According to Stats SA, youth unemployment in South Africa reached an all time high of 64.40 percent in the second quarter of 2021. The Durban Chamber of Commerce and Industry and the Manchu Group have partnered to contribute towards addressing this challenge by initiating several skills and enterprise development programmes focusing on priority sectors of the KwaZulu-Natal economy. Learning Programmes A skills programme targeting 60 unemployed matriculants around eThekwini was rolled out during 2019. Learners obtained valuable ICT and business skills which enabled some of them to secure full time employment. Currently, 15 unemployed Youth have been enrolled on a 12 month MICTSETA accredited learnership programme focusing on critical ICT skills. Further learnership and internship programmes are planned for later in 2022 in sectors such as agriculture, engineering and automotive, tourism, transport and logistics, and financial services. All learning programmes are accredited by relevant SETAs. Placement in Organisations Durban Chamber members are invited to assist by placing some of the learners within their organisations for purposes of obtaining workplace experience. The placement will be limited to the duration of the learnership which is 12 months. All learners have been equipped with a laptop, and each learner receives a monthly stipend subsidised by the relevant SETA. Durban Chamber members are encouraged to top up the monthly stipends for the learners where feasible. Benefits to Stakeholders Assisting learners on this programme will contribute to the creation of a new youth cadre that is skilled and able to take up available job opportunities, and even establish their own businesses. Benefits to Learners The benefits to learners that attend this programme are many and include: · Learning critical technical and business skills that position them favourably in the jobs market. · Opportunity to apply their learning and learn new skills in the workplace for the duration of the programme. · Regularly interacting with and being mentored by experienced personnel in the workplace. · Regaining self-confidence and social acceptance. · Serving as a role model to those that may be currently struggling with unemployment. · Improved credit rating and access to personal and business funding. Benefits to Host Employers There are numerous benefits for host employers, including the following: · Subsidised additional resources to be applied to various parts of the business. · A pool of talent for recruitment purposes as the host company gets first right of refusal to employ the learners it hosts. · Limited financial commitment towards the learners being hosted. · Learners may be included for purposes of their BEE scorecards. EXIT STRATEGY Work Seekers Host employers will be encouraged to retain the learners at the end of the learnership. Where this is not possible, then learners will be provided with referral letters and introduced to other potential employers. Entrepreneurs Learners that wish to establish their own businesses on completion of the learnership will be assigned to relevant businesspeople for entrepreneurial guidance and mentorship. These learners will also be assisted by the Durban Chamber to register their business and attend to all necessary business compliance requirements, The support will include registration with the CIPC and linkages with potential customers that are members of the Chamber. For more information Email info@durbanchamber.co.za Call: +27 (0)31 335 1000

KZN is now starting to show signs of returning to some normalisation after the COVD restrictions. Unfortunately, there is a lot of catchup work to be done by all to return our economy to where we can realise increased economic activity and investment. It was great to see the results of the latest Business Confidence Index coming out of the iLembe Chamber of Commerce Industry and Tourism BCI survey that showed an increase in business confidence. Organised business recently renewed their commitment to the KZN Economic Council Social Accord in working together with government, labour and civil society in achieving the KZN economic growth targets. We are delighted that there is a commitment from government to partner with business on critical infrastructure and service delivery models. A new way of working together in achieving tangible improvements in the business environment will have significant impact to the KZN. KZN has felt the brunt of the looting. Some businesses have not been able to recover. This together with navigating the business mafia forum created a toxic business environment to say the least. The individual Chambers have worked very hard in assisting the safety and security cluster in stabilising the situation on the ground. I would like to take this opportunity to thank Palesa Phili (CEO) and Nigel Ward (President) of Durban Chamber of Commerce and Industry for their dedication and hard work through this period. eThekwini felt the biggest brunt of the looting and the Durban Chamber has worked tirelessly in assisting their members to get back on their feet and to protect their investment going forward. The positive move by government in creating specialised policing units to stop the continued business mafia operations is certainly a move in the right direction. Business commits to assist in any investigations in the hope that these criminal activities cease, and the perpetrators are brought to book. On a positive note, businesses are starting to get back on their feet and are working harder than ever to bring back growth to the KZN economy. The recent South African Investment conference raised R332 million in pledges of which a significant proportion came out of KZN. We look forward to the successful implementation of these investments with the help of government in assisting with navigating the red tape. Keep up the hard work!

