy fun activities. A self-branded change agent, Nomfundo has poured her heart and resources to initiatives and campaigns that promote social cohesion and nation building. She values love, forgiveness, and respect. Click SAVE YOUR SPOT and be part of Nomfundo’s inspirational journey.

Kim Woods is the managing partner and Co-owner of Tyson Properties Durban – an award-winning real estate company based in Morningside, KZN. The company operates in all aspects of property, including buying, selling, leasing and commercial property from the M7 in the south through to the Umhlanga river in the north. Kim has been in the property industry for over 25 years, having started out as a real estate agent and working her way through the ranks as a manager and now an owner of her own branch. Her most valued title is that of ‘mom’ and she is a mother to two children – her son co-owns and co-manages the business with her. Kim also has the unique opportunity of working with her daughter and the most phenomenal team. Kim currently runs a successful internship training programme at her office where she trains interested youngsters and equips them to become successful real estate agents. Click SAVE YOUR SPOT and be part of Kim’s inspirational journey.

Managing Director of CiaLeeTeez (Pty) Ltd and Impilwenhle, Claudette Sigamoney is a visionary entrepreneur and wears many hats as a business and community leader. As managing director of CiaLeeTeez (Pty) Ltd and Impilwenhle, she empowers and enhances the skills of both women and youth entrepreneurs. Claudette is the former vice president and former chairperson of SMME and entrepreneurial development of the Durban Chamber of Commerce and Industry. As an ambassador and as a voice of SMMEs, she has mentored successful entrepreneurs to grow their businesses. Claudette is proud to have had hundreds of mentees come through her hands. Claudette has been very involved with round table conferences where she spends much of her time concentrating on marrying SMMES with big corporates to promote procurement opportunities. Her leadership ability has also diversified into roles such as keynote speaker, public speaker and programme director on various business and government platforms. Click SAVE YOUR SPOT and be part of Claudette’s inspirational journey.

Neurosurgeon Doctor Nomusa Shezi has made history by being the first black female neurosurgeon in KwaZuluNatal. She works at the Inkosi Albert Luthuli Central Hospital in Durban and her job sees her conducting operations on the brain and spinal cord. Nomusa sees up to 100 patients a week. She has a particular interest in functional neurosurgery, which deals with treating epilepsy that does not respond to medication, movement disorders and pain syndromes. The medical doctor completed her matric at Pietermaritzburg Girls High School in 2003. In the following year she enrolled for a Bachelor of Medicine and Bachelor of Surgery at the University of KwaZulu-Natal’s Nelson R Mandela School of Medicine. Nomusa completed her studies in 2008. She joined the department of neurosurgery in Durban in 2012 as a medical officer and in 2013 enrolled to train as a specialist for four years to become a neurosurgeon. Click SAVE YOUR SPOT and be part of Doctor Shezi’s inspirational journey.