As 2024 draws to a close, we at TWIMS reflect proudly on a year filled with milestones, growth, and impactful initiatives. This year, we continued to build on our vision of shaping responsible leaders to drive the future of manufacturing in South Africa and beyond.   Among our standout achievements was the graduation of 24 MBA students, with many earning top accolades, including subject distinctions and awards for mini-dissertations. Celebrating a Year of Achievement At TWIMS Our postgraduate programs flourished, with high satisfaction scores across the PGDip and MBA courses. The global immersion module in the UK, a highlight of the MBA programme, provided students with invaluable insights into cutting-edge technologies and sustainability practices in leading industries.   Our executive education portfolio expanded significantly, hosting impactful short courses and masterclasses that attracted professionals from diverse sectors. With topics ranging from Lean Operations to Green Manufacturing, participants rated these programmes highly, reinforcing TWIMS as a hub for excellence in manufacturing thought leadership. A key milestone was introducing the “Advanced Marketing Strategies for Manufacturing Leaders” course, showcasing our commitment to addressing contemporary challenges in the sector.   Beyond the classroom, our vibrant community events, including industry seminars and alumni gatherings, fostered dialogue on critical manufacturing issues.   Notable events included discussions on regional trade, gender transformation in manufacturing, and the transformative power of digital technology.   Looking to 2025, we are excited about the rollout of a refreshed MBA curriculum, the launch of new scholarships, and the development of innovative programmes, including a manufacturing-focused advanced diploma. Plans are also underway to expand global immersion modules to developing economies, offering diverse benchmarks for our students.   As we close the year, we extend our gratitude to our students, faculty, partners, and stakeholders for their support. Together, we move into 2025 with renewed energy and purpose to transform manufacturing education and leadership.   W: www.twimsafrica.com

Jacquie Bhana - Looking Back On 2024 … And Forward What a year 2024 has been! As I have so often said, one of my biggest challenges has been breaking out of a successful corporate life, into the frightening yet exciting world of entrepreneurship. And what a fun and scary rollercoaster ride it has been.   Supporting Entrepreneurs I have completed the most amazing assignments, which I never thought were possible, a few of them as follows. I coached two cohorts of small, medium, and micro enterprises (SMMEs) who received funding, one from the German government, in partnership with the Pietermaritzburg Chamber of Business. These sessions were a real joy, and I made great friends with the most extraordinary businesspeople. I worked with the Durban University of Technology (DUT) to assist them with getting graduate interns to help in their businesses and fulfill the requirements of their in-service training as well.   One of these being a fashion designer who exhibited at the London Fashion Fair, and the others who also travelled abroad extensively on export accelerator programmes. The world of entrepreneurs is fast, exciting, extraordinary, and uncertain at times, and they need support both in terms of skills and funding. I also serve on the SMME Forum of the Durban Chamber of Commerce and Industry, where a number of interesting meetings and networking sessions were held for small businesses.   Management and Executive Coaching In executive coaching, one of my favourite assignments was with a major global client, and I have truly seen the transformative benefits of this senior level coaching for women in leadership. In today’s fast paced environment, organisations are recognising the importance of investing in their leaders. Executive and management coaching has become a powerful tool for enhancing leadership skills, improving decision making and fostering both personal and professional growth. I have thoroughly enjoyed the work that I have done with the women leaders with whom I have worked, as they often face unique challenges in navigating corporate landscapes that have traditionally been dominated by men.   For women, I found that coaching really helped to unlock their potential, and it was life changing. Coaching helped them overcome gender-related barriers, refined their leadership style and helped them to successfully break through the glass ceiling. We also worked on building confidence and assertiveness, overcoming gender bias and breaking barriers. Topics like self-awareness, decision making, strategic thinking, creating work life integration, cultivating a growth mindset, and establishing strong networks were common, and there was immense value in the outcome of these discussions.   HR Consulting I had the privilege of getting a contract with a large and forward-thinking organisation, which included the coaching of around 20 talented employees, and 20 bursary students. The benefit of such an assignment cannot be overstated, as a number of issues that can be addressed by the organisation were dealt with, resulting in higher levels of retention and ultimately a return on investment.   