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Dominic Collett has been re-elected as the chairperson of the KwaZulu-Natal Business Chambers Council (KBCC). He was also recently re-elected as treasurer on the board of the iLembe Chamber of Commerce. Collett has a passion for development, and he is a technical director at Zutari. The KBCC is the representative voice of organised business in KwaZulu-Natal. Membership is open to all formal business representative organisations in the province, with the major chambers and business organisations in KwaZulu-Natal already members. These include the Durban Chamber of Commerce and Industry, Minara Chamber of Commerce, Pietermaritzburg and Midlands Chamber of Business, iLembe Chamber of Commerce, KwaZulu-Natal Growth Coalition, Zululand Chamber of Commerce, Ladysmith Chamber of Commerce, KwaZulu-Natal Youth Chamber, FABCOS and NAFCOC. The main intention of the KBCC is to provide a platform for interaction between government and business. Collett says, “KwaZulu-Natal is the only province to have this type of organisation. This platform elevates the local business chambers’ ability to be able to interact with government to a higher level. We can bring local business matters to the Premier to be dealt with at provincial level.” Currently, there are critical government and businesses interventions that need to be dealt with together. The KBCC provides input on economic growth and strategy to provincial government, especially through the KwaZulu-Natal Economic Council, which is representative of all four social parties – civil society, labour, government and business. The KwaZulu-Natal Economic Council is also the only such formation in the country and mirrors, on a national level, the National Economic Development and Labour Council (Nedlac). “The KZN Economic Council is important to ensure that business is represented at a time where we need to restore confidence and rebuild our economy, especially relating to the impact of Covid and the events of July 2021,” said Collett. Together the social partners have dedicated themselves to a social compact to rebuild the province. No other provinces have a weapon of attacking the problems together or an open government that wants to interact. “We are way ahead of the game, the KBCC is stable platform where government can address business as one body, and the KBCC can respond as business,” concluded Collett. www.youtube.com/watch?v=_1wrBmaJzLU #KZNbusinesssense

The Association for the Aged (Tafta) is excited to celebrate the announcement of CEO Femada Shamam as one of only 30 women hailed as a Standard Bank KwaZulu-Natal Top Woman in Business at their gala commemoration evening held recently. The gala event, held at the Coastlands Umhlanga hotel on 18 November celebrated Shamam and 29 other females as the most industrious and enterprising female entrepreneurs, employees and social change agents in the province. Since beginning her career at The Association for The Aged as a newly qualified Social Worker, Shamam has been instrumental in changing the lives of older people for 22 years. Now the Chief Executive Officer of the Non-Profit Organization, Shamam represents Tafta on various local, national and international platforms. She also lobbies and advocates for the rights of older people in her capacity as the Africa Ambassador to the Commonwealth Association for the Ageing. “I don’t believe that what I do is extraordinary. But what I do believe, is that giving 100% of myself in my initiative to lead my team with passion will give effect to Tafta’s purpose, which is to bring dignity, growth and a meaningful life to all older people. If we are able to do that, I think we will then truly live in a wonderful world. When I get into a lift with an older person, and they talk about how their lives are better because of Tafta’s interventions, that for me is extraordinary,” said Shamam. Following her nomination by her team, Shamam participated in a series of webinars aimed at inspiring women to achieve their personal, career and business goals. Through these webinars and other media platforms, participants in the initiative shared their stories and achievements, and provided insights gleaned from their individual experiences and journeys as a build-up to the final event hosted on 18 November 2021. At the evening gala event, the 30 finalists were celebrated and presented with a certificate and a coffee table book featuring each of their inspirational journeys. In her encouragement to women, Shamam advised that being true to yourself and starting small will open opportunities. “Never be afraid to learn or seek advice, as there will be times when you fail. When you do; fail fast, and move on to the next thing. I firmly believe that it is in our failures that we learn our greatest lesson. Remember to forgive yourself. You will make mistakes, don’t dwell on them. We are here for a short moment in time, and we can’t waste our energies on things that we can’t control. Live in the moment; do the best that you can because the only control that you have is over your own actions,” concluded Shamam.