King IV defines corporate governance as the exercise of ethical and effective leadership by the governing body towards the achievement of the following governance outcomes: ■■ Ethical culture ■■ Good performance ■■ Effective control ■■ Legitimacy What does that mean? At the heart of it, corporate governance deals with leadership. How does the governing body of the company or organisation lead, guide and set the direction to achieve the strategic objectives and outcomes the company wishes to achieve? King IV identifies four key outcomes, as set out above. It will not be enough to just achieve one or two outcomes, but it is imperative to achieve all four. In fact, these outcomes are so intricately connected and interlinked, that the one cannot be achieved without the other*. These outcomes are part of the ecosystem of the company. How to interpret corporate governance? Corporate governance can be considered from many angles and perspectives. One such perspective is the dichotomous nature of corporate governance. It comprises both tangible and intangible elements and characteristics. Tangible Elements The tangible portion deals with the more visible, structural aspects and primarily drive and enable the outcomes of good performance and effective control. These would include the governance hierarchy, roles, responsibilities, processes, structures, standards, methodologies that companies use to organise themselves towards achieving their strategic objectives. Examples include how the company’s decision-making forums and organs are structured to enable effective and efficient decision-making. Who is accountable and responsible for what? How is the divide between accountability and responsibility structured? How easy or difficult is it to communicate in the company? How effective or ineffective is information flow? What are the mechanisms in place to ensure decisions taken are implemented, and how effective is the review and monitoring of the implementation process? This is an area where corporate governance can become your best friend, or your worst enemy. The golden rule is to find the sweet spot in the middle where there is enough governance without it becoming stifling and counter to what the company set out to do in the first place. Governance should be an enabler and driver of purpose and strategic objectives, not a bureaucratic nightmare that restricts innovation and progress. Examples of best practice processes and systems include ISO standards, becoming a signatory to the United Nations Global Compact (UNGC), becoming a member of industry or sector associations and commit to implement their best practice guidelines. External integrated reporting, linked to the company’s internal reporting assists with identifying and explaining the key issues important to the company that will enable the company to achieve its strategic objectives. There are numerous integrated and sustainability reporting frameworks to consider, which can assist the company in integrating Environmental, Social and Governance (ESG) aspects into its strategy and business plan. Intangible Elements The intangible relates to the culture and ethics of the company – “how we do things around here” or “the vibe” and generally reflects the DNA of the company. An ethical culture is essential to create and maintain a company’s legitimacy, or its recognised standing in society. It ensures its social licence to operate and is closely related to its good name and reputation. What is the level of trust that the stakeholders have in the company? What are the types of relationships the company has and fosters? Are mutually respectful relationships important to the company? How does the company trade off the needs, wants and expectations of its various stakeholders, especially under times of pressure and stress? The Covid-19 pandemic starkly brought to the fore the underlying ethics and morals of companies in the way they treated their stakeholders. It is common cause that the culture and ethics of a company are driven from the top and that the leadership sets the tone. What kind of behaviour does the governing body actively encourage? What behaviour does it condone, or turn a blind eye to? Examples of toxic practices and cultures come to mind. The recent release of the review report highlighting gender discrimination and abuse by Rio Tinto shook the corporate world. The review was conducted by former Australian Sex Discrimination Commissioner Elizabeth Broderick, and identified instances of bullying, sexual harassment, racism and other forms of discrimination throughout Rio Tinto. Of interest was the leadership’s response to the report. It chose to make the review report publicly available, accepted all 26 recommendations and committed to implement all of them. The company will focus on three specific aspects: · The company’s leadership committed to create a safe, respectful and inclusive working environment to prevent harmful behaviours and better support the more vulnerable in the company. This includes focus on greater diversity. · Working on the safety and inclusivity of the company’s camp and village facilities. · Enabling the ability for all people to point out unacceptable behaviours, raising the flag when such instances occur and to receive support. The CEO, Jakob Stausholm chose to take accountability and responsibility for the toxic culture of Rio Tinto and is actively addressing the findings. He also apologised unreservedly to all those employees who had been affected by the culture and thanked the employees for the willingness to come forward and share their stories and experiences. The eight-month study resulted in shared experiences by more than 10 000 people, more than 100 group listening sessions, 85 confidential individual listening sessions and nearly 140 individual written submissions. Knowledge is your friend Part of good corporate governance is knowing what information and knowledge are required to get the job done. Make sure your employees are empowered with information and actionable knowledge. They need to know where and how to get the relevant information to use their skills and expertise to take good decisions in the best interest of the company and its stakeholders. If you have identified an information or knowledge gap, address the issue through internal and external sources of information. If such information or knowledge is not present