Search Results

Tronox KZN Sands announced the extension of its contract with Amabutu Logistics (Pty) Ltd to transport its Heavy Mineral Concentrate (HMC) and Slimes between the Fairbreeze Mine and Central Processing Complex plant and further transport of the final product to the Port of Richards Bay and Grindrod Bulk Terminal; making this transaction Tronox's second-largest contract since its inception. “Amabuthu Logistics has grown from strength to strength from contract inception and has truly added value to our business through its uncompromising commitment to service delivery and operational efficiency. With this extension, Amabuthu Logistics has demonstrated that supplier innovation and continuous improvement in the execution of the services will result in a mutually rewarding relationship for both parties and cement their role as a supplier of choice,” says Lee-Ann Govender, Tronox Supply Chain Management Director. The Flagship community development initiative has exceeded expectations and has further empowered people from the six (6) communities in Zululand, KwaZulu Natal: consisting of Dube, Macambini, Mkhwanazi, Nzuza, Somopho and Ogagwini; as well as a consortium of local businesspeople. "The success of Amabutu Logistics has demonstrated that with the correct leadership, and where companies are willing to take community businesses by the hand and exercise patience with them, a lot can be achieved by these community businesses in participating in the mainstream economic activity," says Mpho Mothoa, Tronox’s South Africa Managing Director. Amabutu Logistics was founded on Tronox’s ambition of creating real shared value in the communities in which it operates by empowering and developing previously disadvantaged individuals and ultimately uplifting the broader local community. When it was established in 2014, Amabutu Logistics was setup as a 51% black-owned organisation, where the 49% Page 2 shareholding was with Sunroy Pty (Ltd). This was to ensure that there was proper skills development transfer from an experienced transporting company. According to Sam Mthembu, Amabutu Logistics CEO, “Tronox had an uncompromising vision to ensure that adequate skills transfer was done. To this end, we were constantly evaluated and measured on the skills acquired through the mentorship provided by the late Martin van Rooyen, the then CEO of Sunroy Logistics.” As of 01 January 2021, Amabutu Logistics will be 100% black-owned, consisting of 46% blackwomen ownership. This ownership structure is in line with Tronox’s goal of further empowering women through procurement opportunities beyond the Mining Charter III requirements. “We are very pleased that this transaction will also sustain employment and further create additional jobs and opportunities for small local businesses through the multiplier-effect and thus building mutually rewarding relationships with our host communities,” says Mothoa. With a core purpose of social upliftment, Amabutu Logistics has for the past six (6) years focused on creating valuable opportunities through employment, supplier development programmes; as well as offering bursaries for learners from the participating communities and providing school uniforms to the needy. To date, Amabutu Logistics has created over 90 jobs for men and women from the local communities. Furthermore, 13 people from the six (6) communities have successfully completed the Code 14 driver-training programmes and are now employed by Amabutu Logistics and the King Cetshwayo Municipality. According to Mthembu, the extension of the contract with Tronox will allow for two new positions to be created in the Marketing and CSI departments. These roles are said to be earmarked for black women from the local communities. According to Mthembu, since inception, the Trust Fund set up for the communities has assisted people with bursaries, driver training programmes; as well as attending and participating in the Royal Reed Dance. The six-year extension will see further estimated investment of R9.2 million towards community upliftment programmes in the 6 identified communities. “Everyone must benefit from this transaction. The funds invested back into our communities will ensure that many of our people benefit and are empowered,” says Mthembu. For Media Enquiries: Nozuko Basson Regional Manager: Communities and Corporate Affairs Cell: 078 823 8388 Email: Nozuko.Basson@tronox.com About Tronox Tronox is one of the world’s leading producers of high-quality titanium products, including titanium dioxide pigment, specialty-grade titanium dioxide products and high-purity titanium chemicals; and zircon. We mine titanium-bearing mineral sands and operate upgrading facilities that produce high-grade titanium feedstock materials, pig iron and other minerals. With nearly 7,000 employees across six continents, our rich diversity, unmatched vertical integration model, and unparalleled operational and technical expertise across the value chain, position Tronox as the preeminent titanium dioxide producer in the world. For more information about how our products add brightness and durability to paints, plastics, paper and other everyday products, visit Tronox.com .