Durban 19 November 2021. The grand finale of the Standard Bank KwaZulu-Natal Top Business Women 2021 initiative took place on 18 November at the Coastlands uMhlanga Hotel and Convention Centre. Mano Singh, Executive Head: Insurance, Asset Management & Fiduciary at Standard Bank KwaZulu-Natal said, “We are delighted to be part of the Standard Bank KwaZulu-Natal Top Business Women initiative. It serves as an invaluable platform to celebrate women in the province who are pushing boundaries, challenging new territories and in the process, creating a better life for all in KwaZulu-Natal. The glamorous gala evening celebrated the achievements of thirty women in KwaZulu-Natal who were nominated for their achievements by employers, employees, clients, or other stakeholders. At the function, six of the women were recognised further and asked to share aspects of their journeys as well as some of their insights on stage. The interviews were a highlight of the evening and were received with much appreciation from the audience. Portia Mthembu, Head Private Clients (Non-Metro) within Clients High Net Worth, Msunduzi Area at Standard Bank KwaZulu-Natal said, “As an organisation that strives to drive gender diversity, Standard Bank welcomes the opportunity to recognise the phenomenal female business leaders who have all made an impact on their respective communities and contributed to the economic growth of the Province of KwaZulu-Natal.” Key note speaker, Iman Rappetti, an award-winning broadcaster, media leader and communications specialist, provided a thought provoking and entertaining account of her personal life experiences, as well as much motivation to assess one’s own journey. Grant Adlam, publisher of the KZN Top Business, said, “Our theme this year has been ‘Women Inspiring Women’. Our team has been humbled by the many amazing women whose stories we have heard. These stories are about women, from many different backgrounds, who have had varied journeys to get to where they are today and have much wisdom to offer. It is hoped that this initiative and the recognition afforded will inspire other women to strive to achieve more in their own endeavours.” To obtain the stories that formed the basis for the proceedings, the KZN Top Business team interviewed all the women who participated on camera. In addition, to introduce the women participating this year, three webinars were held in the build up to the event, which were facilitated by business coach, Marlene Powell. The webinars and videos are available for viewing at https://www.youtube.com/c/KZNTopBusiness/videos As attendance was limited, the glamorous gala evening was streamed. The direct link for the video is https://youtu.be/sEpNGTU0lOs For more information Contact Grant Adlam 0832629529 adlam@icon.co.za Panel 2 L- R Thato Moeng, Programme Director; Esayvanie Reddy, Group CEO RR Group; Marlene Powell, Facilitator; Dr Nomusa Shezi, Specialist Neurosurgeon Albert Luthuli Hospital; Lindsay Hopkins, Humanitarian/ KZN Operations Manager SA Harvest

· Revenue up 5% to R8.5 billion · Operating profit down 23% to R1.3 billion · Net finance costs down 50% on substantially reduced debt; favourable exchange rate movements · Profit before tax up 23% to R677 million · Dividends and operational support fees of R140 million received from Zimbabwe · Commitment for R2 billion underwrite as part of potential R4 billion equity raise Tongaat Hulett today announced interim results for the six months ended 30 September 2021, reflecting progress made with the group’s turnaround strategy. Despite a challenging operating environment, including ongoing COVID-19 impacts, the July unrest in KwaZulu-Natal, adverse weather conditions and ongoing hyperinflation in Zimbabwe, Tongaat Hulett continues to progress its turnaround, securing a strategic underwriter for its equity raise and concluding a refinance of its South African debt facilities. Revenue grew by 5% to R8.5 billion (September 2020: R8.1 billion*) driven by higher revenue in the Zimbabwe and Mozambique sugar operations. If the disposal of the Namibia and Eswatini operations are excluded from the prior period comparison, revenue from continuing operations increased by 10%. The civil unrest in KwaZulu-Natal during July 2021 resulted in an estimated loss to the business of R158 million arising from lost production capacity and cane burnt in arson fires during this time and its resultant impact on production efficiency. Insurance claims are being progressed. In addition, R38 million was lost through the looting of sugar in a third-party warehouse. The third-party has been invoiced for the recovery thereof, with R12 million having been received in November 2021. Whilst the sugar operations experienced mixed performances during the six months as a result of lower sugarcane yields, the disruption caused by the civil unrest and various production-related challenges at the mills, revenue for our sugar operations (excluding disposals) increased by 10% to R8.4 billion. Despite the impact of the July unrest on the industry, Property revenue increased to R83 million. Cash flow pleasingly increased by R120 million, relative to an R83 million outflow in the prior comparable period. Net finance costs (including foreign exchange differences) reduced by 50% to R525 million, benefitting from lower debt levels in South Africa following the conclusion of key debt reduction transactions in the prior year, and the non-repeat of a large foreign exchange loss in the prior year. The lower debt costs contributed to an improvement in profit before tax for the period by 23% to R677 million. Tongaat Hulett CEO Gavin Hudson said: “It is time for a new chapter for Tongaat Hulett. We believe that through a rights offer of up to R4 billion, Tongaat will unlock long-term growth, protect intrinsic shareholder value and create a legacy for the many people dependent on the Tongaat business across SADC. The core strategy is to be a cost competitive sugar producer predominantly focussed on South Africa, Zimbabwe and Mozambique, and capitalising on our portfolio of premier properties in KZN. The Board believes that we have a strategy suited for the industry and the environment in which we find ourselves. This has been borne out by the resilience of our performance despite various unforeseen factors and circumstances. Our strategy has evolved and we see the next phase of our journey shifting from stabilising to growing the business, through several initiatives focused on agriculture, technical excellence, and diversification opportunities, optimising the land portfolio and ensuring that