Having worked as a human resources director for a large blue-chip organisation, I found that clients often tapped into my experience in this area. I did some really great work in the area of succession, organisational structures, remuneration and performance management, for example, for both medium organisations and a startup. Smaller companies generally do not have the benefit of highly qualified HR teams or dedicated HR individuals, so this can be enormously rewarding for them, as they often do not need a full-time person. Also, just being a sounding board for clients has been great.   I started doing presentations in small businesses on Woman’s Day, which resulted in rich discussions around the imposter syndrome. I also did my first webinar on this topic, with good attendance, and which drew great attention. One of the comments was, “I know of many people who experienced these feelings, but I didn’t know it was a thing”. This is a topic that is extremely close to my heart. Visit www.youtube.com/watch?v=h5I_0c1u9iw   The World of Academia A new world that I have entered is that of academia, having worked with the senate and the training and development committee of a private and forward-thinking university. The leadership of this organisation has been mind-blowing as they focus on future technology, future skills gaps, and future instructional design, amongst others. It is a world that I am enjoying very much.   Mental Health A very big need that I have faced over that past year is that of mental health. It is a topic that is much talked about, but I am not so sure is being effectively addressed. An aspect of mental health that requires attention is that of loneliness, which has emerged as a significant and often overlooked mental health challenge. During the next year, I am hoping to assist organisations with mental health coaching and counselling for both managers and those struggling with their own mental health challenges, as the positive impact will be felt. Mental health coaching and counselling offers a valuable tool in addressing loneliness and promoting a healthier, more fulfilling life.   Employees can be assisted with better understanding their emotions, improving coping mechanisms, and developing strategies to build deeper, more meaningful connections.   A major achievement has been recognition as a Top 100 business leader in KZN. My company is B-BBEE level one, and I have been constantly working on my website to ensure that it provides up to date information.   C: +27 (0)83 386 8343 E: Jacquie.bhana@mbhana.co.za   W: www.jacquiebhana.co.za

Richards Bay Minerals hosted yet another successful soccer tournament this weekend, providing a platform for young talent from the company’s host communities to shine.   Held annually, the RBM Community Soccer Tournament, in partnership with the South African Football Association (SAFA) King Cetshwayo Region, is a much-anticipated event for our host communities. It provides a platform to showcase local talent and foster community spirit. The tournament also contributes to local economic development by sourcing 90% of goods and services from local businesses. Additionally, SAFA King Cetshwayo Region employs local resources for refereeing, security, and medical services.   “The RBM Community Soccer Tournament is more than just a soccer event. It’s about fostering unity, promoting local talent, and strengthening bonds within our communities,” said Bheki Nowele, General Manager: Communications and Community Relations. "This initiative reflects RBM's commitment to investing in the people and communities that host us, demonstrating our belief in the transformative power of shared experiences."   The uMhlathuze Sports Complex was filled with excitement as teams from KwaSokhulu, Dube, and Mkhwanazi battled for the championship title, showcasing remarkable talent, passion, and sportsmanship.   RBM proudly congratulates the ladies’ winning team, Abagijimi SMS Academy from Mkhwanazi Community and the male winning team, Two Touch FC from Sokhulu Community on their remarkable victory. Their outstanding performance and dedication to the sport make this tournament truly inspiring. The success of the 2024 RBM Community Soccer Tournament would not have been possible without the collaboration and support of various stakeholders. RBM expresses its sincere gratitude to the volunteers, players for their sportsmanship and dedication, the employees who worked diligently to ensure the event’s seamless execution, our valued spectators who brought cheer to the grounds, and our partners at SAFA King Cetshwayo Region for their expertise and unwavering support which helped make the tournament a truly professional and memorable occasion.   This year’s tournament exemplified RBM’s commitment to going beyond mining and contributing to the well-being of our communities and supporting the development of grassroot sports. We look forward to continuing this tradition and fostering community spirit in the years to come.