E-Commerce is a huge platform which is growing at an unprecedented rate all over the world. People from every age whether they are children, millennials, or old loves to shop from different e-stores. Online shopping provides more happiness as compared to physical shopping stores.

We are delighted that after the months of lockdown we can host two craft markets in December 2020 . This is the seventh successive year, the Clansthal Conservancy have hosted craft markets. The community of Clansthal work hard to maintain the village and environment litter and alien plant free, as well as safe for those who live and visit here. To raise funds for essential costs Keith and Liz Cunningham open their home to host a craft market and an enjoyable Sunday. Liz Cunningham says, “The boutique seasonal craft market continues to surprise and delight with the wonderful community of traders who support it, and the public who seem to love spending market days with us..” December Market dates will take place on the 6th and 13th December. Time: 9am until 2pm Venue: 111 Pig & Whistle Drive, Clansthal, South Coast. Please contact us if you are a crafter and would like to participate. Visitors enjoy a relaxing Sunday in a beautiful garden with a delightful sea view. For more information about this event, please contact Liz Cunningham on lizc@scottburgh.co.za or her cell phone 083 556 8108.

Entries close today for the last TinMan race of 2020, spaces are also limited, so don't wait. EVENT Starting times: 10km Run: 6:45 Start Mini: 6:55am (Rolling start, 4ppl every 5 seconds) Sprint: 7:20am (Rolling start, 4ppl every 5 seconds) Challenge: 7:45am (Rolling start, 4ppl every 5 seconds) EVENT ALLOCATED REGISTRATION TIMES: (Strictly adhered to) PLEASE DO NOT COME OUTSIDE YOUR ALLOCATED TIMES. 10km Run : 5:45am to 6:15am Mini: 5:45am to 6:15am Sprint: 6:15am to 6:45am Challenge: 6:45am to 7:15am registration Venue : Suncoast Sundeck Bike Racking will be at the Same time. Once you register, you enter the transition directly from registrations. (secure area)Please note NO Goodie Bags are supplied for this event. ATHLETES PLEASE DOWNLOAD THE COMPULSARY FINISHTIME REG APP HERE AND FOLLOW THE INSTRUCTIONS. You can only select the event and complete the Covid Questions for the race On Saturday (24hr prior to thr event) You then just show your QR code at registration on your phone. We look forward to seeing you all on Sunday! TINMAN - SIGN UP HERE

Durban Chamber launches extended range of exclusive member benefits to help stimulate economic activity in the City Durban – The Durban Chamber of Commerce and Industry is pleased to announce that it is upgrading its exclusive member benefits package for active Chamber members to a total of 24 value-adding benefits, based on member input and requests. The Chamber has negotiated these agreements to provide exclusive benefits valued in excess of R50 million, an unprecedented injection of direct value into member businesses. “In the current challenging economic environment, no business, no matter the size or industry, is immune to the operational and revenue pressures being experienced across business sectors,” said Durban Chamber CEO, Palesa Phili. “As part of the Durban Chamber of Commerce and Industry's ongoing support to a member network of approximately 3 000 SMMEs and 54,000 informal businesses in eThekwini and beyond, we have looked for value-adding benefits, securing tangible value that will alleviate pressure on the bottom line of our member businesses.” "Landing in the middle of a recession as it did, the outbreak of COVID-19, has wreaked havoc on the economic and business context in eThekwini, the province and the country as a whole. As we enter into Level 2, this is a deeply challenging period for businesses of all sizes and across all industries and that is why, as a member-focused organisation, we have been working tirelessly to ensure that businesses have access to the resources and tools required to maintain operations during this rebooting period of constrained economic activity." “We are very grateful to the eThekwini businesses that have agreed to contribute discounts and savings ranging from motor vehicles and tyres to executive education, HR services, training, leisure/recreation, pharmaceutical services, and many more products and services. At a conservative 20% uptake, the value that is available to businesses through this program is R50m. Participating members who have contributed to this suite of exclusive member benefits, are: Accord Development Consulting Group; Action Coach; Ahavah Consulting, Avis Budget Rent A Car; Cowey Park Pharmacy; Denzile Reddiar and Associates; DNA Auto Centre Bosch Car Service; Epic Centre; eThekwini Toyota and Hillcrest Toyota; GAD Consulting; Icebolethu Group; Isuzu Trucks New Germany; Kofi and Eat Fresh; Makrosafe Holdings; McCallister Catering; Onomo Hotel; Pfirestorm; Profitshare Partners; Regent Business School; Samac Engineering Solutions; Subb10 Technologies; Sumitomo Rubber South Africa; and Barons Bluff (Volkswagen),” said Phili. “These benefits are available exclusively to members in good standing. They may email benefits@durbanchamber.co.za to confirm that their membership account is up to date in order to start accessing their due benefits.”