we continue building on operational and ESG initiatives. We have reduced our debt by 41%, through disposals worth R6.6 billion, improved cash flow and successfully repatriated dividends from Zimbabwe. Our efforts to invest in people, capacity and processes continue. We also refocussed capital expenditure under a 5-year programme designed to sustain and improve all operations. Tangible progress continues to be made in rebuilding a once fragile organisation and restoring Tongaat to sustainable growth.” An overview of key financial features · Revenue up 5% to R8.5 billion (September 2020: R8.1 billion*) – Zimbabwe and Mozambique sugar operations saw pleasing revenue growth due to strong local demand. Growth is even stronger when considered against the R402 million contribution of the disposed Namibia and Eswatini businesses in the prior year. Revenue on a like-for-like basis, excluding the disposals, increased 10%. · Operating profit down 23% to R1.3 billion (September 2020: R1.7 billion*) – These movements reflect the impact of lower sugar production due to lower yields across all regions, civil unrest and other production related challenges in South Africa, and increased dollar-denominated expenses in Zimbabwe. On a like-for-like basis, excluding the R183m profit on disposal of the Namibian packing operation in the prior period, operating profit decreased by 10%. · Cash generated from operations decreased to R1.2 billion (September 2020: R1.3 billion) – A key strategic focus areas has been to increase the cash generation from operations, and this momentum continues. Cash flow from operations decreased by R174m when compared to the prior period, which includes a cash flow contribution of R91 million from disposed operations in the prior year. The SA sugar operations, in particular, produced a strong improvement in cash flow generation, as did the Property business. · Net finance costs down 50% – Successful disposals, cash flow management and cost reduction initiatives translated into lower debt. This, together with the non-repeat of a large foreign exchange loss, resulted in a significant reduction in net finance costs. This demonstrates the massive importance of reducing debt to sustainable levels. · Profit Before Tax up 23% to R677 million (September 2020: R552 million*) – The prior period includes a R223 million contribution from Namibia and Eswatini operations. On a like-for-like basis, this increased by 106%. · 97% tax rate – Despite pleasing growth in Profit Before Tax, a tax rate anomaly resulted in a profit from continuing operations of R23 million (September 2020: R385 million*). In addition, profits were also mainly generated in Zimbabwe (with minority interests), whereas the tax and the major interest expenses both sit in South Africa. This resulted in a loss per share of 174 cents (September 2020: earnings of 80 cents*) and headline loss per share of 188 cents (September 2020: earnings of 44 cents*). · Gross Borrowings – debt reduced by 41% through disposals and cost and cash management. Debt needs to be reduced to sustainable levels and this can only be achieved through either a rights issue of up to R4 billion or further strategic asset sales. If sales of our strategic assets were to proceed, these would have a negative impact on our regional sugar presence and may not realise the full value of these assets. Moreover, the disposal of cash generative assets will impact the group’s ability to achieve a sustainable debt level. *Restated – Management revised and corrected the prior year period for certain timing and classification differences it had identified, which led to a restatement of prior year results.

Nomfundo Mcoyi is a multi-skilled entrepreneur and passionate community builder who is based in KwaZulu-Natal. She has come a long way from township girl to teacher, to founder and CEO of the Icebolethu Group. While the core business of the Icebolethu Group is funerals, the various companies under the Group’s umbrella include funeral policies, memorial parks, tombstones, catering, and loans. Nomfundo is the chairperson of the KZN South African Funeral Practitioners Association and is a shareholder at Scribante Labour Consultants as well as Blacksuits. When Nomfundo started her business, she had no financial resources, not even a loan, but she had a big dream. In addition, she had no experience in the funeral business, and no mentor to guide her. Instead, she looked to her opposition – the major funeral companies. She said, “I never looked at the small companies. I always knew exactly what I wanted to achieve; I wanted to own a very big company, so I measured myself against the biggest and the best. It’s been a long journey. It wasn’t easy and it took perseverance, focus and determination. I’d never even buried anyone – but I did my research and focused on my vision.” Twelve years later the Icebolethu Group boasts over 120 branches in KwaZulu-Natal, as well as a branch in Johannesburg and one in London. Nomfundo said, “The brand is really doing so well in the funeral industry. We’ve grown through hard work, dedication, and passion and through having a very great team that supports me and my entire vision. I am very grateful for the growth we have seen over the past years. My future goals are to see Icebolethu grow globally, including throughout Africa. We would like to have more partners in offering our services.” Nomfundo says that the growth of her business is motivated by creating jobs for people. When the company started it consisted of five people, now Icebolethu employs over 1500 people. “That means that there are 1500 families that get to have food at the end of the day because of the vision that I had when I started Icebolethu. That makes me very happy.” She added that she would like to continue to create more jobs. “We cannot rely on government and need to grow sustainable businesses that will support and give back to all the communities.” One of the major challenges that Nomfundo has experienced has been entering into the male dominated funeral industry, which has been tough. “I remember when I started, I was on a committee where there were 11 males, and I was the only female. Everything I said I had to say twice. They did not believe in me and said that I would fail. I decided not to listen to them and continue with my journey. I am a person of excellence and continue to apply that excellence in the business – look at where it is today.” Nomfundo’s charity, the Icebolethu Foundation, is particularly close to her heart. The Foundation has several active projects, but she is particularly proud of the