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The Durban Chamber of Commerce and Industry (DCCI) will launch their member business benefits as from the 19th February 2021. The Durban Chamber of Commerce and Industry (DCCI) is offering a bouquet of business benefits. The benefits are offered in the form of preferential pricing or discounts as well as free service opportunities. By taking advantage of the business benefits, tremendous savings on doing business is possible. Benefits offered such as discounts on new vehicles, tyres, hotel accommodation, car hire, vehicle services, catering, coaching, and training can help you save hundreds, if not thousands of rands every year. Well done and congrats to all at Durban Chamber. Pictured below is Palesa Phili, CEO of Durban Chamber and Grant Adlam from KZN Top Business for the launch of the Durban Chamber's Business Benefits. #InBusinessForABetterWorld www.durbanchamber.co.za

If you were looking for a good reason to visit Durban this holiday season, this is it. The ONOMO Hotel Durban‘s new Topaz Restaurant & Skybar has opened its doors just in time for the summer holidays and it is the very first of its kind in the city. The ONOMO Hotel Durban is part of ONOMO Hotels, a leading African hotel group that operates 21 hotels in 12 African countries. It has been operating for three years already, including the COVID-19 lockdown. ONOMO Hotel Durban and Signature Lux by ONOMO Sandton were the first South African hotels in the group to return to operation under lockdown Level 2 and have been scaling up operations since 1 September. The ONOMO Hotels group has partnered with world leader in testing, inspection and certification services, Bureau Veritas, to certify the COVID-19 safety processes implemented in each of its 21 hotels and the five South African hotels were part of the auditing process to certify their existing World Health Organisation-aligned protocols. ONOMO Hotel Durban is therefore the only hotel in KwaZulu-Natal with Bureau Veritas status. It is also the first ONOMO hotel to have been built from scratch. Designed by a French company based in Morocco, they have been bringing Africa into Africa with their designs. The European influence is also very evident, though with an overall minimalist, practical layout and design. Topaz Restaurant & Skybar Whether it’s during the day or at night, the 6th floor Topaz Skybar lends itself to a variety of events. With views across the Indian Ocean, Moses Mabhida and Kings Park stadia, it’s a skybar that will certainly draw both locals and tourists to come and explore. At night, the venue is decorated with 360 degrees of Durban’s sparkly city lights as backdrop. It’s ideal for friendly get-togethers or glamorous events, including delicious meals and brilliant local live music. The Topaz Restaurant & Skybar‘s decor brings a tropical, yet African feel to the venue, with giant leaves hanging from the ceiling, a vibrant photo corner, seating with bright shweshwe-style fabrics and large, triangular lighting that links the outside views with the inside. It’s a space for both corporate guests and leisure guests, uniquely located walking distance from the beach and it is open to the public from Thursdays to Saturdays from 16:00 to 23:00 and on Sundays from 14:00 to 23:00. Ingwe Terrace In addition to the Topaz Restaurant & Skybar, the ONOMO Hotel Durban also offers guests the ground floor Ingwe Terrace, which is adjacent to the swimming pool. This gourmet restaurant specialises in regional cuisine in a relaxed, ‘shebeen-chic’ environment. Accommodation The rooms are well equipped and simple, yet elegant with a strong ONOMO feel throughout. Wood, brick and pure white linen are what stands out in the rooms, with simplicity being key. My favourites at ONOMO Hotel Durban · The Wifi is brilliant. · There is a variety of quality event venues, which allows you to match your event to the venue easily. · The staff are lovely! Have a look at the story that Good Things Guy did on one of the waiters ( www.goodthingsguy.com/people/onomo-durban-waitertip ) · It’s super close to the beach. · There’s a lovely swimming pool with daybeds. · Their cappuccinos are divine. www.onomohotel.com/en/hotel/8/onomo-hotel-durban

The vOICe vision Africa (Pty) Ltd launched a revolutionary audio vision solution for the blind in Umhlanga, South Africa in January 2020. The device called vOICe vision, which comprises goggles and an installed camera and bone conduction earphones is able to make a significant difference to a blind person’s way of life. With the help of a vOICe vision device any blind person can learn to perceive space through sound, move around without assistance, and be socially active and independent. vOICe vision Africa, Managing Director Musa Makhunga, explains, “vOICe vision is where blind people are able to see with sound.” The device was developed by Dutch engineer, Peter Meijer, a former staff member of the Philips Corporation research department. He developed an algorithm of the sensory substitution of vision