Richards Bay Minerals (RBM) today handed over a R 3.841 million bakery to the community of kwaMkhwanazi as part of the mine’s Social and Labour Plan (SLP) commitments. Werner Duvenhage, MD of Richards Bay Minerals, said the bakery is a positive development in encouraging economic activity in the area: “The bakery is an important project for the community as it will help to uplift local entrepreneurs, provide much-needed jobs and offer opportunities for sustainable income generation.” The bakery is aligned to RBM’s strategy to inspire and empower local communities to become self-sufficient. The project has 10 beneficiaries and will provide employment for six young people, five females and one male. The project was identified and conceptualised in discussion with community members, the local Traditional Council (TC) and the local municipality. It is part of the City of Mhlathuze’s Integrated Development Plan (IDP) which provides a detailed framework for the district’s growth and development. Tronox, one of the leading businesses in the area has also expressed interest in becoming a partner in the project. The Mkhwanazi bakery will benefit from being part of the Butterfields Foods Franchise programme by having access to the company’s large company infrastructure and receiving critical support from the franchisor. Butterfields Foods, which has been in operation for over 30 years and runs more than 100 bakeries throughout South Africa, aims to revive the village baker concept where the local community has easy access to freshly-baked bread and other delicious products. The business will be able to concentrate on growing its markets and building lasting relationships with customers. Excitingly, the University of Zululand, which is close to uMkhwanazi, has been signed as the bakery’s first major customer, giving them a nice solid start to the business. “We are truly proud of this project and excited for what the future holds for the business,” adds Duvenhage. “We would also like to thank all the stakeholders who worked tirelessly to make this project a reality.” For media queries: Contact: Zanele Zungu Senior Adviser, Communications Issued by - Rio Matlhaku Aprio Strategic Communications On behalf of Richards Bay Minerals

The eThekwini Economic Council is a milestone in the City’s journey towards a broad social compact that will confront the challenges that impact the growth of the City’s economy. The Council will provide expert and cross-sectoral advice to the City’s leadership on economic development, investment promotion and ensuring that there is an enabling environment for business within eThekwini. “We are a government that is committed to genuine consultation with all stakeholders, hence today we are entering in a social compact between government, organised labour, business, academia, traditional leadership, interfaith and civil society as a commitment to grow the city’s economy and build a better life for all,” said eThekwini Mayor Kaunda. The Council give guidance in the implementation of the postCOVID-19 Pandemic Economic Recovery Strategy and the Radical Socio-Economic Transformation Programme. These include the following: · Increasing manufacturing capacity of local industries · A minimum of 30% of the city’s procurement spend must be utilised to establish a sustainable social solidarity economy driven by social enterprise · Introduce Infrastructure Procurement Reforms to drive Emerging Contractor Development Programmes · Implement an Oceans Economy Business Strategy · Establish a BBBEE Council to monitor the implementation, performance and enforcement of Sector BBBEE Charters in the Metro · Establish an Enterprise and Supplier Development Fund to drive value chain beneficiation, support the informal & township economy, SMME and Social Enterprise Development Implement a skills revolution master plan and syndicate Skills Development Funds across government, private sector and donors focusing on skills for the future; · Align key economic sectors to higher education institutions to create specialised centres of excellence in the production of skills for the new economy · Collaboration with the Government Warehouse Platform to support the local informal, township and rural economy; · Align the Implementation of Agri Parks Programme with rural economic development initiatives · Develop appropriate stimulus packages focused on reducing the cost of doing business for destressed sectors such as tourism sector and manufacturing · Implement energy reforms driven by renewable energy Utilise the Green Economy to create jobs and support Social Enterprises.

