Judging is well underway for the Standard Bank KZN Top Business Awards 2022. The awards committee is delighted with the vast number of entries and the range of companies that have entered and the team is hard at work adjudicating the entries. The Standard Bank KZN Top Business Awards recognise and celebrate some of the exceptional businesses that operate in KwaZuluNatal. This recognition is especially relevant given the many challenges businesses in KwaZulu-Natal have experienced over the past two and half years. The following companies have been shortlisted (and in no particular order) in the various categories that are available in the 2022 awards. Finalists and winners will be drawn from these shortlists and announced at the hybrid awards ceremony. The categories are as follows: 1. Business Innovation This category is open to businesses that can demonstrate an innovative approach to products, concepts or processes, which have contributed to the success of the business. The large number of businesses that entered this category well indicates the emphasis on the need for continual change to succeed in today’s business environment. Those shortlisted are: Blue Security The Holiday Club (Beekman Group) Mi7 National Group Hannah Grace Inzalo Utility Systems Visual Network SA East Coast Radio 2. Entrepreneur Resilience Entrepreneurial Resilience is an individual’s or firm’s ability to successfully navigate through crises, setbacks, or challenges. Entrants in this category have needed great quantities of this characteristic of late. We salute the following: Dr Fareed Amod – Crown Dental Studio Portio Dlamini – Emakheni Group Margaret Hirsch – Hirsch’s Saskia Hill – MCS Debt Recovery & Connect BPS Nondumiso Mthwa – Indwala Property Group Isaac Mbatha – Sky Tents Gabbey Malope – Toutele Agriculture College South Africa Nerusha Maharaj-Sadapal – Visual Network SA 3. Digital/System Implementation The winner of this award will be implementing in the digital sector to provide results that have real impact. This award is for those businesses that employ digital thinking and technologies. Shortlisted are: SmartXchange Beekman Group Eita Radio Mi7 National Group Airshot East Coast Radio Netstream Integrated Solutions 4. Employee Wellbeing This award is for businesses that go the extra mile to engage their staff members and what difference this makes to the business. This may be through in-house training, flexible working, personal development, workplace wellbeing activity and teambuilding. The shortlist comprises: Beekman Group uThandekile Foundation KZN Oils MCS Debt Recovery & Connect BPS Cox Yeats Attorneys 5. Small Business Start-up This award recognises start-up businesses that have translated an idea into a successful business venture. The judges are looking for evidence of achievements to date, where the opportunities lie and how the entrants in this category have managed their challenges, especially given the circumstances of 2020 to 2022. Shortlisted are: Eita Radio Infinity Growth Digital Marketing Visual Network SA Adah Investments 6. Community and Social Responsibility This award is open to businesses or social enterprises that have made a significant positive impact on the community and region they operate in. Great interest has been shown in this category which is going to make it very difficult for the judges who are astounded by the amazing initiatives that are underway in the province. The shortlist is: SmartXchange East Coast Radio SLG Celebrate Life Azibuyemasisweni Skills Development Project Rhino The Association for the Aged (TAFTA) Innovate Durban Marshall Security Beekman Group KZN Oils 7. Family Business This award is open to businesses where the majority ownership remains within a family (or multi-family) structure, and where more than one generation contributes to the success of the business. Judges will be evaluating why these entrants are a stand-out family business and how being a family business has helped them to succeed. The 2022 family business are: Beekman Group LHL Engineering Magnet Electrical Supplies Indwala Property Group Lichro Chemicals & Laboratory Supplies 8. Business Personality of the Year The Standard Bank KZN Top Business personality award is an honorary award given to a businessperson who has demonstrated exemplary business achievement, industry influence and is a true inspiration to others. The winner of this award will be announced at the gala dinner. 9. KZN Top Brand The top homegrown brand in KwaZulu-Natal is awarded based only on the results of a public poll. In 2022 these results will be managed through a SMS voting system. All interested stakeholders – business owners, employees, clients, family and friends need to keep voting for their top brand as the rankings change daily. The current top twenty: Blue Security Hollywoodbets Woodford Car Hire Beekman Group East Coast Radio SLG Tyson Properties LHL Engineering Magnet The Sharks Hirsch’s Supertech Group Cox Yeats Attorneys KZN Oils Imperial Armour DRG AmaZulu Football Club Icebolethu Group Plennegy Mediterranean Shipping Company To vote SMS the letters KZN to 33808. A cost of R1.50 per SMS will be incurred. Furthermore, you could win one of these three super prizes: ■■ One of two one-night stays for two people at the new Radisson Blu Hotel Durban Umhlanga ■■ A two night stay for two people at the new Radisson Blu Hotel Durban Umhlanga VOTING CLOSES ON SUNDAY 24 JULY AT 10 PM The Standard Bank KZN Top Business Awards ceremony will be held on the 27 July 2022 at the new Radisson Blu Hotel Durban Umhlanga. The event will be streamed online. To participate in the online proceedings visit www.kzntopbusiness.com.