in the company, forge partnerships or collaborations to fill the gap. Alternatively join an industry or sector association. In the case of specialised information and knowledge, a company could partner with a university or relevant tertiary institution. Efficient and effective information flow within the company, and externally with its stakeholders, are crucial to the proper functioning of the company. Create information and knowledge hubs within the company and foster a culture of peer learning and sharing. Establishing self-organising Communities of Practice (CoP) is an excellent way of empowering employees to improve their innovative problem solving skills. At the end of the day leadership wants employees who are willing and able to take proactive action and addressing problems in a more inclusive and collaborative way, which generally may result in quicker and more sustainable solutions. Know what the conversation should be Good leadership knows what the salient aspects of the company are, whether internally within the company (on a micro level), or externally on a meso or macro level outside the company. The governing body should know and understand the material issues affecting the company, its risks, opportunities, and drivers. These issues are not the same but may in many instances overlap. It is not always obvious what these issues may be, especially when they are more long term and further removed from the direct operations of the company. To start the conversation, or join an existing one, the governing body should have the required level of information and understanding of the specific issue. It is the responsibility of management, and in particular the company secretary or governance officer to ensure that correct, complete, timeous and decision-useful information is provided to the governing body. However, the governing body is also responsible to keep up to date with issues that may affect the company, its business operations and stakeholders, whether directly or indirectly. Examples of such conversations would include serious global risks, including the Covid-19 pandemic and its systemic socio-economic impacts, the recent unprovoked Russian invasion of the Ukraine, climate change, social in cohesion, inequality and poverty, especially in a country such as South Africa. Other issues include more regional, industry-specific and company-specific issues. The governing body should ensure that these issues are incorporated into the strategy and operations of the company as may be appropriate, and reported to its stakeholders, where required. Corporate governance is not rocket science – it is mostly common sense. However, for good corporate governance to work in practice, it takes discipline, dedication, commitment, a lot of courage and tenacity and the will to follow through, especially when faced with a difficult situation when the right decision will require some sacrifice. *For more information on King 4 please see page 16 E: cathie@earth-energy.co.za

The next KZN Top Business Masterclass will be facilitated by Iman Rappetti on the topic of Don’t just wing it! Why media training matters. Iman will be joined by Neil Raath who has had many years of experience in television broadcasting. Iman is an award-winning, veteran television news broadcaster with more than 25 years in the business. She has worked in print, digital, radio and TV. Until recently, Iman was the face of @eNCA prime time news together with Jeremy Maggs for several years. She has recently joined the SABC News Channel 404. Iman has covered stories all the way from Tehran, Iran to Thohoyandou, South Africa. She has interviewed heads of state and celebrities but is supremely focused on the struggles of everyday people. Iman is a sought-after public speaker, master of ceremonies and facilitator and has done work for myriad international and South African clients. Iman is also an acclaimed author and has published her memoir “Becoming Iman” (2018) and “Sermons of Soul” (2020), musings on politics, economics, philosophy, and life. In addition, Iman has developed, facilitated and delivered effective, bespoke media training and coaching programmes to leaders of blue-chip corporations, SOEs, non-profits and academic institutions. After studying video technology at Technikon Natal, Neil Raath joined the SABC TV News department as a cameraman in 1997. Since then, his career path has taken him through many other disciplines including live TV broadcasting, documentary film making and investigative journalism. Over more than two decades, Neil has received several awards and accolades in TV journalism and for his work in live outside broadcasting. Neil has witnessed our country’s best and worst moments in recent history, from building a democracy and our victories in World Cups to the sheer tragedies of the Richmond and Marikana massacres. He has been on the ground covering taxi violence, political unrest, and public movements. Commenting on his experiences Neil says, “All these stories have revealed one important fact, the media is powerful and with that, comes great responsibility. The media can make or break a company, a politician, an idea or even just an average person. The media can drive a narrative, even if it’s not the perspective that best suits the situation. At the end of the day, it is our duty to tell the public a balanced story covering all sides, but having said this, we can only use the facts presented to us. While we can dig deeper into stories that require investigation, the facts are still key to telling the right story, even if it takes longer to find them.” Currently, there are many media channels available for communication – from formal to social media. The responsibility of being the face of an organisation or even a personal brand is never simple. You are promoting a company’s brand or attesting to its reputation. Stakeholders interact with a company based on their perceptions of your brand in the public arena. How you or your spokesperson represent the brand contributes significantly to how a company is perceived. Iman and Neil will be unpacking the importance of being prepared for all types of interviews and provide tips on how to get your message across in the most effective manner. The masterclass will be streamed live on 20 April from 10.00 am to 11.00 am. To register visit www.kzntopbusiness.com/event-details/why-media-trainingmatters