Mthoko Mbatha was the Group CEO of SLG (Pty) Ltd, the second largest trading company of Natural Gas in South Africa. SLG is an award winning 100% black owned company, which commenced its operation in July 2002. Mthoko Mbatha was seconded to Spring Lights Gas in 2004 where his long and illustrious career in the gas industry really started to blossom. It was Mthoko Mbatha who led the growth of Spring Lights Gas from a company with 18 customers to the giant that the company is today in the natural gas industry. His career saw him grow from an energy advisor to sales manager in a relatively short space of time. He crowned his career progression with being the first of the Spring Lights Gas employees to study and graduate with an MBA from Mancosa (with Distinction), while managing the sales department of a fast growing black owned and managed company in a very tough and legacy driven industry. Something that was no small feat to achieve. Mthoko Mbatha worked diligently, with absolute distinction and professionalism, creating not only the brand of SLG his own personal brand that was underpinned by humility, professionalism, compassion and absolute dedication to his craft. When the time had come and at an age of only 42, he was rewarded with the appointment to Group CEO and Executive Director of the SLG Group, which is the second largest natural gas trading company in South Africa and also owns the largest Compressed Natural Gas facility in Southern Africa. Mthoko Mbatha spent 16 illustrious years at SLG where he touched thousands of lives in ways that are indelible, unforgettable and absolutely profound, forming deep professional relationships. He had a gift and an ability to make everyone around him feel important, valued, heard, appreciated and respected through his unwavering humility and warmth, no matter the issue, place or nature of the engagement. Informed by his approach to business, which was very much customer and people centricity, Mthoko Mbatha said that the company’s future was contingent on the success of its customers in their respective sectors. He added that it was imperative that SLG’s customers were understood in order for the company to create value for its customers. Mthoko Mbatha was personally vested in the company’s social investment programme. He had a passion for the execution of projects aimed at the development of maths and science in historically disadvantaged schools. Mthoko Mbatha always took great pride in his staff. He said, “Our staff are our most valuable assets and we continually bolster their knowledge by ensuring that they engage the latest industry developments and trends. Hence, our “People First” ethos underpins every aspect of our operations especially our interaction with our customers, suppliers, employees, regulatory bodies and communities within which Mthoko Mbatha we operate.”

We know that Leadership is a science…meaning that everyone who understands its intention and steps to greatness can be a successful Leader. We are also able to learn the traits of exceptional Leaders, implement their strategies in our organisations, and understand the impact our leadership style is having on the effectiveness of driving the organisation’s vision and sustainability. Leadership begins, as virtually every book on the subject will tell you, with a Leader having a deep passion for an improved organisational outcome, having a strong sense of commitment to stakeholder expectation, or a belief in a process to improve customer experience. As organisations grow… so the leadership role evolves. It moves from a directing and hands on approach in the initial set-up or survival stage of the business, to a finely structured activity-based model where individual people focus on meeting defined tasks, and then to individuals and teams working together focused on meeting organisational outcomes and ensuring the organisation’s success and sustainability. In the first stage of the organisation’s evolution, which we refer to as S-Curve 1, the Leader guides the organisation’s staff and ideals towards success through articulating clearly its vision and purpose, and by directing individual activities to meet desired outcomes. Decision making at this initial stage of the organisation’s development is often centrally coordinated by the Leader, as he or she guides the organisation towards meeting intended goals and milestones. This initial structure in organisational design is not sustainable in the long term, as it is overly reliant on the Leader’s ability to direct the organisation in each of its functional areas to meet desired outcomes. To ensure ongoing quality assurance and stakeholder management, the organisation needs to move to the second S-Curve platform where defined workflows, detailed role clarity, and clear outcome expectations are explained, understood, and communicated to all staff members. The organisation’s evolution from S-Curve 1 to S-Curve 2 is critical as it provides essential structure to the organisation, inclusive of its staffing activity and outcome intention. Thus, this evolution helps to ensure ongoing quality delivery service standards are not compromised. At S-Curve 2 the Leader relooks at each of the functional areas of the organisation, defines individual and team output requirements, ensures effective communication processes, and focuses on mechanisms to meet administration, compliance, and reporting responsibilities. The whole team in this stage begins to understand customers’ needs and expectations, the organisation’s key success factors, and its financial measurements. This