Nkosithandile Portio Dlamini, managing director of Emakheni Cleaning & Industrial Solutions, was born at Stoffelton, Impendle, which is a village located a 100km from Pietermaritzburg. She was raised by a single mother of three and spent most of her childhood in the farm with her randparents while her mother was studying and teaching. After completing her primary school, she went to the nearest boarding school, Pholela High School in Bulwer, where she completed her matric. Portio studied chemical process engineering at Mangosuthu and Durban University of Technology respectively and obtained a BTech in Chemical Engineering. She then worked for a few companies, for approximately 10 years including Sappi and Sasol and later moved to Unilever to work as a chemical process engineer and a production unit manager. Empowering Others During her career, she felt unfulfilled with the work that she was doing. “I felt that I should be in an environment where I was empowering or making a difference in people’s lives, rather than working mainly with processes and machinery,” commented Portio. “After being exposed to cleaning contractors and their employees, I started to have a desire to have a cleaning and hygiene business that would empower cleaners and general workers beyond the cleaning industry so that they do not spend the rest of their lives as cleaners. While I was working as a unit manager, I began to start empowering them through speaking about their future and their potential especially since they are in a marginalised industry and most of them are also marginalised because of the nature of their job and being low[1]income earners.” “I used to make them understand that, they all have something to contribute to their communities more than just cleaning, which is the steppingstone towards something better, including a career or entrepreneurial opportunities,” Portio explains. Personal challenges In addition, Portio experienced a lot of personal challenges as a female in a male dominated field. During her early career she struggled with issues such as low self-esteem and limiting beliefs. Portio reached a point when she felt that the career that she had chosen was wrong for her and she felt inadequate. At that time Portio drew on the assistance of mentors and started overcoming these issues one by one. Consequently, said Portio, “I decided that instead of going up the corporate ladder, I would rather start a business that would not only be profitable and sustainable but a business that will empower cleaners and general workers so that they do not spend the rest of their lives as cleaners.” Establishing her own business was not easy and Portio had to face a number of challenges as well as fears. She said, “One of the major challenges that I faced was the lack of understanding and skills in how to run a business. I was from an environment where I was an employee and more technical. When you are starting out you need to understand every department of your organisation – marketing, financial, HR etc.” “The second challenge was that I had a lot of fears – stepping out of my comfort zone to go into such a risky venture including leaving a secure job was one of them but I was now choosing to step into something bigger than myself.” Focus of the company Emakheni Cleaning & Industrial Solutions is a Level 1, 100 % female owned business that has now been trading for nine years. The focus of the company is on the industrial and commercial sectors providing contract cleaning, hygiene solutions and garden maintenance. The company also undertakes specialised cleaning - high pressure and high-level cleaning - for factories. “As a business, we basically take care of the non-core activities of our clients so that they can focus on their core business.” Portio’s background in chemical process engineering ensures that she understands what is required from a compliance point of view from the manufacturing and commercial sector which has strengthened the business’s position. “I understand the challenges that are experienced in factories when it comes to poor safety compliance and service delivery from contractors. So, we have made sure that we are aligned in terms of systems and that we are aligned with our clients in terms of making sure that we are ISO 9001 certified meaning that we have quality and safety systems in place.” In addition, Emakheni’s cleaners are well trained and highly empowered. “We motivate them and make sure that they understand our clients and are able to deliver on a daily basis according to the plans of the client and the systems that are in place,” says Portio. Journey of entrepreneurship Portio reflected that her journey of entrepreneurship was inspired through the support of a number of people who have helped both herself and Emakheni to grow from strength to strength. “Without that support I would not have made it in business because it has been a very intense and tough journey.” She has also participated in a number of entrepreneurship development programmes including Raizcorp, Sekela ESD, Business Accelerator programme, Cataler SA and SLG programme. Her desire is to grow Emakheni to a provincial and national level and to also penetrate the manufacturing sector with other specialised services such as waste management and fuel and chemical transportation. She also wants to solve other industrial problems in the manufacturing industry. “Personally, I would love to get involved in empowerment programmes where I am in touch with initiatives that are empowering marginalised communities in terms of financial literacy, personal development and skills development. Anything and everything that would elevate their lives from one level to the next.” Portio’s success in empowering others has resulted in her being recently appointed as a board member of USE-IT. Portio explains that she achieves work life balance by planning. “It’s not an easy thing to do especially for us as women because we play a number of roles in our families and communities. I make sure that I plan my day and my week and that everything is done accordingly. I have also learnt to train my staff and to delegate so that I am able to get time to myself, to do the things that I love and to spend time with the people that motivate and empower me.” In conclusion Portio said, “My advice to other women is to discover who you are as a person. Discover your passions, your abilities and your strengths and start working on your own growth or your own career based on that.”