through sound. The device gives a sound image with up to several thousand pixels resolution, without dependence on the eye ailment’s condition and without any need for surgery. The blind person can perceive space and objects through the sound signal received by the device as a result of encoding images from the camera. An app transforms the image into sound, which is perceived by the brain identically to the monochrome picture. The device can also vocalise text on signs and numbers of buildings, automatically or by manual control. It has features to identify and announce: objects’ colours, barcodes, and is able to name common objects in front of the camera. According to the users’ reports the sounds of the device do not interrupt listening to sounds in the environment. You can control the volume of the device, and due to the bone-conduction earphones as ear canals are not blocked and natural echolocation continues taking place. Training vOICe vision Africa offers training to blind people on the seeing with sound technique. Through training of an hour, three times a week, and practicing in between, it will take about three months for one to be competent and proficient with the technique. Musa Makhunga said, “I am hoping that as South Africans we will be able to get our people to use this device. Through taking advantage of the vOICe Vision technology, we will be able to empower blind people. I am hoping that blind people will be able to participate more freely in a range of occupations and activities including sport through this device, that they were not able to do before.” For more information contact Tel: +27 (0)31 566 1651 Email: eyes@voicevision.co.za Website: www.voicevision.co.za

Every business Leader’s first responsibility is to create a work environment conducive to meeting organisational and stakeholder objectives. These business leadership expectations are deeply etched in standard governance and ethics responsibilities. Effective leadership is essential in ensuring the organisation’s intention, its mission, its vision and objectives are planned and organised in such a way that success and sustainability are likely to be achieved. Of course, this is easier said than done. Where does one begin? To be successful, the organisation’s intention needs to align closely with customer and stakeholder satisfaction. From this anticipated outcome the Leader works backwards, recognising that the business foundation, its quality assurance processes, staffing and culture, and measurements and milestones are the defining means to achieve the desired outcome. The desired outcome needs to be clearly defined by the Leader, and staff employed into the organisation must understand and support this mission and vision. They must align their individual purpose to supporting these intentions. Without alignment of the Leader’s vision and of staff members’ purpose, there is little hope of creating the heightened energy an organisation needs to reach and exceed its goals and intentions. Energy is the catalyst in ensuring momentum to overcome operational challenges, to engage proactively and caringly with customers, and to tap into inspirational ideas and solutions. The Leader too needs to be part of the organisation’s momentum, but, also needs to be able to overcome inertia, drive new ideas, and involve staff and customers in the organisation’s journey towards meeting goals and objectives. In our research and experience, we identified important perspectives Leaders should consider in their role of creating “highly engaged work environments”. Consider, that most companies in the world today are on average only 40% productive, and that only 20% to 25% of staff are excited to get up and go to work each day. These statistics are alarming, and impact considerably on organisational effectiveness. We have worked in many different industries and in big and small organisations, and note that the principles of engagement are common in all organisations, and are somewhat straight forward and simple to implement. There of course needs to be a willingness on the part of the Leader, who must want to encourage staff and teams to have meaningful roles in the organisation, and for them to have a sense of purpose, contribution and belonging. There is no-one specific formula that creates the perfect outcome, as there are many unique variables such as maturity of the organisation, its existing culture and leadership norms, and situational staff and customer expectations. However, all highly engaged organisations have many things in common, and if we apply similar engagement principles in our own organisations, we can certainly anticipate a positive outcome. It is important up-front to mention, that creating a highly engaged organisation is a journey a Leader goes on with staff and stakeholders, and is not created by a single tap on the shoulder by a mystical magic wand… and voilà … overnight, a fully engaged organisation where staff take self-inspired action… for results, suddenly appears. The journey needs to be intentional