understanding helps to ensure organisational measurements and stakeholder commitments are met or exceeded. In S-Curve 2 the Leader’s role and responsibilities continue to direct values and organisational outcomes, but routine activities now include mentoring staff and teams to help them gain an understanding of the business and “how it works”. This activity includes building committed teams, creating an organisational culture of ongoing improvement to operational processes, developing positive customer relationships, implementing systems to help coordinate essential quality assurance activities, and defining department and organisational measurements. The leader also ensures effective training and opportunity for staff development and team contributions. S-Curve 3 is quite different. Here staff and teams migrate from the organisation’s structured routine of activity-based job descriptions and department defined outcomes, to being individual and team resources contributing within their “zones of influence”. Staff focus on the outcome of the organisation’s intention to provide quality services to a specific target market, and to support the organisation’s vision and mission in meeting stakeholders’ expectations. All staff in S-Curve 3 believe in the vision and mission of the organisation and instill within themselves the values and ethics as initially articulated by the Leader in S-Curve 1. Attraction and retention of suitable staffing is essential for the sustainability of the organisation at each of the S-Curve maturity levels. This, too, is a science a Leader who has experience and understanding in aligning staff purpose and commitment with the organisation’s vision and confidence in meeting intended outcomes, can easily implement. S-Curve maturity is only possible where staffing and teams are as committed to the values and service levels of the organisation as much as the Leader himself or herself is. S-Curve 3 culture consists of self-driven individuals and teams, who are committed to ongoing quality output improvement of the organisations internal and external customers. Having attracted like-minded people into the organisation, people who strongly identify with what the company does, are able to add value through their experience and expertise, and who support the contribution the organisation makes to the market and economy. It is the Leader’s role to ensure that staff are correctly inducted into the organisation, and to create a common foundation of values and beliefs. This induction includes providing staff members with a clear understanding of the organisations intention, its purpose and contribution to stakeholders, its cultural and ethical value norms, and defining each person’s area of commitment and how their individual and team attributes contribute towards the combined activity and desired output of the organisation. Each staff member must understand the impact of the organisation meeting stakeholder measurements and must clearly understand and support the organisation’s key success and delivery areas, and support initiatives to ensure the organisation’s success and sustainability. At S-Curve 3, everyone in the organisation is encouraged to “contribute” and are empowered to make decisions to meet quality assurance standards and stakeholder commitments in their area of expertise. Everyone in the organisation aligns their decision making with organisational culture and norms, and so the directing Leader’s approach changes dramatically from that was needed in the S-Curves 1&2 maturity. People and teams now think and act like the Leader himself or herself and make decisions based on the best interests of the organisation, and its commitment to sustainability and stakeholder measurements. The directors in organisations at S-Curve 3 work together closely. The business is now bigger (and more complex) than it was at S-Curves 1&2 and requires more sophistication in systems to maintain consistent levels of operation. The Leader’s fundamental responsibility is to ensure governance standards are maintained, that safety and service levels are not compromised, and that stakeholder measurements and expectations are suitably met. To meet these organisational requirements, a Leader must create an engaged work environment, where people feel they belong, and that their contribution to the organisation’s success is essential. An important element in the evolution of an organisation and in the contribution orientation of its team members is the personal growth of the senior leaders and, in particular, that of the CEO; namely, emotional intelligence, or interpersonal acumen. This growth includes developing an insight into personal style and its impact upon the attitude and behaviour of others – what works and doesn’t work in the enablement of team members to optimise their contribution to enterprise goals. The Leader’s team of codirectors ensure operational and financial standards are maintained – and are responsible to ensure that organisational sustainability milestones and objectives are met. The bond between the Leader (CEO) and chief financial officer (CFO( at S-Curve 3 become inseparable. The CFO’s role is not only to ensure financial information is collated and administrated effectively, but also to prepare financial information in such a way that it is of value to the CEO and other members of the board to support effective decision making (and comply with good governance norms). Business leadership principles are not unique to business alone. Sports teams, and in fact all team of people with effective Leaders, will produce better and more sustainable results. To reiterate, leadership is a science all can learn. It is something we practice on a day to day basis, and as long as we align ourselves with people who have common values, beliefs and outcome intentions, our work is made easy. For more information contact: David White T: +27 (0)31 767 0625 E: david@businessfit.co.za W: www.businessfit.co.za