The resolution of disputes by means of arbitration requires that there be an agreement between the disputing parties to that effect. Absent agreement, the default mechanism for resolving disputes is by means of legal proceedings. What happens if there is a dispute about the existence of the arbitration agreement that one of the disputing parties wishes to rely on for purposes of the determination of a dispute? The Supreme Court of Appeal (“SCA”) recently delivered a judgment which provides useful insight into this question. Background Facts In 2013 the Qwaha Trust (“the Trust”) requested Canton Trading 17 (Pty) Ltd which traded under the name Cube Architects (“Cube Architects”) to accept appointment as Principal Agent for a contract relating to the expansion of a mill owned by the Trust in Bloemfontein. In March 2014, a month after Cube Architects had orally accepted appointment to act as Principal Agent for the mill project, its attorneys produced a draft professional services contract incorporating a clause providing for the resolution of disputes by arbitration. Neither party signed the contract. (Canton Trading 17 (Pty) Ltd t/a Cube Architects v Fanti Bekker Hattingh NO [2021] ZASCA 163 December 2021). In August 2014 the Trust terminated its contract with Cube Architects because of defective work performed by the Contractor, which the Trust blamed Cube Architects for not preventing. The Trust declared an intention to pursue a claim against Cube Architects and, in conformity with the dispute resolution clause in the draft contract, invited Cube Architects to agree on the appointment of a mediator, alternatively an arbitrator. The Trust invited Cube Architects to agree on the appointment of a retired judge to act as arbitrator, namely Judge Hancke. Cube Architects rejected mediation but advised that it was in principle prepared to arbitrate before Judge Hancke as the arbitrator. It requested the Trust’s attorneys to prepare a draft arbitration agreement for consideration. Shortly thereafter, the Trust’s attorneys submitted a draft arbitration agreement to Cube Architects’ attorneys. A pre-arbitration meeting was convened between the parties at which the arbitration agreement was discussed. Cube Architects requested that a clause be inserted in the agreement that its terms would be subject to acceptance by its insurers. Not long after that, Cube Architects had a change of heart and conveyed to the Trust that it did not feel bound to proceed with the arbitration in that the draft professional services contract, which provided for arbitration, had never been signed. It in short denied that there was any agreement between the parties obliging it to arbitrate. High Court Proceedings The Trust applied to the High Court for an order compelling Cube Architects to submit to arbitration in relation to the disputes between the parties by virtue of the arbitration clause contained in the unsigned professional services contract. The High Court judge decided to adopt a robust approach and cut through the denial by Cube Architects that it was bound by the unsigned professional services contract which contained the obligation to arbitrate. The court said its denial of the contract was untenable and palpably implausible and ordered it to submit to arbitration. The High Court’s approach was contrary to the normal practice of a court faced with a dispute of fact on affidavit where the court will usually decline to try and resolve the dispute on paper and require that the dispute be referred to a court hearing at which the necessary witnesses can testify and be cross examined. Provincial Appeal Court Cube Architects appealed this decision to the Free State Provincial Appeal Court. In its appeal to the Provincial Appeal Court Cube Architects complained that the High Court had ignored the normal rule that, in application proceedings where there is a dispute of fact, the respondent’s version, in this case Cube Architects, should be accepted as correct at face value and as such the robust approach adopted by the court was not justified. The Appeal Court was unpersuaded and, in dismissing the appeal, held that firstly a signed greement to arbitrate was not a prerequisite for a party to be bound to arbitrate, and secondly that its denial of the existence of the professional services contract was palpably untrue. Supreme Court of Appeal (SCA) Undeterred, Cube Architects continued the fight and appealed to the SCA. The key issue before the SCA was whether, in the face of a dispute of fact that an agreement exists to refer disputes to arbitration, there is any basis to find that the parties had agreed to refer the dispute as to the existence of an agreement to arbitrate to arbitration (“Existence Dispute”). If not, was it then the competency of the High Court to decide the Existence Dispute? The arbitration clause in the draft professional services contract incorporated the Rules of the Arbitration Foundation of South Africa Ltd (“AFSA”) which contain a provision to the effect that an arbitrator is taken to have the power to rule on his own jurisdiction. The SCA acknowledged that parties may agree that a dispute pertaining to the validity of the agreement which contains an arbitration clause is to be itself determined by arbitration even though the arbitration clause forms part of the agreement that is subject to the validity challenge. Such an arbitration clause may be embodied in the disputed agreement or may be something agreed upon by the parties on an ad hoc basis. Where this type of agreement is not readily discernible, the problem becomes who decides the Existence Dispute, the courts or the arbitrators? The issue regarding an Existence Dispute can crystallise for the first time before the “appointed arbitrators” or, as in this case, can be the subject matter of prior litigation. In the former case, if arbitrators decide the Existence Dispute and uphold the arbitration agreement and proceed with an arbitration, ultimately that decision will be subject to scrutiny by the courts when there is an ttempt to enforce the arbitration award. SCA Analysis The SCA explained that there are two approaches that can be followed in resolving the Existence Dispute conundrum: · the first is based on separability; and · the second is based on the principle of competence-competence. In relation to separability, although it might seem logical that if the agreement embodying the arbitration clause is invalid the Existence Dispute cannot be determined in terms of that clause, that is not inevitably so. There have been cases where the court has found that the arbitration clause in an agreement is a self-standing agreement distinct from the main contract of which it forms a part. In such cases the court will leave it to the arbitrators to decide the controversy. (Known as Kompetenz-Kompetenz which has its origins in German law.) In some cases, arbitration clauses are framed so as to allow the question of the validity, enforceability or indeed the very existence of the contract of which they form a part to be decided by arbitration. In such cases courts will defer to that interpretation