Rhoda Girls project. The Foundation has ‘adopted’ 50 girls to mentor for a five-year period. These girls attend courses and camps, and the Foundation pays their school fees. Nomfundo is personally involved in the mentoring, and as she puts it, “We’re trying create fifty more Nomfundos of the future; girls who have the skills and the confidence to go out and create businesses and employment for others.” Other projects include an agricultural programme where seedlings are provided for gardens in different communities so that people can grow their own food. The Foundation also builds houses for the poor. The next project will be the establishment of computer centres for the youth to access, which speaks to 4IR and the digital world that we are moving in to. Nomfundo relates how her grandmother was also a very giving woman, who went out of her way to care for people in her community. “My late grandmother was a remarkable woman and a great entrepreneur for her time. She was fierce, focused and determined, and she ran my grandfather’s business when I was a child. I always wanted to be like her. My foundation was inspired by her and giving back to the community is my way of paying respect to the example she set for me.” The advice that she would give to other people following in her footsteps is not to do things for money but to follow a career because they love it and are good at it. She added that women must also understand that will not just get things because they are women, but because they deserve them and work hard. “You must just be excellent at what you do. Focus on your goals and your vison and don’t take shortcuts, they’re not the answer. Work hard, be professional and do things the right way, and for the right reasons. Just be excellent; that’s the key.” Finding a balance in life does not come easy to Nomfundo. However, she says, “I do find time for family and friends, that’s very important. I love to travel, usually with my family; it’s a great way to grow your knowledge, broaden your mind and see new opportunities.” Nomfundo, who positions herself as a cooking enthusiast, rather than a cooking expert, has recently published a cook book “Boardroom to the Kitchen with Nomfundo Mcoyi”. The book offers readers a behind-the-scenes look into her life as a businesswoman and how the kitchen has been an integral part of her family life. Filled with her personal antidotes and essays, this cookbook relates the story of her humble beginnings and how Nomfundo turned her dream into reality.

Do you have 50 or more employees in your company? Or is your company’s annual turnover higher than Schedule 4 of the Employment Equity Act? If so, then you are labelled a ‘designated employer’. And with that label comes a lot of legal responsibilities, the most important of which is to comply fully with the Employment Equity Act. If you don’t comply with it completely, then you’ll face serious non-compliance penalties, alongside costly legal procedures for you and your business. The employer will be subject to a fine, the greater of R1 500 000 or ranging between 2% and 10% of the employer’s turnover. The fine increases depending on the repetition of the contravention. In addition, companies that falsely reported on employment equity plans while not having such plans in place, will be criminally prosecuted. In August 2017, the Department of Labour announced a crackdown on companies to ensure that they comply with the act. At the time the department said six JSE-listed companies had been found to be non-compliant and were referred for prosecution, since then the Department of Labour is prosecuting 44 companies for breaking Affirmative Action laws, five of these companies have paid fines, while the rest of the companies are facing fines of R1.5 million each. So, the message is clear: You must comply with the Employment Equity Act! Section 20(1) of the Employment Equity Act requires a designated employer to prepare an employment equity plan which will achieve reasonable progress towards employment equity in that employer’s workforce. This employment equity plan must include the affirmative action measures to be implemented, the procedures used to monitor and evaluate the implementation of the plan, the timetable setting out the plan, objectives, duration, procedures and internal management of disputes regarding the plan and the numerical goals to be achieved of the appointment of underrepresented persons from designated groups (“black people, women and people with disabilities”) in order to achieve equality in the workplace. Steps ensuring employment equity (EE) compliance STEP 1: Appoint an EE manager and form an EE committee STEP 2: Educate and train staff on their role and responsibility as committee members STEP 3: Conduct a workplace analysis with income differential statements STEP 4: Conduct an internal audit on the barriers and affirmative action STEP 5: Discuss and plan goals and target for the next five years STEP 6: Develop an EE plan in relation to compliance if there is a deviation from the norm STEP 7: Structure the EE plan to accommodate for the goals and targets to be reached STEP 8: Engage in a meaningful consultation process with the committee to ensure agree STEP 9: Verify and document statistics for reporting STEP 10: Submit an annual EEA2 and EEA4 report to the Department of Labour – signed off by the EE manager and the CEO Important sections of compliance a) Consult with employees as required by section 16 b) Conduct an analysis as required by section 19 c) Prepare an employment equity plan as required by section 20 d) Implement its employment equity plan e) Submit an annual report as required by section 21 f) Publish its report as required by section 22 g) Prepare a successive employment equity plan as required by section 23 h) Assign responsibility to one or more senior managers as required by section 24 i) Inform its employees as required by section 25 j) Keep records as required by section 26. If the Department of Labour inspects your company, you will need to show the inspector the following things. An Employment Equity File, containing: · Your company’s current EE plan, signed by CEO · Copies of previous plans · Records showing how plan has been communicated · Evidence of EE committee nominations, acceptance and the process followed · Evidence of the appointment of an EE manager with a signed letter of responsibility · List of EE committee members · EE committee’s constitution with a code of conduct, signed by all members · Minutes of EE bi-annual/ quarterly meetings · Copies of all EEA2 and EEA4 annual reports submitted