Incapacity in labour law is the nonblameworthy breach of performance standards. This means that the employee is unable to cope with the work due to ill-health, a lack of performance in terms of intentional or negligent underperformance, or incapacity due to operational reasons. Incapacity – Medical Boarding Due to Ill-Health Medical boarding is the inability of an employee to work according to the requirements of his/her job as a result of ill-health or injury. This is also known as ‘no fault dismissals’ as the employee is not to blame for such a dismissal. When employees are no longer able to carry out their employment obligations due to the above, and alternative work arrangements are not feasible, they may be eligible for medical boarding. An employer intending to dismiss an employee due to incapacity must do so in accordance with Item 10 and 11 of Schedule 8 to the Labour Relations Act, No 66 of 1995 (LRA), failing which, the fairness of such dismissal falls to be challenged. Employer duties prior to dismissal Employers must: · Investigate the extent and cause of injury/incapacity/illness (nature and cause) · Establish the length of the employee’s absence from work – it is inappropriate to dismiss an employee that is only temporarily incapacitated (likelihood of recovery/seriousness of injury/illness) · Provide the employee with the necessary assistance to perform his/her duties · If possible, accommodate the employee in a suitable position – an employee’s status and remuneration may alter (alternative employment). · Must be fair reason and procedure followed for dismissal If after investigation and assessment, as set out above, the employee is still unable to carry out his/her work obligations and an alternative position is not feasible, the employer may give reasonable notice to the employee and have him/her medically boarded. An employer may only follow the dismissal route as a last resort once all reasonable alternatives have been considered and proven to be unsuccessful. An employer must ensure that there is a fair reason for the dismissal and that a fair procedure has been followed in implementing the dismissal, otherwise the dismissal may result in being substantially unfair. 1) Incapacity Hearing – Ill Health The above means that before the employer takes the decision to dismiss an employee due to incapacity, such employer must undertake an incapacity enquiry aimed at assessing whether the employee is capable of performing their duties, be it in the position they occupied before the enquiry or in any suitable alternative position. A conclusion as to the employee’s capability or otherwise can only be reached once a proper assessment of the employee’s condition has been made. In considering whether or not to dismiss an employee due to ill-health, the employer must take note that a thorough assessment of the employee’s impairment must be conducted, and all alternatives must be exhausted. 2) Incapacity – Due to Poor Performance There is no doubt that managing an employee’s performance can be one of the most challenging parts of any manager’s role. Often by the time that the organisation’s formal performance management process commences, difficult and unproductive behaviours are already entrenched and the relationship between manager and employee has deteriorated. Productivity is low and patience is in short supply. What are the reasons for Poor Performance? There are many reasons why an employee may perform poorly. Some of the common reasons include: · Employee doesn’t know what is expected because goals and/or standards or workplace policies and consequences are not clear (or have not been set) · Interpersonal differences · There is a mismatch between an employee’s capabilities and the job they are required to undertake, or the employee does not have the knowledge or skills to do the job expected of them. Employee does not know whether they are doing a good job because there is no counselling or feedback on their performance. Was it the employee’s fault that the performance standard was not met? Dismissal will probably be adjudged to be unfair if the reason for the poor performance was that: · Employer had failed to provide the employee with materials · Required training had not been given · Employer’s product was not in demand or · Other reason beyond the employee’s control. 3) Incapacity Hearing – Poor Performance If an employee’s performance does not improve to an acceptable standard, termination of their employment may be an option. Employers cannot dismiss their employees in circumstances that are ‘harsh, unjust or unreasonable’. However, it is important to be fair to employees particularly when it comes to termination of employment. They should be given reasons for dismissal and an opportunity to respond to those reasons. Employers should not dismiss poor performers without having attended to the above requirements and without having followed proper procedure. Where the employer is unsure as to whether it is within its rights to dismiss a poor performer, advice from a reputable labour law expert should be obtained. 