and leave the decision to the arbitrators. The principle of competence-competence means that: · arbitrators enjoy the competence to rule on their own jurisdiction and need not stay the proceedings pending a court decision on the subject; and · where arbitrators have been seized of the question, a court will not try and rule on the issue. The SCA noted that the principle has not been applied in our courts but that there is no reason why in appropriate cases our courts should not uphold the principle of competence-competence. SCA Decision The SCA decided that the separability principle found no application in the case despite the fact that the AFSA Rules, incorporated into the arbitration clause, allowed for arbitrators to determine their own jurisdiction. This because the very existence of the agreement incorporating the AFSA Rules was hotly disputed by Cube Architects. Leave aside that the AFSA Rules do not expressly purport to confer on an arbitrator the power to determine the very existence of the main contract. The SCA concluded that, where submission to the AFSA Rules is disputed, then it could not countenance a referral of the Existence Dispute to an AFSA arbitrator. In the opinion of the SCA the High Court had fallen into error in undertaking an assessment of the probabilities as to whether the professional services contract existed. It should have decided simply whether to dismiss the application or to refer it for the hearing of oral evidence so that the factual dispute could be properly decided. Accordingly, the SCA upheld the appeal and referred the matter back to the High Court to decide whether the application should be dismissed because of the dispute of fact which was not soluble on the papers or whether to refer the application for the hearing of oral evidence. The final score in the result was four judges for the Trust and five against. Conclusion Arbitrators faced with a challenge as to their jurisdiction on the basis that the underlying arbitration agreement is invalid or never came into being should apply their minds to the issue and make up their own minds as to the validity of the challenge. They should not simply without more abdicate to a court to rule on the issue. They may decide that the separability principle applies or that invoking the competence-competence principle is justified. (Zhongji Development Construction Engineering Co Ltd v Kamato Copper Co SARL [2014] ZASCA 160). If an arbitrator proceeds on the basis that the arbitration agreement is valid, there is always a risk that a court might, when the successful party applies to have the award made an order of court, refuse the application on the grounds that the arbitration agreement relied on was not binding. However, the SCA having opened the door to the competence-competence principle being accepted into our law hopefully makes this scenario less likely. E: ahay@coxyeats.co.za W: www.coxyeats.co.za

As a result of the turmoil caused by the pandemic – and the consequent impact it is having and has had on how we work – the culture of organisations is potentially under threat. Or the culture will be adversely affected, if organisations don’t embark on a culture journey to onboard the ‘new ways of working’ going forward. As our economy starts to fully open after the Covid-19 pandemic, the workplace has tremendously changed with remote work, remote employees, hybrid work, and the officeless organisations. All of which have brought about an unprecedented increased adoption of digital technologies. These changes are not only in the physical and tangible aspects of work, but also in the unseen ones such as organisational culture, collaboration, teamwork, and socialisation. Reputation and public image Organisational culture refers to an organisation’s mission, objectives, expectations, and values that guide its employees. Organisational culture is also a representation of a company’s reputation and public image. People will make assumptions about businesses based on their interactions within and outside of the company. On the other hand, businesses with a strong brand identity tend to attract more business and job candidates with similar values who support their mission. How will the new workplace affect organisational culture? How can businesses reinvent their cultures for the post-pandemic workplace? Culture is a spirit, it is intangible, but organisational culture is not something that can be enforced. Since it is not a compliance issue, it is more about conversion; converting your employees to your organisational beliefs, employee engagement and campaigning organisation values. Translating organisational values from the wall to the heart of your employees is what makes the company’s culture work. Organisational culture is Important Here are several reasons why a strong organisational culture is important: · Increased employee engagement and productivity. A work environment with a strong organisational culture is driven by purpose and clear expectations. This motivates employees to be more engaged in their duties and interactions with others. When employees have the resources and tools they need to succeed, there is increased productivity and performance. · Decreased employee turnover. When employees feel valued and respected at a company, they are less likely to leave it. Happy employees mean less turnover, which saves companies time and money in the hiring process. · Effective onboarding. Onboarding practices that include orientation, training, and performance management programmes help new employees access the right resources and better transition into their roles. Onboarding is also a good way for companies to ensure new hires understand the core values of their business. · Healthy team environment. Having a clear and strong culture that unifies employees and promotes organised work structures which helps people work together with purpose. The workplace is continuously evolving and thus the need for business leaders to keep reinventing the company culture. Going forward, creating a firm foundation by focusing on the organisation’s values will be critical in maintaining company culture in the post-pandemic workplace. Moreover, many of the cultural initiatives that companies adopted before and during the pandemic may continue while others will evolve or even completely change. Business leaders need to remember that organisational culture does not come down to physical proximity, it is more about developing an attitude of care and more so in today’s pandemic world. Business leaders need to constantly find new ways to support their employees even when they do not see each other physically daily. It is recommended that organisations reset, refocus, and replay a culture journey to enlighten employees that leaders are there to assist them to reinforce the organisation’s values into their everyday work practice. Source: Poppulo.com and from LinkedIn: Communication Professionals. For more information contact: C: +27 (0)82 218 5205 E: natalie@everestcommunications.co.za W: www.everestcommunications.co.za