and should contain aspects of the four areas that are highlighted in the points summarised below. Knowing outcome intentions A Leader must have a clearly defined vision which details the intended outcome and reason for the organisation’s existence. This vision (purpose) needs to meet governance, sustainability, and stakeholder expectations. In other words, it needs to meet ethical standards, complement or add value to globally defined sustainability measures, and provide value to customers, staff, and stakeholders. A Leader needs to be confident in his or her pursuit in meeting these defined organisational outcome intentions. This confidence needs to come through a knowing of how anticipated organisational goals and desires can be reached. This often comes through experience, intuition, and recognising contribution requirements needed from staff and resources within the organisation. Very often the Leader is the source of inspiration for the creation of the organisation, and although this role may be transferred or shared as the organisation evolves, it is necessary for the Leader himself or herself (and staff members) to recognise the importance of a founder’s role in guiding innovation, building customer, supplier and funder loyalty, and ensuring an engaged and productive employment culture. Creating a solid business foundation The vision as defined by the Leader of the organisation, and the business foundation are quite different. Business foundations include the functional activities that support the organisation meeting its mission and vision, and are in most circumstances common to all organisations. These include: · Clearly defined operational and quality assurance processes · Systems to map processes and provide structure and controls · Licensing, accreditations and customer and supplier service agreements · Financial models that ensure the organisation is able to manage margins, cashflow requirements and meet stakeholder reporting and earning requirements · A holistic understanding of consumer behaviour and ensuring focused and effective communications with the organisation’s specific target market · An HR foundation that meets cultural norms, administration and compliance standards – as well as providing role clarity, outcome expectation and promotion of equity and fairness in the workplace. Without a solid business and functional area foundation, it is not possible to build a highly engaged and productive organisation culture. The functional area activities need to be designed specifically to meet outcome requirements of the organisation. Clearly defined intentions and measurements Stakeholder expectations help to define the measurements needed in the organisation. It is essential that the Leader and staff members recognise the importance of all stakeholders in the organisation, and that the success of the business is directly proportionate to it meeting all stakeholder expectations. Stakeholders include customers, shareholders, staff, affected communities, funders, the environment, receivers of revenue, department of labour, etc. Each stakeholder measure is critical in defining the organisation outcome objectives, and it is essential the Leader ensures that all staff members and the organisation’s culture directs activities and supports the intention of meeting these outcome measures. As the organisation evolves, there will be different stakeholder focus areas. Certainly a newly founded organisation may be more focused on generating income through sales, and meeting supplier and staffing commitments, but a Leader should never forget, the responsibility they have in meeting the expectations and measurements of all stakeholders. In defining stakeholder measures, the organisation must identify the impact their actions have on each stakeholder. Staffing and Teams Business success derives from the day to day activities that produce the desired organisational outcome, and these activities are managed by people. People, as such are the essential component to ensure the success and sustainability of every organisation. In an organisation, “people” are referred to as staff, and it is for good reason that we consider their contribution to the organisation’s success so highly. Staff need to support the purpose and vision of the organisation as defined by the Leader, and these ideals must resonate comfortably with their own life’s goals and ideals. Staff also need to understand clearly how the organisation’s business processes unfold to ensure quality outcomes, and how they personally contribute towards meeting goals, objectives, and measurements. We often find that although staff may be highly trained and experienced in specific areas of the work they do, they lack understanding of that which makes the organisation attractive to customers, how it generates income and ensures its profitability and sustainable. A Leader’s role in the organisation is to ensure the sustainability of the organisation, and that stakeholder measures are met. The Leader does this effectively through creating an engaging work environment, with people (staff) as the central core of the organisation who ensure administrative, quality assurance, and desired outcomes are reached. It is essential that Leaders consider seriously their responsibility in articulating clearly the organisation’s intention, and ensure staff employed into the organisation align their motivation and actions with this purpose. This includes focusing on stakeholder measurements, and ensuring ongoing maintenance and improvements of the organisation’s quality assured functional area foundation. For more information contact: David White T: +27 (0)31 767 0625 E: david@businessfit.co.za W: www.businessfit.co.za