4) Incapacity – Operational Reasons Section 213 of the LRA defines operational requirements as follows: ‘“Operational Requirements” means requirements based on the economic, technological, structural or similar needs of an employer.’ The rationale behind operational requirements typically involves measures adopted by the employer to cut costs, improve profit, to restructure its business, or alter the way employees work to meet an operational imperative. Dismissals for operational requirements have been categorised as ‘no fault’ dismissals. In other words, it is not the employee who is responsible for the termination of employment. Because retrenchment is a ‘no fault’ dismissal and because of its human cost, the Act places particular obligations on an employer, most of which are directed toward ensuring that all possible alternatives to dismissal are explored and that the employees to be dismissed are treated fairly. The obligations placed on an employer are both procedural and substantive. The purpose of consultation is to permit the parties, in the form of a joint problem-solving exercise, to strive for consensus if that is possible. The matters on which consultation is necessary are listed in s189(2). This section requires the parties to attempt to reach consensus on, amongst other things, appropriate measures to avoid dismissals. For this to be effective, the consultation process must commence as soon as a reduction of the workforce, through retrenchments or redundancies, is contemplated by the employer so that alternatives can be explored. The more urgent the need by the business to respond to the factors giving rise to any contemplated termination of employment, the more shortened the consultation process might be. Urgency may not, however, be induced by the failure to commence the consultation process as soon as a reduction of the workforce was likely. On the other hand, the parties who are entitled to be consulted must meet, as soon and as frequently as may be practicable during the consultation process. Selection criteria that are generally accepted to be fair include length of service, skills and qualifications. Generally, the test for fair and objective criteria will be satisfied using the “last in first out” (LIFO) principle. There may be instances where the LIFO principle or other criteria needs to be adapted. If an employee either accepted or unreasonably refused to accept an offer of alternative employment, the employees statutory right to severance pay is forfeited. Reasonableness is determined by a consideration of the reasonableness of the offer of alternative employment and the reasonableness of the employee’s refusal. In the first case, objective factors such as remuneration, status and job security are relevant. In the second case, the employee’s personal circumstances play a greater role. UIF – Department of Labour Employees can apply for benefits at their nearest Department of Labour if they are an employed contributor to the Unemployment Insurance Fund (UIF) and have been terminated based on Incapacity for any of these reasons. Nikita@drg.co.za T: +37 (0)31 767 0625 W: www.drg.co.za

Dr Fareed Amod of Crown Dental Studio says, “Many patients ask me why they need to floss in addition to brushing their teeth. The reason is simple. It’s that cavities and gum disease are usually caused by the plaque, which cannot be removed by brushing alone.” Saliva, food and fluids combine to form dental plaque, which is the sticky, colourless or pale-yellow film that collects on your teeth and gums. It’s the fuzzy coating that you often feel when you wake up in the morning. Plaque consists of living microbes surrounded by a gluey layer that helps the microbes attach to surfaces in your mouth and which can grow into thriving colonies. The bacteria in plaque produce acids that attack tooth enamel causing cavities and can cause the early stage of gum disease - gingivitis. Plaque can contribute to bad breath and make your teeth look dingy and yellow. Dental plaque begins forming on and between your teeth, and along the gum line, 4-12 hours after brushing. Therefore, it is important to brush thoroughly at least twice a day. However, brushing alone does not effectively clean between your teeth as toothbrush bristles can’t reach deep between teeth to remove plaque and food particles. Flossing helps to ensure good dental hygiene because this process removes plaque and food from between your teeth which helps to keep your mouth as clean as possible. If the plaque on your teeth and gums is not removed, the mineral in saliva hardens it to form tartar or calculus within 24 to 36 hours. Tartar acts as a home to many different types of bacteria that can advance gum disease. Once formed, tartar cannot be removed by brushing or flossing alone. It needs to be removed by the dentist or dental hygienist who use special tools. Bleeding gums often signal the presence of uncleaned plaque and/or tartar on teeth and gums. You may even notice bleeding after you brush your teeth or eat certain foods. “Bleeding gums indicate you’re at risk of developing advanced gum issues, called periodontal disease. This condition sees the foundations that hold your teeth in your jawbone deteriorate, eventually causing your teeth to loosen and fall out,” says Dr Amod. “If you floss your teeth regularly, and then brush afterwards, plaque usually will not harden on your teeth. So, the act of flossing can make sure that you keep your smile.” Flossing (effectively) is great if: · You still have most of your teeth · Your teeth are close together · Your gums haven’t receded to leave gaps between your teeth. For some people flossing