Many people are unaware of the risks associated with a traumatic tooth injury. While there are different types of mouthguards for sport, a custom-made mouthguard can significantly reduce damage to your teeth. If you are involved in sports such as rugby, hockey, soccer, boxing, skateboarding, gymnastics, wrestling, extreme sports and mountain biking you should wear a mouthguard. They are designed to cover the upper teeth and protect against injuries to the mouth and damage to the teeth. Bite guards should be used by anyone who practices bodybuilding, yoga, pilates and other non-contact sports. Bite guards cover the tips and back of the teeth and do not cause the upper lip to push forward. They are also used to prevent grinding of the teeth during exercise in which we may grit our teeth to get through heavy lifts or tension movements. Possible Dental Injuries Chipped teeth are the most common dental injury. If teeth have been chipped or fractured, or if they are loose or tender to the touch, you should see your dentist within 12 hours. When an athlete takes a blow to the face, a cracked or fractured tooth could result. Superficial cracks in the enamel aren’t high risk for dental health. However, if a tooth’s crack begins at the tooth’s crown and extends downward, it’s a cracked tooth. While you might have a crack and not experience any pain, you might experience symptoms such as: · Sharp pain when you bite down · Tooth pain that comes and goes · Pain while eating and drinking, especially when you consume hot or cold foods If an athlete receives a blow at a certain angle, a fractured root may result. A fractured root begins at the root level and works its way to the tooth’s visible surface. Because these fractures are often invisible, you might only discover the problem when an infection develops or potential tooth loss is evident at your next check -up. Another reason regular dentist visits are essential. First aid for teeth In many cases, the difference between saving and losing a tooth depends on taking the proper action immediately after injury. If a permanent tooth has been knocked out of its socket immediate attention is required. First, recover the tooth, and if dirty, gently clean with water. Try to avoid touching the root of the tooth. Next, if possible, place the tooth into its socket (in the proper orientation), and apply gentle pressure to the area for five minutes. You can use wet tissue or gauze to help hold the tooth in place. Get emergency dental treatment as soon as possible. If it isn’t possible to replant the tooth, have the person hold it between his/her teeth and cheek, or place it into a plastic bag with the person’s saliva, or into a cup of cold milk. Control bleeding from the tooth socket by applying pressure to the area (use gauze if possible), and get to an emergency treatment centre as soon as possible. Primary (baby) teeth don’t usually need to be replanted. If teeth are driven into, pushed partially out of the jaw, or if they are out of alignment, see a dentist within six hours of the accident. An examination of the mouth (plus x-rays if needed) should reveal the extent of the damage, and indicate what treatments are required. In addition to the teeth, dental injuries often involve damage to the gums, the tongue, and the inside of the mouth. Take the following actions, and then see a dentist as soon as possible: Wash and rinse the area with soap and water if possible or remove debris by hand. Bleeding can usually be controlled by applying direct, gentle pressure to gauze pads placed on the wound. If bleeding can’t be controlled after about 10 minutes, go to an emergency room. Prevention is worth it to protect your jaw and teeth. The cost of replacing a lost tooth is about 20 times more than the price of a custom-fitted mouthguard. A mouthguard/bite guard should fit securely, allow for easy breathing and speaking and be comfortable. We strongly advise investing in a professional-grade mouthguard made by a dentist to keep your smile safe. If you (or your child) are active in sports, ask us about this important protection device. Crown Dental Studio is one of the few truly 24-hour dental practices 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

BusinessFIT’s purpose is to help business leaders and entrepreneurs build better businesses by guiding them in implementing a defined quality assurance and sustainable development process to support their enterprise foundation and intention. Traditional business development models tend to focus more on profit creation, which is, of course, an essential component in organisational success. However, profit is an outcome and not the process that drives value creation through operational excellence and client retention. BusinessFit’s scientific approach to developing productive, compliant, engaged, and sustainable businesses helps to create a common language for the enterprise and its people through defining outcomes, intentions and measurements. The BusinessFit app and quality assurance process has proven itself as a tool that improves an enterprise’s likelihood of financial and operational success. BusinessFit’s approach identifies where each enterprise is in its own evolution and development and guides the organisation in its progression towards reaching maturity and achieving its desired balance and outcomes. Supporting ideas and vision Organisations are normally founded by an entrepreneur who identifies an opportunity in the market. This then forms the basis of the idea and intention carried forward. The entrepreneur applies business mindedness to the idea and intention and develops a plan or strategy to reach intended customers, operational and financial expectations. In most instances, entrepreneurs bring purpose, passion, and core competencies in developing a product or service. Take for example an entrepreneur who has skills to create life size sculptures of elephants and may not necessarily have developed business skills to define the product’s specific target market, managing cash flows, attract and retaining suitable staff to help in producing the artwork, or understanding of logistical requirement to ship products to foreign destinations. At BusinessFit we want entrepreneurs to acknowledge that their core competency is critical to the success of the enterprise, but also to recognise that their creative contribution is the idea or vision, and for the idea or vision to be successful and sustainable as a product or service, it requires the support of a well-considered business framework. BusinessFit, since its inception in 2012, has been focused on helping business leaders ensure their ideas and vision are supported through quality assurance processes and controls that provide clarity in progression intentions and ensure legitimacy in value creation and in meeting legislative and governance requirements. Five-stage process BusinessFit’s quality assurance and business and sustainability methodology follows a five-stage process which is coordinated through the BusinessFit app. The process helps business leaders and entrepreneurs along a journey to create a framework to support their organisation’s purpose and desired outcomes. Stage ONE: At the first stage in the quality assurance process, we help leaders clearly define and articulate their enterprise’s value creation for consumers, communities, society, and stakeholders. Through an online profile each enterprise defines its products and services, purpose, location, industry, B-BBEE status, trading hours, as well as shares web domain, individual and team photos and a video. Stage TWO: Focuses on foundational governance, which includes all aspects an enterprise is required to have in place to be regarded as a good corporate citizen. These include such items as tax clearance certificates, letters of good standing from workman’s compensation, Companies and Intellectual Property Commission (CIPC) documents detailing enterprise registration confirmation and current directors. At this stage BusinessFit also ensures that compliance regarding annual financial returns to SARS are current, that practices around the Protection of Personal Information (POPI)Act are being adhered, as well as defining the enterprise’s specific target market, and informing existing and prospective client’s reasons they should engage with the enterprise. Stage THREE: Is about processes and assurance that outcomes are achievable within the enterprise’s guiding structures and foundation. This includes considerations in the enterprise’s achievements, training and competencies, operational and stakeholder commitments, as well as environmental, social, and governance (ESG) related activities and transformational goals. Stage FOUR: Is a Round Table Meeting where a professional business consultant meets with a business leader and follows a sustainability reporting process which includes four pillars and thirty-four action areas. The pillars are leadership, functional area foundations, measurements and engagement. Each pillar has eight action areas, from which a corrective action report is created. Once the enterprise has addressed any corrective action concerns it receives a ‘Business Fit’ status and is certified to trade as a compliant and ethically sound business. Stage FIVE: Is about testimony, where BusinessFit wants to hear from companies and customers that have used the enterprise’s services, and that their experience has been positive. Quality assurance is the key differentiator in creating successful and sustainable businesses, but of course a wonderfully structured quality assurance plan is not enough on its own to guarantee meeting defined outcomes. A lot depends on the leader’s ability to clearly define the enterprise intentions, as well as providing confidence that the vision is achievable. Reaching intended outcomes We work with leaders in helping them define the enterprise value creation, its financial sustainability model, and develop the culture needed to drive the organisation forward. We encourage a business minded approach and ensure there are defined milestones to guide the enterprise in reaching its intended outcome. Confidence is critical and as we know comes from having experience and know-how, having access to resources and reliable networks, and that leaders and staff are representing their authentic selves. Being authentic is also about understanding personal leadership styles and recognising the impact leaders have on the enterprise and other members in the team. Functional foundations are made up of the activity groups which include marketing, operations, finance, systems, legal, human resources and other, and is where administrative, reporting and quality outputs are coordinated. To a large degree these activity groups are common in all enterprises. However, size and industry type do create their own unique variances. Newly set up enterprises often have centralised decision making, where the leader will likely be involved personally in all activities of the enterprise. Leadership style and involvement must change considerably as the business grows and should mature into defined role profiles and standard operating procedures, and then into outcome-based teamwork. Defining measurements and outcomes is essential, as success is the outcome of meeting an intentional aim. Without clearly defining where the enterprise is heading, there is little hope that any specific goal will be achieved. Measurements need to include operational quality outcomes, as well as meeting governance best practice outcomes and stakeholders hopes and expectations. Stakeholders include employees, customers, communities, suppliers, receiver of revenue, department of labour, and in fact any organisation, group or individual person being affected by the activities and output of the enterprise. Engagement is perhaps the most important component of achieving success and is the result of attracting the right people to help guide the business along its intended path. People whose purpose aligns with that of the enterprise and leaders’ vision and feel a sense of purpose and commitment begin to enjoy their work and thrive in their roles. It is the leader’s responsibility to create an engaged and ethical work environment, and they do this by helping everyone to feel they belong, that their individual and team contributions are valuable, and ensuring the culture and intentions of the business support value creation. Business Foundation Quality assurance is an essential component in ensuring an enterprise’s growth and prosperity. Quality assurance must become the foundation in a business and provide guidance and direction to each person in the organisation, as well as ensure governance standards and stakeholder expectations are maintained. Quality assurance processes are often not considered critical in start-up and small enterprises, and hence the high failure rates of enterprises that occur at this level. BusinessFit has recognised that quality assurance standards, when implemented correctly within an enterprise, significantly increases the enterprise’s ability to achieve success. Successful enterprises create sustainable employment, and as such, quality assurance and a well governance framework is essential in building thriving enterprises and support growing nations. To learn more about the BusinessFit quality assurance and sustainability development process, please contact David White david@businessfit.co.za

Judging is well underway for the Standard Bank KZN Top Business Awards 2022. The awards committee are delighted with the vast number of entries and the range of companies that have entered and the team is hard at work adjudicating the entries. The Standard Bank KZN Top Business Awards recognise and celebrate some of the exceptional businesses that operate in KwaZulu-Natal. This recognition is especially relevant given the many challenges businesses in KwaZulu-Natal have experienced over the past two and half years. Join us online on Wednesday 13 July at 6 pm where our shortlisted entrants in the various categories in the 2022 awards will be announced. The current standing of the Top 20 in the Brand Award will also be announced.