along with acknowledgement of submission letters. · EE related complaints and records of actions taken · Qualitative analysis of the workforce · Workplace profile and numerical goals and targets, as well as previous reports · Latest workplace skills plan and training report The Department of Labour inspectors can also interview committee members and ask them to explain the committee’s role. In the third quarter of 2019, the Department of Labour had given another challenge to designated employers within the employment equity sphere. The format of the old EEA4 report was repealed and replaced with a newer version right before the submission period opened for the 2019 employment equity reports. As South African Labour Law is persistently changing, employers are becoming increasingly perplexed as to what information the Department of Labour required, and how they will use this information to improve transformation within South Africa. The following changes have been gazetted in terms of the EEA4 report: The EEA4 – Income differential statement requests very detailed information from designated employers, such as fixed, guaranteed, variable annualised salaries, average annual pay for the top, bottom and mid 10% of an organisation’s workforce. The report further requests for a policy which addresses and aims to close the vertical gap between the highest and lowest paid employees, and needs to be aligned with the organisation’s remuneration policy. This challenges employers to take a more in-depth approach to ‘’equal pay for work of equal value’’ to minimize the remuneration gap as well as looking at importance of job evaluation, job grading and benchmarking. Annual Reporting The Department of Labour online reporting portal opens on 1 September and closes on the 15 January each year. The Department of Labour head office will schedule national advocacy events during September every year to coincide with the commencement of the report date. Employment equity announcements in the press will aim to raise awareness and thus ensuring high levels of compliance. There will also be national events to coincide with the launch of new regulations, codes of good practice, the public registry, and reports by the Commission for Employment Equity. Employment equity will always be a constant in building sustainable work environments. It is important that it is taken seriously and not as a compliance ‘’tick box exercise’’. Nikita Pillay Nikita@drg.co.za T: +27 (0)31 767 0625 W: www.drg.co.za

We are continuously working on improving DRG. We understand that COVID-19 requires everyone to adapt during these uncertain times as we all spend so much time online, this survey helps us to do just that! If you are interested in helping us, please click the link below and fill in the survey. It will take 5 - 10 minutes to complete. For any queries or concerns please do not hesitate to contact us, or the researcher, Tamara de Jong directly at 19037255@brookes.ac.uk .

Durban - Johannesburg – Cox Yeats Attorneys has appointed four legal professionals to join their Sandton office. Expansion of the firm’s Business Rescue & Insolvency practice, headed by Thys Scheepers, lead to the appointment of a further four new professionals to the Cox Yeats Johannesburg office this month. These appointments will enhance the services offered by the Business Rescue & Insolvency practice, both nationally and internationally. GARETH CREMEN, Partner, heads up the Business Restructuring and Insolvency Team in Johannesburg. Gareth specialises in the fields of debt recovery, business restructuring, business rescue and insolvency, as well as banking litigation, restructuring (formal and informal), cross-border litigation, forensic investigations and fraud, disputes between parties, regulation and compliance laws. Gareth has received the following accolades: • Ranked in Chambers Global (2020 & 2019) BRIDGET LETSHOLO , Senior Associate, focuses on restructuring (insolvency and business rescue). Her experience includes convening inquiries into the affairs of liquidated companies, liquidations and related litigation, which includes the drafting of liquidation applications, defending liquidation applications and drafting proof of claim on behalf of creditors. She also represents companies and business rescue practitioners. MAGREET HENNING , Associate, focuses on restructuring (insolvency and business rescue). Her experience includes liquidations, sequestrations, assisting various role players during insolvency and business rescue proceedings, general and commercial litigation. CRAIG DE BRUYN , Associate, focuses on litigation, restructuring, insolvency and business rescue. He has experience in placing various entities into business rescue, representing business rescue practitioners and creditors in business rescue processes, across various industries including aviation, construction and textile. These appointments follow on the opening of the firm’s Sandton office in March this year in order to expand on the personalised legal services offered by Cox Yeats Attorneys nationally. The firm’s managing partner, Michael Jackson, welcomed the new appointees and is confident that their expertise will be of great value to both clients and the firm. “The appointments of Gareth, Bridget, Magreet and Craig to our Johannesburg office will enhance our service offerings to national and international clients, expanding on the current services being offered by our Sandton team, that being in the fields of construction law, insurance litigation, property law, banking litigation, exchange control, international trade & investment law, sports law and general commercial litigation, to now include Business Restructuring and Insolvency Law ”, said Managing Partner, Michael Jackson. Cox Yeats is a specialist boutique law firm with a wealth of experience and expertise balanced with dynamic and innovative solution. Specialists in: Commercial, Natural Resources, Construction, Property, Information & Communication Technology, Maritime, Insurance, Labour, Business Restructuring, Business Rescue and Insolvency Law. www.coxyeats.co.za ISSUED BY: Cheryl Kirsten on behalf of Cox Yeats Attorneys CK Dynamics Marketing & Media Communications