your teeth and gums may be ineffective if you have: · Gaps between your teeth that are too large for floss to clean · Crowns, bridges, and implants · Dentures that replace some missing teeth · Orthodontic appliances such as braces “In these types of conditions, we have to think about interdental cleaning, or using other tools to clean between your teeth such as special tree-shaped brushes or sticks,” explains Dr Amod. Hints for good flossing · Floss at least once a day · To properly floss, break off about 30 to 45 cm inches of floss and wrap both ends around your fingers. Gently move the floss up and down the sides of each tooth to remove plaque, bacteria, and food debris. · Floss before brushing with a soft-bristled brush. The problem with flossing after brushing is that any food, plaque, and bacteria released by flossing remains in your mouth until the next time you brush. · After flossing and brushing, spit out any remaining toothpaste in your mouth, but you shouldn’t rinse your mouth. “This advice probably as a surprise as many people have been conditioned to rinse out their mouth after brushing. However, rinsing your mouth washes away fluoride, which is added to many dental products to help strengthen teeth. As a result, the toothpaste isn’t as effective at preventing tooth decay.” “Flossing can take some getting use to, but the more often you floss, the faster and better you’ll become. In addition, don’t forget to schedule routine dental cleanings at least twice a year,” concluded Dr Amod. Crown Dental Studio is one of the few truly 24-hour dental practises in Durban as this is not limited to emergency dentistry treatment. T: +27 81 207 8621 E: info@dramod.co.za W: www.dramod.co.za

Portio Dlamini, the founder of Emakheni Cleaning & Industrial Solutions, has a passion for making a difference in people’s lives. After graduating with a BTech in Chemical Engineering, Portio worked in the manufacturing industry for approximately ten years. She was a process technician at Sasol and Sappi and a production unit manager at Unilever. Emakheni Cleaning & Industrial Solutions came about after Portio was exposed to cleaning contractors in the companies in which she was employed. “Often cleaners I encounter have poor morale. While I was working as a unit manager, I began to start empowering them through speaking about their future and their potential,” Portio explains. “I started to feel dissatisfied with my career and to have a desire to have a business that would empower people beyond the cleaning industry.” Establishing her own business was not easy and Portio had to face several challenges as well as fears. “One of the major challenges that I faced was a lack of understanding and skills in how to run a business. I was from an environment where I was an employee and technical.” “The second challenge was that I had a lot of fears – stepping out of my comfort zone to go into a risky venture, including leaving a secure job. Another fear was providing services to the manufacturing sector, a male dominated field, which was one of the biggest challenges that I had to overcome as a businessperson.” Portio reflected that her journey was enabled through the support of mentors, coaches and organisations. “Without support, I would not have made it in business because it has been a very intense journey. My life coach and mentor, Dr Basil Tryon, helped me to understand who I am, and my potential, as well helped me to deal with the fears that I had.” Portio participated in the Raizcorp Entrepreneurship programme sponsored by Engen, and the Durban Chamber of Commerce and Industry ESD programme sponsored by Transnet. Currently, Portio is part of the Sekela Entrepreneurship programme sponsored by SA Home Loans. “These have helped me a lot in terms of personal development and in understanding the fundamentals of business. All this has had a significant impact on ensuring that I build a sustainable business. I am grateful for that support.” Emakheni is now seven years old – having started in 2013. “The first three years were very trying as the first contracts were for cleaning houses and we had some office contracts. Once we entered the manufacturing industry, we started to make progress, as we understood their language and the pain that they had, so doors started opening up.” Portio’s background in chemical process engineering ensures that she understands what is required from a compliance point of view from industrial clients, which has strengthened the business’s position. In addition, Emakheni has been awarded ISO 9001 certification. The company’s services include cleaning, hygiene, gardening contacts and special projects. In the industrial sector, Portio’s vision is to incorporate services such as high-pressure cleaning and waste management. The Covid pandemic has required higher levels of cleaning, which has provided Emakheni an opportunity for growth in respect of disinfection and sanitisation. “We take care of our clients’ facilities so that they can focus on their core business. In the past four years we have done business mainly with the industrial sector for companies such as Unilever, Transnet, Cataler, Sentech. This year we have started to focus on office cleaning for the commercial sector.” Clients to whom this service is provided include SA Home Loans and Rawson. “Our cleaners are well trained and highly empowered, and some have started to study part time. This has a major impact on the way that we service our clients. We make sure that our clients’ environments are clean and safe – continually,” concluded Portio.