Join public speaker, podcaster, mentor and Chairlady of The KZN women in Business Senta Duffield as well as Pro Talent CEO, author, business coach and motivational speaker Cindy Norcott for a free 1 hour Webinar where they will be discussing Goalsetting in Galeforce conditions. To book a spot or to enquire further please email Cindy – cindy@proappoint.co.za

Apply for a 3 or 6-month car lease today and experience the future of having a car with WhyBuyCars . If you’re looking to lease a car but are worried about the how much the payments will be, you can calculate them yourself If you’re looking to lease a car but are worried about the how much the payments will be, you can calculate them yourself. However, you can’t assume that the business you’re signing the lease with will hold true to the amount you calculated. At least, you’ll have a rough idea of what you’ll have to pay every month. In order to calculate your monthly fee, you need: The price of the car & the price you’ve negotiated The residual percentage of the car The length of the lease The admin fee Take the car’s price and multiply it by its residual percentage to get the residual value. Take your negotiated sales price and add in all the fees you'll have to pay, this is the gross capitalized cost. Take the total amount of the deposit, trade-in equity or rebates and add them together, this is the capitalized cost reduction. Subtract the capitalized cost reduction from the gross capitalized cost, the result is the adjusted capitalised cost. Subtract the residual from the adjusted capitalized cost. This is your depreciation amount, which is the basis of your lease payment. Divide the depreciation amount by the months of the lease to get your base payment amount. This may seem like a small number but be aware that tax still needs to be added. Most of this information can be provided by the business you are looking to lease from. If this is too complicated, there are payment calculators available online that you can use. Click Here to start your application

The programme included the following content: 1) SLG address Mzi Tyhokolo (Acting Group CEO - SLG) 2) Economic outlook in SA. Elize Kruger (Independent Economic Consultant) 3) Energy Improvements. Ashen Dukhi (SLG) 4) Gas to Power Alan Fletcher (Clarke Energy) Get in touch: (+27) 031 812 0555 Email: info@slgas.co.za https://www.slgas.co.za/ #energy #gas #SLG #compressednaturalgas #pipelinegas #e nvironment

The dawn of the 21st century ushered in a plethora of multiple interconnected global challenges and changes, not least of them being issues of poverty, inequality, social injustice, climate change, globalisation, socio-political crises, unemployment, food insecurity, the digital era and the major technological disruptions of the Fourth Industrial Revolution (4IR). To add to this malaise, the world was overwhelmed by the ill effects of the Covid 19 pandemic this year. Our daily lives, from educating our children, managing our health, and working from home, to simple social rituals like dinner with friends, underwent rapid multi-dimensional change. Emerging trends such as the virtualisation of the workspace, online learning, virtual health, and e-commerce accelerated exponentially. Changes anticipated to take years occurred in months and, in some cases, weeks and even days. Justifiably, leaders from all sectors have struggled with great difficulty to address these overlapping changes simultaneously, dealing with economic, health, and logistical crises that have unfolded at a phenomenal speed. Much as we would like to think of 2020 as an anomaly, it may not be. The conditions for accelerating change have been building for years. Advancements in information technology, automation, human interconnectivity, Artificial Intelligence (AI), and the network effects among them, created a new reality where change is much more rapid, continual, and ubiquitous. Covid-19 and its derivatives laid bare a ‘new normal’ of change which exemplifies that it is perpetual, pervasive and exponential. The old has given way to the new and we now live in a world on the cusp of dramatic global change and disruptions. This new disruptive phenomenon is re-defining our emerging future and, as a consequence, effective leadership will be defined by the ability to navigate this new reality. However, our models for leadership were not