Corporate governance is the combination of rules, processes, and laws by which businesses are operated, regulated and controlled. The term encompasses the internal and external factors of an organisation that affect the interests of the organisation’s stakeholders, including shareholders, customers, employees, suppliers, government regulators, and other. The purpose of corporate governance is to help build an environment of trust, transparency and accountability necessary for fostering long-term investment, financial stability and business integrity, therefore supporting stronger growth and more inclusive organisations and societies. Corporate law dictates the formation and the activities of corporations, while governance regulates the balancing of interests among an organisation’s different stakeholders. Corporate law and governance therefore directly shape what businesses do and how they do it. History and Present In July 1993 the Institute of Directors in South Africa asked retired Supreme Court of South Africa judge Mervyn E. King to chair a committee on corporate governance. He viewed this as an exciting opportunity to share his passion and experience in corporate leadership, and to educate the newly democratic South African public on the working of a free economy. In 1994 the first King report on corporate governance (King I) was published, this was the first corporate governance code for South Africa. It established recommended standards of conduct for boards and directors of listed companies, banks, and certain state-owned enterprises. King IV is the fourth set of codes created for the purpose of ensuring effective governance within organisations, and sets out the philosophy, principles, practices, and outcomes which serve as the benchmark for corporate governance in South Africa. King IV was released on 1 November 2016 and became effective for financial years commencing from 1 April 2017. One of the significant advances in the King Commission, and the King IV Code, is the responsibility of the entire governing body to apply and explain the organisation’s governance outcomes, as opposed to earlier King Codes where the governing bodies where required merely to apply or explain variances in intentions and outcomes. King IV is applicable to all organisations be they companies, trusts, NGOs, state enterprises, local authorities, university councils, pension, and retirement funds, and any other commercial or serving entities. Boards in the King IV Code are referred to as governing bodies, and people appointed to governing bodies are responsible for ethical and effectiveness leadership of the organisation in which they serve, and are measured in terms of four clearly defined outcomes which are clarified in the Code. The King IV Code is a voluntary set of principles, and although not statutory law as per the directing requirements in the Companies Act, it can have legal consequences for a governing body in them being held liable for poor governance compliance through case law and its direct linkage to common law. South Africa as a Governance Pioneer South Africa through the King Commission and Integrated Reporting Council has been a leading authority on governance and organisational reporting throughout the world. Many countries have adopted the King Codes to better manage and ensure accurate reporting, responsibility and outcomes of governing bodies. The Nuts and Bolts King IV is an outcome-based governance code. The rational being that if the internal and external outputs of an organisation are measured and managed within clearly defined parameters, it is likely that the organisation has been led effectively, and will achieve positive outcomes and maintain quality governance standards. The outcome-based approach is centred around ethical and effective leadership, and has four distinct areas of measurement which the governing body is required to meet, comply with, and explain how organisational practices helped it to meet the Code’s defined principles and outcomes. The four outcome measurements include: · Building an ethical and engaged culture within the organisation · Ensuring good performance of the organisation, and meeting organisational and stakeholder expectations · Ensuring adequate and effective controls / oversight within the organisation · Ensuring legitimacy, trust, and confidence in the organisation To reach the four intended positive governance outcomes, governing bodies are required to show how the application of 17 principles within the Code has led to positive and anticipated outcomes. Each of the 17 principles must be achieved, and practices must be put in place to support the governing body and operational teams in meeting the defined principles and outcomes. Practices to reach the 17 principles may change from organisation to organisation depending on the size of the entity, or in which industry the entity operates. Although no direct guidance is given to the practices that governing bodies and organisations are expected to implement, there does need to be sight of significant thought and consideration induced to ensure that the practices chosen support to the 17 principles being achieved. The 17 principles are divided into the following groups of focus areas and are linked by common themes and concepts. These themes and concepts can be broadly grouped into the following headings: · Leadership, ethics and corporate citizenship · Strategy, performance and reporting · Governing structures and delegation · Governance functional areas · Stakeholder relationships · Integrated Reporting The 17 principles flow from the common themes and concepts and help to define the activities that will result in the organisation likely being successful. It is critical that the governing body is aware that it is their responsibility to, as Professor Mervin King says, be aware that the organisation is lifeless without the courage, commitment, confidence, creativity, and communication from the governing body – and that the role of the directors on the governing body is to be the organisation’s heart, mind and soul. The 17 principles are: 1. Leading ethically and effectively 2. Supports an ethical culture 3. Responsible corporate citizenship 4. Appreciate that corporate governance, including sustainable development, is an inseparable element of the value creation process 5. Ensure the validity or