“There is hope beyond the bad news and the high petrol price. We have so much to celebrate as entrepreneurs in this province. If we all retreat, we are not going to go forward as a province. KZN needs entrepreneurs that are bold and carry that hope.” That is the message from newly appointed president of the Durban Chapter of the Entrepreneurs’ Organization (EO), Denzil Steyn. He takes over the mantle from his predecessor, Clinton Holcroft, CEO of Serco - one of South Africa’s leading truck body and trailer building companies - as the city’s businesses face a whole new set of hurdles in the face of both local and global economic turbulence. “What I have learnt from Clinton and can take away is his willingness to empower others to be their best. He gives people the freedom to express themselves and even make some mistakes but in a very supported environment. Clinton is very level-headed but he is also very expressive when it comes to new ideas and new initiatives and investing in new things,” he notes. For Steyn, entrepreneurs need the support of an organisation such as EO more than ever before. “We are not going anywhere as individuals and as businesses if we don’t have hope and that hope is going to come through a supportive and energetic environment. I want to make sure that members feel like they have a strong foundation, that they have a voice. That way, we can feel confident to be able to invest and move forward with those plans that have been in the back of our minds for the past few years,” he says. EO is a global, peer-to-peer network of more than 14 000 influential business owners with 199 chapters in 61 countries. It is open to entrepreneurs with businesses that turnover more than US$1 million a year. Since its launch in 1987, EO has encouraged entrepreneurs to grow by expanding interests and learning leadership skills from fellow members who challenge their perspectives and question their presuppositions as well as via interaction with experts, mentoring and networking. Steyn has been a member of the Durban Chapter for over six years, and this perfectly aligns with his belief that business is an ecosystem of people and relationships. Creating an environment for good people to grow, perform and engage with other likeminded people is one of the key elements to success, he believes. Steyn started his business, Intellisec, which installs and services CCTV, access control and fire detection systems, 14 years ago from a room that he rented from a friend who had a scuba diving shop in Kloof. The fledgling company had three clients and one technical team and contracted in when needed. It wasn’t an easy journey. “I sold my vehicle to fund the business and rented a vehicle from the technician we had contracted in. By the grace of God and through hard work, the business was sustained and grew to six branches in South Africa and two across the border servicing over 650 clients, primarily blue-chip companies, with either national roll outs or large turnkey projects. We employ some of the most talented people in our industry,” he says. His three key pieces of advice for his fellow entrepreneurs are: 1. Surround yourself with smart and experienced people who want the best for you and are willing and brave enough to tell you to stop when they see you heading into impending danger. 2. Build people, systems, and cash to support the business you plan to be in the future. 3. Serve your employees, customers, and suppliers well. They are all working to make your business vision a reality - and don’t be scared to distance yourself from those who are not. These closely echo the values of EO. “As an organisation and as forums within EO, we are all feeding off each other. We may go into meetings with our heads down, but we come up with world class plans to bring about change, to improve efficiencies and to be smarter and leaner. We help create a positive outlook in what can possibly be seen as a fairly gloomy business environment,” he says. Referring to a book by Steven Johnson, called Attacking Anxiety, Steyn talks about two different forms of anxiety - debilitating anxiety and functional anxiety. “What we’ve seen in EO is definitely functional anxiety. This is driving EO members to be that much sharper to look at the small things that they possibly just left before and work out how to be leaner and roll with the punches. As Durban entrepreneurs, we are world class. We’ve had to be as we’ve had so much thrown at us. That’s why we want to assist members to realise the benefits from that functional anxiety that we all have naturally,” says Steyn. He believes that you have to be part of something like EO to fully understand the value that it provides. “As Mark Stockli, the head of EO says: we are an organisation that leverages trust and we all want the best for each other. It’s not one person standing on the side lines looking at an entrepreneur doing exceptionally well and hoping he is going to fail. We all want each other to succeed, and we will go out of our way to make sure that everybody is supported.”

The KZN Top Business Masterclass on the topic of Employee Communication Trends will be held on the 2 June from 10 am to 11 am. Having an effective communication strategy in place helps you improve collaboration in the workplace, employee productivity, and employee engagement. It’s also a great way to motivate your employees and enhance innovation in the workplace. About the Panelists Experienced communications expert, Zama Luthuli, is the founder and CEO of Everest Strategic Communications and she is supported by the equally experienced Natalie Keegan, who is the regional director of the KZN branch. They will be joined by Cecilia Peens who is the stakeholder engagement & communication manager at Exxaro Resources Mega Projects. Zama is a solid expert in the strategic communications and public relations space with a total of 20 years’ experience under her belt. Her experience may be categorised into two decades of ten years working in various public sector organisations and ten years in various private sector companies. This experience entailed leading teams, developing business strategies, managing issues and reputational risk projects, and contributing to organisations’ strategies through various strategic projects. Natalie is an extremely creative and articulate businesswoman and is an experienced communication specialist offering a purposeful approach towards diverse challenges within the corporate, industry and private environment. She has well over 25 years’ relevant experience within South Africa and the United Kingdom. Her extensive experience includes the development and execution of strategies, campaigns, reports, and projects for the benefit of her clients and the larger community. Cecelia is a generalist with plus 25 years’ experience. Her areas of expertise are in external and internal communication, stakeholder engagement, change management, high-performance team development, project coordination, resource planning, behavioural-based safety, media relations, branding, marketing, events, and exhibitions. Cecilia is also a qualified Neurozone Coach (Integrating Neuroscience for High Performance). Register here to join the session to learn how to engage with your employees more effectively.