built for this kind of exponential change. Human minds have evolved for thinking linearly in the face of challenge and not exponentially. It is as futurist Ray Kurzweil asserts, “The future is widely misunderstood. Our forebears expected it to be pretty much like their present, which had been pretty much like their past.” As such, projecting our pasts onto our futures exposes a fundamental error – linear thinking can never catch up and adapt to the perpetual, pervasive, and exponential change occurring around us. It is simply too fast and extremely complex. Given this new scenario it is quite obvious that the world needs a new form of leadership – one that is better equipped to navigate this unprecedented kind of change. We need Authentic Leadership. An Authentic Leader is one who is wise, erudite, discerning, empathetic and pragmatic; a change-maker; a person who is resilient and can navigate exponential change with agility and nimbleness; a person who can generate impact and change at scale; a person who is proximate to the people he leads and one who is steeped in antifragility strategies. Above all such a leader should be humane, humble, exhibiting authenticity and inspiring the necessary trust and psychological safety that drives shared learning and intelligence, resulting in enhanced collective performance and decision-making and leading to a better future for all he or she is responsible for. An Authentic Leader is a transformatory agent and sees opportunity in a crisis. The Covid 19 crisis and its concomitant disruptive lifestyle transformation has made us too aware that change, by its nature, leaves people and organisations feeling confused, vulnerable, and fractured at a time when resilience, cohesion, and collaboration are necessary to perform at the highest levels. It is instances of this nature, especially in a rapidly changing environment that an Authentic Leader can provide psychological safety, shared purpose, and distributed cognition as powerful drivers of leadership. The days of the picture perfect hero as a solo, individualistic leader who inspires certainty in a deterministic way forward are over. Linear and provincial thinking can never adapt fast enough, leaving traditional leadership increasingly ill-equipped to deal with rapidly changing environments. The frequency of these new disruptions can be likened to a hurricane where one has to navigate multiple threats of a calamitous situation almost simultaneously. Conventional leadership will not be able to deal with the crisis at hand, adequately. An Authentic Leader on the other will be able to handle the situation with agility and nimbleness, at the same time inspiring necessary shared learning and collaborative intelligence, resulting in enhanced collective performance in coping with exponential change. In a world where change is perpetual, pervasive, and exponential, leaders need to continuously evolve themselves in order for their organisation to evolve and grow. Rather than bending the organisation to the will of the leader, a leader must be willing to instead exhibit humility and flexibility and change according to what the circumstances require. Leadership and their teams, and their organisations must continually learn, update mental-maps, deploy new tools, and course-correct based on the best ideas and practices. In the age of massive disruptions the leadership will have to come to terms with the fact that no one person or organisation can master all knowledge across all domains, no single person or organisation can master enough skills in breadth, depth, or pace, to keep up with the exponential changes. Instead, learning will have to be inspired by leadership, reinforced by culture of an organisation, occur across a variety of domains, coordinated through the whole and shared openly and actionably to create the broader picture of the ‘new normal’. Navigating perpetual, pervasive, and exponential change is the quintessential test of effective leadership in this era. Leaders, teams, and organizations that don’t skilfully navigate change will fail. Mastering this new reality requires fundamental enhancements to our collective capabilities. Authentic Leadership enables the creation of perpetual, pervasive, and exponential capacity building necessary for managing the era of exponential change. Finally we need to remember that the challenge of rapid change is that it amplifies the pressures on leaders, teams, and organisations to evolve and adapt faster, or become irrelevant. Change that used to take place over years and decades is now taking place in weeks or days. Historically we have never confronted change of this magnitude or at this pace. Authentic Leadership is a framework that enables accelerated adaptation in a wise and humane way and builds into its structure the imperative for leaders, teams, and organisations to continuously evolve in order to overcome the challenges of disruptive change. Dr Ridwaan Asvat is the Director for Operations at Regent Business School and writes in his personal capacity.