reporting and informed assessments 6. Governing body as custodian of good governance 7. Governing body composition 8. Effective governing body structures and delegation of authority 9. Performance evaluation 10. Governing body / management relationships 11. Risk governance 12. Technology and information governance 13. Compliance governance 14. Remuneration governance 15. Assurance 16. Stakeholder-inclusive approach 17. Responsible investment The Code encourages a holistic approach and consideration to governance, referred to as Integrated Reporting, and suggests that six capitals be considered. These important areas of focus directly impact stakeholder relationships and include: · Financial · Manufactured · Human · Natural · Intellectual · Social Integrated reporting helps to define a clear and understandable way to show stakeholders how the governing body applied their minds to the sustainability and value creation of the organisation. Integrated reporting helps to answer questions as, has the organisation developed a strategy to ensure sustainable performance in the short, medium, and long terms? An integrated report assists stakeholders and investors in sharing a common understanding of the organisation, which is not easily possible from only reading through the financial report, or an ESG focused sustainability report. Integrated reporting also helps to explain how the operations of the organisation have already, and will in the future, impact on society, the environment, and the economy. This is critical in defining positive and negative impacts, and opportunities and risks, which need to be enhanced or corrected respectively as the organisation moves forward in its endeavours. The integrated report is not about disclosing confidential information, but rather to share relevant information about the organisation that will make it easier for associated people and stakeholders to understand and support the organisation. This in turn assist funders in approving, for example, financial loans and lower interest rates. The comprehensive report will also help to attract higher quality people to work in and supply goods to the organisation, and help to focus measures to alleviate social, environmental, and economic challenges. Conclusion Corporate governance and its integrated reporting methodologies is a positive step forward in governance for both developing and mature organisations, in that it provides a well thought through framework to reduce organisational risk, to support ethical and effective leadership, to align initiatives to sustainability endeavours, and to better inform stakeholders of the organisation’s pending challenges, opportunities and expectations. For more information contact E: david@drg.co.za W: www.drg.co.za

Payslip, Pay Stub, Remittance Advice, Remuneration Statement. Call it what you will, but by definition, it is formal confirmation that employers are legally bound to provide to an employee at the end of a pay period, which details the amount of pay accrued to the employee for the period, any company specific deductions and contributions, any obligatory statutory deductions and of course the tax that was due on those earnings for that period. What employers sometimes forget, is that there is a legal requirement when it comes to the provision of an actual payslip and even more importantly, what needs to be visible in the payslip. In terms of Section 33 of the Basic Conditions of Employment Act, employers must provide workers with the following information, in writing, when they are paid: · Employer’s Name and Address · Employee’s Name and Occupation · Period for which payment is made · Total salary or wages and any other allowances paid · Any deductions · The actual amount paid If relevant to the calculation of pay: · Employee’s pay and overtime rates · Number of ordinary and overtime hours worked · Number of hours worked on a Sunday or public holiday · The total number of ordinary and overtime hours worked in the period of averaging, if a collective agreement to average working time has been concluded. The employer must also give the relevant payslip, as above, to each employee: · At the workplace or at a place agreed to by the employee (sometimes called a Pay point); and · During the employee’s ordinary working hours or within 15 minutes of the commencement or conclusion of those hours. We often see payslips issued by employers that do not meet these basic requirements. Employers often neglect to add the business address, or the employee’s occupation. When applying for new accounts or loans at a bank, employees are often turned away due to their payslips not reflecting this information. This can be frustrating for employees as they now have to request an amended payslip from their employer and return to the bank for a second time (often during working hours). Over and above these basic payslip requirements, we generally recommend a few additional non-financial items be included on the payslip. These are, but not limited to: · Employee Number · Employee’s Identity or Passport Number · Engagement/Employment Date · Employee’s Address · Income Tax Number · Annual Leave Balance · Employees Bank Account Number These additional items not only assist the employee when a payslip is required to be produced as proof of income, but also assists the employer in the long run. SARS’s requirements for IRP5 certificates include these items, and, if the employee has sight of them on their payslip, they can request changes to these items when needed, thus ensuring that their personal and statutory information held within the employer’s payroll system, is kept up to date. Most bargaining councils take payslips very seriously and if the employer does not meet the relevant payslip requirements, they can find themselves facing arbitration with the bargaining council, which could result in financial penalties against the employer. When it comes to financial information, this can vary quite a bit between employers. However, as a rule of thumb, we always say that having more, rather than less, financial information on your employee’s payslip is good business practice. Types of financial information could include: · Incomes (Basic Salary, Overtime, Commission, Bonus) · Allowances (Car/Travel) · Company Contributions (Pension/Provident Fund, Medical Aid) · Fringe Benefits (Use of Company Car) · Employee Deductions (Pension/Provident, Medical Aid, Loans) · Statutory Contributions (UIF, SDL) · PAYE Deduction (Including Medical Aid Credits) · Nett Cash Pay · Loan/Garnishee Balances if any This detail can sometimes be quite a bit of information for some employees to comprehend. For instance, employees want to “add up” their incomes and often make the mistake of including fringe benefits, or company contributions in the calculation. The total “income” they have calculated then does not agree with what they are being paid. These employees need to be educated on the make-up of their payslips, so they fully understand its contents. Distribution of employee payslips can be done in various ways, for example, printed and handed out to employees, distributed through an online employee self-service portal (both on PC and mobile platforms), emailed, or even SMSed to employees’ mobile phones. Most payroll systems today produce compliant payslips with distribution in some or all the ways listed above. Where are payslips heading in the future? Employees want more information about their employment, and we have seen a move by some large corporates to introduce what is called an “Employee Benefits Statement”. These statements are online portals (ESS/MSS) detailing the full benefits of employment with the organisation for that particular employee. At the end of the day, employers need to understand their employees’ requirements when it comes to payslips, whether it be a basic payslip or a detailed Employee Benefits Statement. Keeping in mind there are legal requirements when it comes to payslips and the potential financial implications when these requirements are not met. T: +27 (0)31 266 6570 Helpdesk: +27 (0)11 431 1510 C: +27 (0)82 786 7480 E: johanvd@labournet.com W: www.labournet.com

End your fear of numbers – with one financial practical tool at a time! Do you want your business to succeed? 100% yes? Well, the reality is that avoiding your numbers is not an option! Don’t let finance terminology get the better of you. If you’re in business to make money, you’re probably relying on either your emotions or your intellect. Learn to know, understand and love your numbers to enable you to make informed, intelligent, and strategic business decisions. Your numbers tell a story – know what they are saying so you can make more solid financial decisions. How to master the numbers of any business? Not only do you need to know your historic numbers but the ones that will create your future. Due to a lack of information, too many business owners have a limited ability to make decisions. If you want to manage something, you have to measure it! This is both accounting numbers and testing and measuring results. DO THIS HEALTH CHECK Financial: ■ Revenue – are my sales increasing? ■ Profits – am I making money? ■ Projected Cash Flow – do I have enough cash in my business? ■ Equity – is my business gaining or losing value? ■ Ratios – What are my Days Sales Outstanding (DSO), Aged Payables, Current Ratio, etc. Non-financial: ■■ What are my key activity measures/drivers? ■■ Do I have customer service measures? ■■ What are my strategies/values? Is your Business profitable? If you believe your business is profitable then you will have these key focus areas in place: Market Related Salary (MRS) If you worked for somebody else, you probably had the privilege of earning a consistent monthly salary. At the time you may not have appreciated this as much as you do now, where you may not be earning nearly the same as you did as an employee. You may also have had the privilege of enjoying additional benefits i.e. pension, provident fund, medical benefits, bonuses, travel allowance etc. As a business owner are you enjoying a market related salary plus benefits consistently every month? OR have you sacrificed this privilege for ‘a better quality of life’ – not working for a boss, more flexibility, be your own boss, make your own decisions to mention a few ‘benefits’ as an entrepreneur? Profit Over and above your market related salary does your business provide you with a minimum of a 22% net profit? (this must include your market related salary). Many exclude the owner’s remuneration as they are either living out of the business (only pay myself when there is enough available) or not paying the MRS, which is therefore not a true reflection of the actual profit in your business. Marketing Funnel Is your marketing funnel flooded with new leads of your ideal target market? OR is it rather dry and may drip a prospect here and there and may not be your ideal target market? Do you have a lead magnet that automatically attracts your ideal customer/client. Do you know who your ideal target market is? Do you have a ‘Spray and Pray’ or ‘Bulls Eye’ marketing approach? Do you want market share or wallet share? Do you want quality clients or anyone, no matter whether they make you a profit or not? Marketing can be your most expensive line item if you do not have a MarketingPLAN and strategy to attract the right market to your business. Ideally you want to market to a potential customer/client by offering a product/service that will give you: The most amount of profit with the least amount of effort in the shortest space of time. Once you have a predictable flow of these ideal customers/clients then you can look to cross/up sell your other product/service offerings. Sound Customer/Client Base In order for your business to be sustainable and ensure the continuity of a profitable business your customer/client base needs to be sound. Does your business rely heavily on a few large customers/ clients who contribute the most turnover into your business? OR do you have a good spread of customers/clients who buy from you so you are not at risk of being negatively impacted should your major client, who you depend on decides to end their relationship with you. Please don’t assume that these same clients who pay you the most are your profitable clients. Many a client I have worked with has realised that their focus was on turnover (vanity) and not profit (sanity). So, If you suffer from arithmophobia and want to get to know, understand and love your numbers! Contact me. Let’s face your fear and obliterate your phobia for numbers! And if you feel fear or excitement after reading this article then take ACTION and let’s talk. Contact me on https://linkshare.co.za/marlenepowell or call 083 479 4471