Bill Gates says it straight, “It is an all-out world war, but it is us against greenhouse gasses.” Much great work has already been done by entrepreneurs, engineers, and scientists to help discover and invent ways we can maintain our current standards of living – and reduce our carbon footprints. However, we still have much work to do to ensure that future generations have access to the same raw materials and living conditions most people enjoy today. There is, of course, much work to do in countries, societies, and communities to raise standards of living, improve equity and raise hope and opportunity – and these aspects are at the heart of sustainability ambitions. We stand today, uncertain of our futures, and unsure of exactly how we will beat the climate change challenge facing each and every person, animal, creature and living organism on our planet earth. Moving to Mars to begin a new civilization is not the ‘simple’ solution we should focus on… The solution needs to come through our appreciation of the responsibility each person must have in ensuring the sustainability of our earth and all who live in it. Sustainability is about ensuring we leave a clean and unaffected earth for future generations. It is about innovation, and it is about our economy, environment and ensuring a positive social influence. Nothing can be established without a clear understanding of the nature of the current drastic climate change situation facing each of us, noting well that innovation without a firm foundation of governance, ethics and best practice in business is likely to not be successful and sustainable. Business Leaders’ Role Hence, the drive of nations to help business leaders recognise their role in the combined effort and progress towards a clean earth, and to maintain a focus on the impact their enterprises are having on the economy, environment, and society. This drive in educating business leaders and guiding enterprise decision making towards ensuring value outcomes that support and benefit all stakeholders culminates in an enterprise sustainability report. Larger enterprises have been doing sustainability reports for many years… and in many countries’ enterprises listed on stock exchanges are required to submit sustainability reports. Each enterprise has its own uniqueness, and so sustainability reports do vary greatly from enterprise to enterprise, industry to industry, and nation to nation. DRG has been a thought leader in developing a methodology to help Small and Medium Sized Enterprises (SMEs) create sustainability reports that inform enterprise decision making and ensure that enterprise measurements include all stakeholders’ hopes and expectations – and not just profit as per business models of many enterprises of the past. Innovation is the key to our clean earth focus, but without a sustainability intention, and a solid business foundation there is little hope that even the greatest interventions will stand the test of time and grow into products and services to serve the needs and desires of the many people in the world. Many of the old management paradigms that served previous generations now need to be become the archives we refer to as being experiences that lead us onto better and more effective ways of doing business. As Professor Mervyn King eloquently shares…“Profit focus is out, and value creation is in”. Leading a business going forward is about value creation for society. A business leader’s salt will thus be measured through their enterprise’s ability to add value to society, and to contribute positively to the economy, environment, and social challenges. Enterprises need to recognise that their first priority is in realising their role in creating value for stakeholders, and not be singularly focused on returns to shareholders and elite role players within the enterprise. It is the mind shift of purpose within an enterprise that requires alignment to higher ‘communal’ goals and ideals, and once this is established and becomes a norm within society, the balanced focus required to tackle climate change and the effect of carbon dioxide (CO2) emission will gain clarity and momentum. Sustainability Goals and Objectives With so many businesses failing during their set up stage, and unemployment rising in an unprecedented manner, effort needs to be focused on guiding criteria to assist entrepreneurs and business leaders ensure their enterprises are best placed to anticipate and predict their enterprise’s sustainability. Artificial intelligence is being developed at an incredibly fast pace, and this too needs to be cognisant of sustainability goals and objectives. A single mindedness is required, and a focus on creating a clean earth, that removes elements contributing towards climate change, and encouraging equity and social inclusiveness. The DRG Sustainability Report for SMEs looks at thirty-four key focus areas to guide entrepreneurs and business leaders to what is required in ensuring best efforts are followed to eliminate ineffective practices and activities within an enterprise. King IV ethic and governance principles help to guide high level outcome expectations, and the DRG Sustainability Report methodology helps to define the activities and mindsets needed to achieve the King Commission’s desired outcome of sustainable enterprises that meet organisational goals and stakeholder expectations. The thirty-four key focus areas are common within every enterprise and can be grouped into four categories, which include Leadership, Business Foundation, Measurements and Energy. The four categories inform sustainability objectives, activities, and measures within economic, environmental, and social impacts. It is critical that enterprises consider a common set of focus areas when approaching sustainability intentions but are also aware enough to be sensitive to unique conditions and circumstances which occur across industries and sizes of enterprises. Three-step Process A sustainability report requires a three-step process starting with an overarching statement from the CEO or board of the enterprise. This needs to be explicit and provide a broad framework for decision making within the enterprise. An example of a CEO statement may include: “It is our will and intention to ensure our enterprise supports sustainability principles, provides value to society as a whole in creating equity and transformational opportunities, meets environmental targets and ensures a move towards zero CO2 emissions and waste, ensures a strong foundation of ethics and governance as the enterprise’s foundation, and impacts positively on shareholder desires and expectations”. This is followed by focus group communications within the enterprise, discussing the business, what makes it successful, what can be improved, etc. Actions points are grouped into stakeholder measurements… where their impact on ongoing sustainability is considered and shared with other focus groups/departments within the enterprise. The sustainability report follows from the focus group summaries and collates into a three-to-five-year plan, where specific areas of the business are measured and monitored. It is essential that there is a common thread following from the CEO statement to the focus groups, and into the sustainability report. As it is not possible for anyone to accurately predict the future, the sustainability report needs to be flexible enough to be adapted to new conditions and circumstances, yet stable enough to provide a framework for everyone affected by the enterprise to understand its intentions, direction, and its critical measurements defining success and sustainability. For more information contact: T: +27 31 767 0625 E: david@drg.co.za W: www.drg.co.za #KZNbusinesssense