After 100 days at the helm of KwaZulu-Natal’s financial institution that mirrors the aspirations of ordinary folk, especially in rural areas, Dr Thulani Vilakazi, chief executive officer, is ready to take Ithala SOC Limited to the next level as a state bank. He believes that as the pioneer in banking the unbanked and insuring the uninsured, Ithala SOC Limited has the right ingredients and is all set on the trajectory to become a state bank. For far too long, ordinary South Africans have been left out of the transformation agenda, with historically disadvantaged people, especially in rural areas, having to bear the brunt of exclusion from financial services, said Dr Vilakazi. He said banking systems needed to be conducive to serving the interests of everyday South Africans - a role that Ithala has long been fulfilling as a development finance institution. The creation of a state bank would be in line with government’s strategy to transform the financial sector, and will empower communities and accelerate radical economic transformation, he added. Ithala SOC Limited - a 100% owned subsidiary of Ithala Development Finance Corporation, KwaZulu-Natal’s provincial development agency - has a six-decade legacy. As an organisation which puts people before profit, Dr Vilakazi said a state bank would operate differently to commercial banks which invest millions of KZN taxpayer funds outside the province as opposed to investing in sustainable development locally first. “Against the backdrop of the triple challenges of poverty, inequality and unemployment, a state bank could earn additional revenue for the state which could help spur economic development and release vulnerable members of society from the debt trap that so many people find themselves in,” he said. All due processes are being adhered to by Ithala to enable completion of the process of applying for a permanent banking licence. When Dr Vilakazi assumed his position as CEO of Ithala in September this year, his mission was to develop business strategies and plans in line with short-term and long-term objectives; lead and motivate staff to advance employee engagement; develop a high performing managerial team; and, ultimately oversee all operations and business activities to ensure they produce the desired results. He said while the strategy to ensure financial sustainability had paid dividends, the COVID-19 pandemic had posed some challenges and these were being swiftly mitigated. He attributed the current positive trajectory in business performance to the strict implementation of sustainable cost control; promoting revenue growth through marketing brand positioning and expanded distribution channels; and introducing operational efficiencies through system development. “The organisation affirms its ethos of customer-care and community partnership which sustain the Ithala brand, thus differentiating this financial institution from its competitors.” Dr Vilakazi possesses in-depth expertise and experience in banking, financial services and stock exchange industries. He is considered an expert in SME financing, agribusiness, corporate, retail, credit, trade finance and public sector banking. He is a Doctoral level authority in Mergers and Acquisitions. He has also participated in several courses in executive development. A rural lifestyle is not foreign to him - he commenced his primary education at Emfeni School, a farm school in Eston in the KwaZulu-Natal Midlands sugarcane fields. He matriculated at Isibukosezwe High School in Hammarsdale. After studying for degrees in education, he commenced employment as a lecturer in the Faculty of Education at the University of Zululand. He then joined the Valley Trust as divisional manager and was responsible for primary health care funding. Here he established over 50 community-based pre-schools. Meanwhile, he continued post-graduate studies in the field of IT and financial services. He attained an MBA from Henley Management College/ Brunel University, London. He entered the banking field with ABSA and became the National Manager: New Enterprise Banking. He then joined Standard Bank Group where was seconded to Malawi for three years as Deputy Managing Director following the acquisition of Malawi’s second largest bank CBM now Stanbic Bank Malawi Ltd by Standard Bank Group. He played a major role in modernisation of the Malawi banking industry. He is a former non-executive director of the Malawian Stock Exchange. Dr Thulani Vilakazi was chosen by the late Dr Leon Sullivan - the first African-American to chair General Motors USA as one of the Top 30 Best and Brightest Bankers in Africa and attended intensive training at Chase Bank New York now JP Morgan Chase, the third largest bank in the US and Mellon Bank in Philadelphia. He gained experience in rental and leasing finance when he joined Rentworks as Deputy CEO and a Director on the Board which was then chaired by President Cyril Ramaphosa. He spent a decade at Nedbank Group (Africa Division) and rose to the position of Head of Strategy, Marketing & Communications. In July 2018, he joined Guidepoint Advisors as a global advisor focused on financial, banking and corporate business services. Dr Vilakazi, a father of two daughters and a son, is a member of the Institute of Directors Southern Africa. He is also a member of the Royal Family Trust of Abambo within Ilanga Traditional Council Authority at Emfeni Great Place which is involved in farming interests for community economic empowerment. He believes educating and giving South Africans the necessary tools to manage their money, can help extricate them from