This is the third in a series of articles on Business to Business (B2B) linkages and the theme throughout these articles is access to relevant and verified information. How do you gain the local knowledge and contacts required to operate effectively in a new market? How do you optimise cost, quality, flexibility and other considerations in the value chain that will lead you to gain a foothold and market share in the new market? Cost pressure and presence combine to create an interesting set of challenges, lessons and opportunities for firms. Challenges in B2B Linkages Without access to reliable information, challenges in securing new markets, new suppliers and new clients could be costly in both time and resources. A B2B specialist takes into consideration whether the size of the market may be too small, whether there is a lack of information on the market products or whether there is poor market accessibility. Challenges could also emanate from mistakes in selecting the appropriate B2B partner. Informed and careful selection of partners and setting up of proper management systems would make it possible to reduce these challenges dramatically, while maximising the benefits of B2B linkages. An essential requirement is access to reliable and actionable information to reduce the risks inherent in transacting with companies in a new market. This endeavour can be especially costly in business models involving large numbers of small transactions, for example when sourcing agricultural products from smallholder farms or marketing consumer packaged goods through kiosks or pushcart vendors. Lessons in B2B Linkages A tough lesson is that as lifestyles and businesses shift to become climate-friendly, being sustainable is no longer enough. Instead, we understand the importance for brands, companies and communities to work together for a regenerative planet and future. A dedicated staff or department set up specially for securing new markets for products or services could be a costly operation. Lessons learnt by existing clients is the cost effectiveness of securing the services of a professional with years of experience in B2B linkages when looking to identify potential local or international business partners. An intermediary such as a B2B specialist can be very effective when companies in the same industry work together, helping to build trust among corporate partners. OPPORTUNITIES IN B2B LINKAGES Increased Customer Loyalty When two or more businesses come together through alliances it often results in loyal customers who appreciate the added value these collaborations bring about such as exclusive deals, special offers etc. Strong customer loyalty is usually one of the key outcomes of successful B2B linkage arrangements. Enhanced Competitiveness Collaborating with a partner company can help you become more competitive by giving you access to new technology, ideas, or processes that you may not have otherwise had access to. Additionally, your B2B specialist can identify a partner company which has the necessary resources to help reduce costs associated with research, development, or marketing expenses. Improved Access to New Markets When companies work together, they can expose each other’s products and services to new markets that they may not have been able to reach on their own. This expanded market access can result in increased sales and revenue for both businesses involved thanks to the B2B specialist who created the linkage. Increased Efficiency By sharing resources and collaborating on projects it is often possible for businesses involved in B2B linkages to achieve efficiencies that would not be possible if working independently. This improved efficiency typically leads to reduced costs which then allows the businesses involved to pass these cost savings onto their customers resulting in better value for money offerings. A clear business case ensures long-term commitment by the company and has a far greater chance of being sustainable with the advice and information supplied by a B2B specialist. The investment is worth it! Information on B2B matchmaking and market linkages 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

I’ve been on the media front-line for decades and I’ve seen politicians make blunders, slip-ups, and mistakes. CEOs crumble under pressure, companies’ media representatives fall apart, you name it and I’ve seen it. These boo-boos often change opinions, careers, and effect a company’s reputation. I’ve seen shares crash. I could go on forever. It’s the kind of sensationalism that the media has looked to become. It is a type of editorial tactic. The media's job is to get "THE STORY” and that’s not always "YOUR STORY". Have you ever wondered how some CEOs, media representatives and politicians for that matter just seem to get it so right all the time? Yes? Well believe it or not there is a knack, a method, a skill, and it can be learnt and mastered. The sooner you learn and master these skills in getting your message across in the most effective manner the better. The Top Business team has two of the most knowledgeable gurus in the media industry. Iman Rappetti, the reporter in front of the camera and Neil Raath the director behind the camera. What a combination the reporter and the director - the most feared combination in media. In the real world - THEY CAN MAKE YOU OR BREAK YOU KZN Top Business Masterclass on the topic DON’T JUST WING IT! WHY MEDIA TRAINING MATTERS. Iman will be unpacking the importance of being prepared for media interviews and provide tips on how to get your message across in the most effective manner. Neil will be there to share his experiences with the Iman on the other side of the camera, as the director during shooting, and then fine tuning the all-important final edit that goes public. Oh and I will be there just to throw in the odd curved ball. Iman and Neil will be presenting on our zoom platform where you can interact with these gurus and squeeze them for advice, tips, and insight on how to tame the reporter and turn those intimidating interviews into a pleasant and rewarding experience. The masterclass will be streamed live on 20 April from 10.00 am to 11.00 am To register here Click here to read the incredible career paths of the two of the media giants Iman Rappetti and Neil Raath . This is a goodie I’ll see you online