The PDA is a behavioural assessment that provides information on an individual’s natural behaviour, and role behaviour. It is an analysis of specific words concerned with the meanings and relations between them, which generates into an analysis report. The PDA platform is ideal for: Organisations: to identify, develop and/or retain talent, job fit/matching, leadership development, team dynamics. Individuals: understand your strengths and development areas to improve job/career prospects, leadership style, decision making approach, people skills. The PDA Assessment does not qualify behavioural profiles as “good or bad”; it describes the evaluated individual’s behavioural characteristics. The PDA behaviour profile is defined in terms of: Risk – the degree to which a person tends to take risks to achieve results Extroversion – the degree to which a person desires/is inclined to interact with other individuals, persuade and please people in order to achieve results Patience – the degree to which a person tends to respond in a patient and peaceful manner in order to achieve results Compliance – the degree to which a person requires to conform to norms and procedures in order to achieve results The PDA assessment enables one to: Assess three core areas: behaviour, energy, and emotional indicators Analyse the competencies of individuals and teams Recruit the best candidates for the role/job Assess competency frameworks and skills-gaps Provide guidance for effective succession planning Develop leaders and leadership skills Design career development plans for employees Identify communication and conflict styles Improve self-awareness and emotional intelligence Enable personal growth and development The PDA has a 90% reliability rate, is scientifically verified, has ISO9001 certification, meets U.S. Equal Employment Opportunity Commission (EEOC) requirements and is internationally validated by the American Institute of Business Psychology (AIOBP) Some of the many reports generated by taking the PDA are as follows: PDA Report – A comprehensive behavioural report detailing the candidate’s leadership, sales and communication styles. This report provides detailed descriptions of the candidate’s natural behaviour style as well as behaviour modification in work and other contexts. Natural competency style and fit to generic competencies are provided in this report as well. Detailed information regarding strengths and possible areas of development (strengths that become overused) is given as well as information regarding environment factors that are required to keep the candidate engaged and motivated. Job Fit Report – This report provides details of the candidate’s fit to a pre-determined (either system generated or customised) job profile. Details regarding the fit to the different competencies required for success in this job role are provided as well as overall percentage job fit. Competency Report – This report provides a percentage match of a candidate (based on his/her natural behavioural style) to a set of system generated or customised competencies. The system contains generic, agile and entrepreneur competencies. Leadership Matching Report – This report provides details of two candidates, one of whom has been allocated into a leadership role and the other in a subordinate position and reporting into the managerial candidate. Details of the managerial candidate’s leadership and communication style are provided as well as the environmental factors needed to keep the subordinate candidate engaged and motivated. The natural behaviours of both candidates on the four axes assessed in the PDA are compared and how this style will manifest in the behaviour of the managerial candidate is indicated in the report. DRG’s internationally accredited PDA specialists can help facilitate these PDAs, and provide you with constructive feedback generated from the 30 page report. Contact Nikita T: +27 (0)31 767 0625 E: Nikita@drg.co.za W: www.drg.co.za #drg #KZNbusinesssense #kzntopbusiness

What services does LabourNet provide? LabourNet provides peace of mind to companies in terms of compliance with the various ever-changing labour legislation. This is sometimes complex for the employers to understand or to implement correctly. Through our affordable and effective HR solutions to employers, we do not only simplify employment compliance, but our consulting services also often result in higher productivity, reduced absenteeism and greater staff morale. Why would a company use LabourNet? Business owners need to focus on their core business but often managing and adhering to employment-related responsibilities and compliance distract them from their core focus. We have highly qualified teams of multi-disciplinary consultants who our clients can engage on a day-to-day basis for immediate response in providing a solution to their compliance need. We believe in building strong relationships through partnering with our clients. What Compliance Solutions does LabourNet offer? We offer solutions that cover the whole employee life cycle i.e., Payroll, Health and Safety, B-BBEE, Employment Equity, Skills Development, Industrial Relations and Training Management. Our Payroll includes Software only, Software and Support services or Outsourced Payroll Service complying with all relevant legislation. Our Health and Safety services ensure that everyone goes home healthy and safe and assist employers to operate in compliance with the often complex Occupational Health and Safety Act. Our Industrial Relations solution focuses on ensuring fair labour practices by complying with the relevant legislation in all sectors. This solution focusses on maintaining good discipline in the workplace and adherence to company rules and procedures, as well as building a co-operative relationship between unions and employers. We also