poverty and unemployment. And who better to do that than he who has distinguished himself with academic credentials in both education and banking, with specific reference to small business financing. “By simplifying the conversation about wealth creation, we aim to offer our customers and potential customers a practical formula to accumulate wealth,” says Dr Vilakazi. Ithala has a distribution network of 38 branches in KZN which provide convenient transacting facilities. A comprehensive portfolio of personal banking and insurance solutions is offered. Visit www.myithala.co.za Follow us on Facebook: https://www.facebook.com/MyIthala Follow us on Twitter: https://twitter.com/MyIthala Follow us on LinkedIN: @myithala SOC Follow us on Instagram: https://www.instagram.com/myithala/ Follow us on YouTube: @myithala #WealthCreation #MoneyTalks #MoveToIthala #statebank

The year 2021 is set to be tough on budgets with many increases in daily living costs expected. The cost of diesel and petrol is, once more, going up in price. In February, petrol is expected to increase by 80c a litre and diesel will increase about 61c a litre. This increase will again place a strain on taxi owners who are already struggling to cover costs. BTCorp has a means to assist. Through BP participating service stations, we will give you back 70 cents per litre of diesel and 14 cents per litre of petrol purchased. For example, a taxi uses about 1000 litres of fuel every month. So, if you buy 1000 litres of diesel a month, you get back R700 on your diesel spend and R140 on your petrol spend. There are no lower or upper limits. Whatever your spend is, you get cash back. In addition, a fuel management system allows you to monitor and manage your fuel spending. It’s all there for you to see. How do you obtain the cashback? Click here to register online Fill in your business details and your taxi’s details and create an account. After you have completed this quick approval process and deposited some funds, you select a location to pick up your disc from the list provided. Place the disc on your taxi’s windscreen and you are good to go. The fuel MUST be bought at the participating service station. The cash back accumulated each month is credited to your account. What a win.

Willowton Group, a leader within South Africa’s FMCG sector and Africa’s leading edible oil processor, yesterday presented international charity organisation, Gift of the Givers, with a R1.5-million donation to assist in the fight against the second wave of Covid-19 in South Africa. Speaking at the presentation today at the Pietermaritzburg head office of the Gift of the Givers, Willowton Group CSR manager, Ismat Mahomed, explained that the donation would be used to purchase urgently needed HFNO machines. These oxygen delivery systems are life savers for many Covid-19 patients and are the most sought out device for critical intervention. “They have the capacity to deliver between 60L to 100L oxygen per minute in emergency settings equipped with bulk oxygen tanks. The Willowton Group has come forward once again in funding Gift of the Givers to purchase twenty of these machines with consumables for urgent placement in hospitals overwhelmed by the sheer numbers of critically ill Covid-19 patients pouring into their casualty departments,” he explained. Dr Imtiaz Sooliman from The Gift of the Givers thanked the Willowton Group for its support during the Covid pandemic. This donation follows the donation of critically needed PPE for volunteers working in the Eastern Cape in December. Mahomed praised the Gift of the Givers for the work that the organisation had done and would continue to do to help manage the pandemic so far, noting that they played a critical role in helping South Africans as the second wave of infections challenged healthcare workers and hospitals across the country. “It is one of the best charitable organisations in world. They identify a need, find the equipment and go without invitation,” he pointed out. Willowton Group CEO, Zubeir Moosa, added that the company was proud to be able to reach out whenever there was a need during the pandemic. “During the pandemic, we have offered financial assistance to businesses through the Giving For Hope Foundation (GFHF). Muslims for Humanity was created to help the poor with food parcels during this difficult time and significant amount of soap bars were donated to schools around South Africa in partnership with Pick ‘n Pay. This fits in with our philosophy of reaching out to those in need. We don’t restrict ourselves to places/areas. Instead, we are invested in the well- being of South Africa and will do all that we can to assist our fellow South Africans,” he said. Caption: Pictured at the handover from left is Ismat Mahomed, CSR Manager from Willowton Group and right is Dr Imtiaz Sooliman from The Gift of the Givers. This release has been prepared for Willowton Group. Distributed by Shirley Williams Communications For more information, contact Shirley on shirley@shirleywilliams.co.za

Do you need a touch of inspiration to have your best year yet personally or in business? Is your team a feeling the weight of a heavy year and needing inspiration to give them the desire to play their part in your business having a great year? Adele understands people and business. Her three businesses focus on people and business from different perspectives and gives her great insight into all angles of maximising people’s potential and business success. Adele knows how to get people inspired, ignite innovation and drive business success! Contact Adele on adele@successco.co.za