The Top Business team has two of the most knowledgeable gurus in the media industry. This is an extract from an interview with myself and Neil Raath. So Neil, where did it all begin? Neil: "After studying Video Technology at Technikon Natal, I joined the SABC TV News department as a cameraman in 1997. Since then, my career path has taken me through many other disciplines including live TV broadcasting, documentary film making and investigative journalism. Over more than two decades, I have rec eived several awards and accolades in TV journalism and for my work in Live Outside Broadcasting. On my journey, I have interviewed icons like Nelson Mandela and Desmond Tutu, controversial people such as Robert Mugabe and Jacob Zuma. I have worked with entertainment greats like John Cleese and Charlize Theron to sporting personalities, most notably Oscar Pistorius during his rise to fame and then his fall from grace. I have witnessed our country’s best and worst moments in recent history, from building a democracy and our victories in World Cups to the sheer tragedies of the Richmond and Marikana massacres. I’ve been on the ground covering taxi violence, political unrest and public movements in the form of Xenophobic attacks and the fees must fall protests, to name just two. All these stories have revealed one important fact, the media is very powerful and with that, comes great responsibility. The media can make or break a company, a politician, an idea or even just an average person. The media can drive a narrative, even if it’s not the perspective that best suits the situation. At the end of the day, it is our duty to tell the public a balanced story covering all sides, but having said this, we can only use the facts presented to us. Working for shows like Special Assignment, Third Degree and Check Point, has allowed us to dig deeper into stories that require investigation, but the facts are still key to telling the right story, even if it takes longer to find them. My work in Television Broadcasting has been exceptionally rewarding and has given me an intimate connection to South Africa. I’ve experienced all our different cultures and met many interesting people. I’ve traveled to almost every part of this beautiful land we live in and I’ve discovered the real South Africa, not just the version seen through another’s eyes." So you can see where I'm going with this and why The Top Business team has two of the most knowledgeable gurus in the media industry. Iman Rappetti, the reporter in front of the camera and Neil Raath the director behind the camera. Iman and Neil will be presenting on our zoom platform where you can interact with these gurus and squeeze them for advice, tips, and insight on how to tame the reporter and turn those intimidating interviews into a pleasant and rewarding experience. The masterclass will be streamed live on 20 April from 10.00 am to 11.00am To register here Click on the link to read the incredible career paths of the two of the media giants Iman Rappetti and Neil Raath. This is a goodies I’ll see you online Grant Adlam

As we approach a silver lining following the difficult period of a global pandemic and national riots, I sincerely hope this letter finds you in good health, ready to embrace the blessings of the year ahead. The welfare sector; which relies heavily on fundraising, donations and government subsidies to care for their beneficiaries, has greatly suffered due to an extremely difficult financial climate. As Coordinator of Marketing and Fundraising at The Association for the Aged ( TAFTA ), I can regrettably confirm the significant and lasting impact these events have had on our organization and the elderly community in Durban. We at Tafta , hope to remedy the effects of this difficult period that were heightened by the recent inflation, by partnering with you to alleviate distress faced by our elders in meeting their basic needs. With a limited state pension income of just R1985 per month, older people are expected to cover the cost of accommodation, safety, nutrition, health and hygiene. It is Tafta’s aim and our appeal to you, to lighten this burden placed on an ageing mind and body through your generosity. As we approach auspicious periods, we encourage our donors and supporters to consider sponsoring joy to vulnerable elders, most of whom are without family members willing to adhere to their needs and wants outside of Tafta’s capabilities. It is our request to you; to promote the wellbeing of our elders by gifting them with toiletry items that uphold their right to dignity, and to make them smile with a treat of hot cross buns and Easter eggs. We invite you to provide this gift through an in-kind donation, or by hosting a collection drive for the following items: Hot Cross Buns Easter Eggs Toilet Paper, Toothpaste, Tooth Brushes, Bath Soap, Body Wash, Anti-perspirant Roll-on, Shaving Cream, Lotion, Face Cloths, Air Freshener & Incontinence Wear We make a plea for your support to ensure that our elderly have a blessed Easter; knowing they are loved, appreciated and cared for. Should you wish to donate or host a collection drive for items off our wish list, kindly contact the undersigned to find out how you can Hop into a Heart this Easter. For more information, contact the TAFTA IDPR team on 031 332 3721 idpr@tafta.org.za Website: www.tafta.org.za Facebook: @TAFTA.KZN Instagram: @taftanpo

Are you a TINMAN? It's time to sign up and come have some great family fun with us at the Durban TinMan Series, which is back at Suncoast on the 24th April. These events are perfect for kids from 8yrs and up, giving them an amazing safe outdoor sporting experience, while building their confidence and giving a event that parents can compete side by side with their kids. There is full road closure for the bike route and the running route takes the runners along the beautiful flat promenade. It's time for you to TRI ! Events you can enter: 10km Run (12yrs up) Mini Tri (200m Swim / 5km Cycle / 2.5km Run) 8yrs up. Sprint Tri (600m Swim / 20km Cycle / 5km Run) 16yrs up. Sprint RELAY TEAM (600m Swim / 20km Cycle (4 laps) / 5km Run) Challenge Tri (1.2km Swim / 30km Cycle / 10km Run) 17yrs up. Challenge RELAY TEAM (1.2km Swim / 30km Cycle / 10km Run) Challenge Duathlon (10km Run / 30km Cycle / 5km Run) 17yrs up. Get your motivation to an all time high, sign up, get training for an awesome family event in April. We can't wait to see you there! ENTER HERE