assist our clients with disputes at CCMA or Bargaining Councils as well as Labour Court matters. Our B-BBEE consulting seeks to assist employers to achieve the appropriate and required B-BBEE levels for their business through implementing and managing practical and sustainable strategies. Through our Employment Equity services, we assist clients to comply with legislative requirements which includes identifying and eliminating unfair discrimination, increasing workforce diversity, and, most importantly, avoiding penalties in terms of the Employment Equity Legislation. Through our Skills Development solution, we take care of the submission of workplace skills plans and annual training reports. We also manage the delivery of annual training needs to upskill the workforce, resulting in better productivity for the employer and promotion opportunities for employees. What training programmes do you provide? We have a wide variety of accredited training programmes and short courses that are offered online or on site. These range from health and safety compliance training, initiating and chairing disciplinary hearings, supervisory leadership, among a multitude of others, including accredited full qualifications in Human Resource Management Practices and Information Technology. Who would a typical client be? Most of our clients are small and medium-sized businesses across all industries employing between 10 to 250 employees. They all have one or more performance or compliance need that we need to solve. Many corporate clients also make use of our services due to our high-level expertise and our national capacity. We assist human resource departments, management teams or the board of directors, and advise them on the relevant compliance requirements that they need to adhere to or strategies to achieve best practice for their businesses. Where are you based? We have a national footprint and have 19 offices across South Africa. We service all major centres across South Africa and have offices in Durban and Richard’s Bay in KwaZulu-Natal. How do you support clients? Each client is allocated a dedicated service consultants and if they should be unavailable, we provide advice and guidance via our Help and Support Desks staffed with qualified consultants. LabourNet also gives ongoing access to current information, advice and guidance via our website and regular newsletters on our blog. For more information contact LabourNet Durban T: (0)31 266 6570 E: kzninfo@labournet.com

Why are you in business? Is it because: You were born into an entrepreneurial family? You have a passion for entrepreneurship? You didn’t want to work for somebody else? You were retrenched? You didn’t have a choice? No matter how or why you own a business the six basic fundamental steps of business will apply to all *phases of business i.e.: Startup Phase (Concept to take off) Established Phase 1 (Preparing for growth) Growth Phase (Scaling your business) Established Phase 2 (Exit strategy) So, what are the **6 basic fundamental steps of business? Mastery (Eliminating chaos – Stability) Marketing (Niche – Predictable cashflow) Systems (Efficiency) Team (Structure for growth – Time) Synergy (Well-oiled machine – General Manager) Results (Owner’s personal growth and new opportunities – Passive Income and/or Sale of your Business) Which phase is your business operating at and where are you currently focusing on in these six basic fundamental steps? Now that you know why and where you are in your business and which of the six steps you are currently focusing on, I’d like to share the next very important focus areas. These areas ensure that all aspects of your business are given the correct attention, so your business is profitable and sustainable. Business is supposed to be simple but not easy. Systemise the routine and humanise the exception. As business owners, we wear many hats in business simultaneously. Whilst we love the craft of what we do best, as an engineer, financial advisor, accountant, lawyer, hairdresser, technician, coach, to mention a few, we need to ensure that we focus the right amount of time on these hats. How much time do you focus on in these **9 Hats of your Business? Marketing – Getting the phone to ring Sales – Closing the deal Delivery – Retaining your Client/Customer Information Communication and Technology (ICT) – Network, applications, systems and interaction with the digital world Human Resources – Recruiting and Training your Team Finance – Accounting practices Business Admin – Day to day administration Strategic Planning – Goal Setting and Planning Personal Development – Upskill your knowledge and maximise your full potential So what should your week look like as a business owner? Mondays are typically for your ‘Work ON your Business’ time and start with a team CheckIN, then include your fortnightly mentoring calls/meetings with your key management team as well as your regular call/meeting with your business coach/mentor. It’s also time for you to plan your week, prepare for your meetings, review finances etc. Tuesdays, Wednesdays and Thursdays are production days. 60% of your week is therefore focused on client-facing time (building relationships) and income-producing activities. Initially, the bulk of that will be on marketing and sales and as your business grows more time will be geared towards production time. Fridays make great days for adhoc activities. Friday afternoons are either for wrap-up and last-minute tasks or often are available for the business owner’s own leisure time. Every quarter you should be doing a full day Quarterly Planning Workshop on the Wednesday. That gives you Monday and Tuesday to prepare and we encourage you to take the Thursday and Friday off for some re-balance time for you and your family. The full-day planning workshop also ensures your team are more focused on what needs to be done in the coming quarter and that they have a detailed plan towards which they will be focused and held accountable to. *Content kindly provided by Knowledge Brokers International **ActionCOACH Business Coaching If you want guaranteed success, implement the above and, if you need help on how to, set up a complimentary strategy session with a Business Sense Business Coach, contact me www.marlenepowell.com Facebook: @coachmarlenepowell https://www.facebook.com/coachmarlenepowell Instagram: @actioncoachmarlene https://www.instagram.com/actioncoachmarlene LinkedIN: ActionCOACH KZN Marlene Powell https://www.linkedin.com/company/actioncoach-marlene-powell BizTALK Corner with Business Coach Marlene Powell #KZNbusinesssense #kzntopbusiness