If you want to lose the winter blues and add some colour to your Instagram feed, Gateway is the place to be! Bursting with thousands of colourful blooms, the centre’s winter pop-up attraction brings a kaleidoscope of colour to everyday pics and special occasions. On the back of international trends and the wildly popular World of Illusions, Gateway Theatre of Shopping has produced another first for KZN - six breath-taking floralscapes. “Floral installations are trending worldwide and we wanted to get in on the action. We’ve loved seeing the space transform into an evocative portrait-ready studio,” says Gateway Marketing Manager, Michelle Shelley. “Visitors can use the photo-ready backdrops as their canvas to be creative. It’s an open invitation to feel inspired” says Shelley. The space is ideal for both spontaneous pics, and milestone celebrations such as birthdays, wedding shoots, engagement proposals, anniversaries, graduation shoots and artistic maternity portraits. “We can’t wait to see pics staged in these stunning spaces,” Shelley enthuses. Each of the six rooms has a distinctive colour palette, personality and floral interpretation of its own. “There are dreamy pastels and brilliant reds as well as the sculptured lines of orchids and succulents,” says Shelley. “There’s something for everyone – young and young at heart.” 1 Evergreen wings. A riot of green hues – from sombre British racing, rowdy Ruscus and luscious lime – the hero will look completely glorious with wings of light. 2. Swing into spring. Perched on the prettiest of swings surrounded by red roses and garlands of blooms, this scene anticipates sweet romance or high drama. 3. Succulent Sanctuary. Haughty orchids and no-nonsense Monsteria leaves adorn the sleek lines and muted shades of this uber-modern man-cave. It’s a stylish sanctuary, not a cave. 4. Nostalgia calling. Share this classic phone booth with an abundance of pretty pastel-tinted roses, peonies and wisteria for portraits that hark back to the film stars of the fifties. 5. Pretty-in-pink. Perfect for ‘reel life’ and show-stopper profile pics, a sublime symphony of pinks elevates model poses in this “Barbie box” style backdrop. Paparazzi bust. Play the international highflier in the sophisticated luxe lobby. Checking in with a new job, partner, qualification? Snap your journey to success suitably surrounded by high-end lilies, hydrangeas and dahlias in a flush of lavenders and purple. The fantastical Bloom Room is open from July 5 on the Cinema Level and promises to be a popular attraction featuring a total of more than 20 000 flowers and leaves in twenty-four diverse types. For practical reasons, all the featured items are realistic synthetic replicas. The highly-themed spaces have been created for mobile phone photography so anyone can take scintillating, shareable shots. The attraction is open for 3 months so be sure to visit before the season is over. Info and tips Opening Date: 5 July Location: Cinema level, Gateway Opening Hours: Mall trading hours Ticket Price: This experience is free Time: Allocate 5-10 minutes for each scenario (6 in total) Dress: Consider whether you want to blend in, or stand out, each room has a dominant colour. You could even change your outfit according to the theme. Post & Win: Make sure to use the hashtag #GWBloomRoom when you post your pics to social media and you could win weekly prizes and mall gift cards. #GWBloomRoom #GatewayUmhlanga

Getting the basics right is always a necessity. And Andy Gywnn covered a lot of the LinkedIn basics in his last masterclass. He will cover more of the LinkedIn basics in this next session and …yes move on to the bits that we can use for sales and marketing. If you're looking to get consistent enquiries that give you the freedom you want, LinkedIn offers what sales and marketing dreams are made of. You can get potential customers messaging you today! (Without paid ads, even if you don't have a big following). If you missed Andy’s last masterclass, this is worthwhile watching. Apart from great information, the webinar will give you a feel of the presentation format and make you more comfortable in joining in with the Q&A in our next session. Visit https://www.youtube.com/watch?v=N34A6pF517I Reserve you place for the next LinkedIn webinar with Andy on the 14 July at 10am The session is interactive, so ask the questions while you have the LinkedIn guru at your disposal. See you online Grant Adlam KZN Top Business www.kzntopbusiness.com WhatsApp: 0832629529

Researching industry sectors The global market is constantly changing and evolving. To be successful in exporting, it is important to research industry sectors and understand the latest trends. By doing so, you can identify new opportunities for your products and services. Additionally, it is important to have a good understanding of the competition in each sector and what differentiates your company from others. Export strategy Researching industry sectors will also help you develop a well-informed export strategy. You’ll need to consider things such as which countries to target, what distribution channels to use, and how much marketing effort should be put into each market. Exporting can be a lucrative venture but it’s important to do your homework first! Growing your business through exports There are many reasons to export. Perhaps the most obvious reason is that exporting can help a business grow. When businesses export, they typically find new markets for their products and services, which can lead to increased sales and profits. Additionally, exporting can help businesses become more competitive by making them more efficient and effective in how they produce and sell their products. New customers = significant business growth Another reason to export is that it allows businesses to reach new customers who may not be available through domestic markets alone. In some cases, a foreign market may be much larger than the domestic market, providing significant growth potential for a business’ products or services. Additionally, selling products or services in foreign markets exposes companies to new ideas and technologies that they may not have access to otherwise. This helps companies stay ahead of the competition and improve their own operations over time. Diversify risk through exports Exporting also provides opportunities for businesses to diversify their risk by spreading out their sales across different countries around the world. If one country’s economy weakens or experiences political turmoil, exports elsewhere can help offset any losses sustained by doing business in that one country alone. B2B the answer to developing stronger trade relationships Business to business linkages present opportunities for manufacturers and exporters to explore new markets, identify potential business partners, and develop stronger trade relationships. By collaborating with other businesses, manufacturers and exporters can create a global supply chain that allows them to reach new consumers while reducing the risk associated with exporting. There are several ways in which businesses can establish these linkages. Trade shows and exhibitions Trade shows provide a venue for companies from all over the world to come together and discuss potential partnerships. Exhibitors have an opportunity to meet one-on-one with buyers from around the globe, learn about new products and services, and form relationships that could lead to future business deals. In order to make the most of this opportunity, it is important for exhibitors to be prepared beforehand by doing research on the attendees and arranging meetings in advance. B2B specialists identify potential buyers and distributors When looking to export products, it is important to use a specialist who can help identify and navigate the complex web of export regulations. The specialists have the knowledge and resources necessary to help companies find new markets for their products, as well as connect them with potential buyers and distributors. B2B specialists have a wealth of experience working with different types of businesses, so they are well-equipped to help companies of all sizes expand into new markets. They also have connections with trade organisations and other professionals in the export industry, which can be invaluable when trying to establish relationships with foreign buyers or distributors. Advantages of B2B specialist in sourcing export markets Overall, using a specialist to source export markets is an effective way for companies to expand their business overseas quickly and efficiently. By taking advantage of the resources that these professionals offer, businesses can save time and money while increasing their chances of success in foreign markets. Information on B2B market linkages and exports to secure new markets, new suppliers or new clients available from Monique Labat Consulting (Pty) Ltd. E: monique@moniquelabat.com or M: +27 (0)82 924 6349