In today’s rapidly changing world, digital transformation is no longer an option for business families – it’s a necessity. By embracing technology and integrating it into all aspects of their operations, business families can improve efficiency, enhance their competitive edge, and ensure their long-term sustainability. KPMG - Effective Digital Transformation: A Recipe for Success in Family Businesses However, any transformation, never mind digital transformation, can be a complex and daunting process.   To help family businesses navigate the transformation journey successfully, two prominent family business leaders shared their journeys as part of a panel discussion at the recent KPMG Private Enterprise South Africa family business conference, in partnership with KZN Top Business and Cox Yeats Attorneys.   The panel discussion included the views of the chief executive officer (CEO) of a successful technology-enabled family business, alongside the views of the CEO of an agriculture focused family business which has embraced technology to enable its transformation, and its growth, globally.   We share below some of the key takeaways from the insightful panel discussion, including the Q&A discussion with the conference delegates (which included other prominent South African family businesses).   Start with a Business Transformation Needs Analysis Before embarking on any digital transformation initiative, it is essential to conduct a thorough business transformation needs analysis. This will help to identify the specific areas where technology can make the biggest impact and to develop a roadmap for implementation.   For business families, it is imperative to perform the needs analysis for both the operating family business(es) and the family office, where there is a formal operating structure in place.   People and Technology are Interdependent Digital transformation is not just about technology; it’s also about people. One needs to have the right people in place to implement and manage the digital transformation initiatives.   Employees need to be trained on how to use the new technologies that are being implemented. This training will help to ensure that the technology is effectively implemented, and the business is getting the most out of the investment.   For a multi-generational business family, the skills required to understand the transformative power of technology provides an opportunity for the strengths of the upcoming generation to be developed and embraced.   Embrace and Integrate Technology and Identify the Key Data Points As has been proven, unfortunately to the demise of many businesses, digital transformation is not just a ‘plug-and-play’ solution. It’s about integrating those technologies into all aspects of the business, starting with the operations and decision-making processes and including key stakeholder relationships. This integration is enabled where there is a culture and environment where employees feel empowered to embrace change through innovative technologies.   Another key implementation risk is the need for data. Without data any digital transformation initiative is likely to fail. One needs to identify the key data points that will help to track progress and make informed decisions.   Finance Needs to be Part of the Decision-Making Process Digital transformation can be expensive, so involving the finance team in the planning and decision-making process is important. They can help to assess the costs and benefits of different technologies and to make sure that the business is getting the most value for money.   This involvement is where the expectations of the family working outside the business need to be considered. The additional reinvestment into the family business should be appropriately communicated, specifically the impact on the dividends to be distributed to the family shareholders.   Manage Technology Risk There are a number of risks associated with digital transformation, such as data breaches and cyberattacks. It is important to have a disaster mitigation/recovery plan in place, which includes a risk register, to manage these risks. For a business family these risks run across the family and the business, and the risk register should factor in all key stakeholders working with both the family and the business.   Continuous Review of the Transformation Strategy Digital transformation is an ongoing process, so continuously reviewing the strategy and adjusting as needed is essential. This process will help to stay on track and to achieve the desired outcomes, with the long-term view most business families have.   Governance Underpins Successful Transformation Good governance is essential for any business, but it is especially relevant for family businesses that are implementing their transformation strategy, enabled by technology. Strong governance processes, for the business, the family, and the owners, should help to ensure that the transformation decisions are made in a transparent and accountable manner.   The transformation journey should allow for the interests of all stakeholders (including the family and owners) to be understood and protected, while ensuring the long-term sustainability of the operating business(es). This transformation process includes the upcoming generation and reiterates the importance of the succession plan, to allow the business(es) to continue to grow and thrive for generations to come.   Concluding Remarks For the family behind, and those that work with/for, a family business, we all know that each family business is unique due to the family dynamics. The insightful panel discussion and robust discussion with the delegates in the room confirmed that should these principles be followed family businesses can embrace technology to enhance the transformation of the business for long-term sustainability.   Embracing digital transformation is not just a technological shift but a mindset change that empowers family businesses and family offices to thrive in the ever-changing digital landscape and pass on a thriving legacy to future generations.   The value of attending the KPMG Family Business Conference in person cannot be underplayed as attendees were able to hear firsthand the stories and insights from the leaders of prominent family businesses, engage on pertinent questions, network with likeminded individuals from across the country and even secure business deals. This series of articles has been prepared to capture some of the key takeaways from each session at the conference.   We are Here to Help In addition to providing you with the platform to learn and engage with other family businesses at the annual conference, KPMG Private Enterprise family business advisers understand that family dynamics can make it difficult to come to an agreement on the best strategy for growth.   There is not a one-size-fits-all answer, our advisers can help you explore all of your options and find the approach that is right for your business and the family.   Alan Barr - Head of Private Enterprise: alan.barr@kpmg.co.za   Creagh Sudding - Lead: Business Families: creagh.sudding@kpmg.co.za     W: https://kpmg.com/za

Launch of KZN Business Leaders The grand opening of the IBV Privé Lounge in Umhlanga and the 25th anniversary of the KZN Top Business Portfolio were nothing short of extraordinary. This black-tie affair was the perfect setting to celebrate KwaZulu-Natal’s incredible leaders, who continue to shape the region and drive progress in South Africa.   From the elegant venue to the entertainment and the exquisite cuisine by Michelin star chefs, the atmosphere at the IBV Privé Lounge was pure magic.   One of the highlights of the evening was the unveiling of the KZN Top Business Leaders coffee table book, a tribute to 100 influential individuals who have made a lasting impact on the KZN economy and beyond.   We congratulate all the phenomenal individuals recognised for their achievements; you are the heartbeat of KZN’s thriving business community! These trailblazers have shown the true power of innovation, collaboration, and unwavering dedication to building a brighter future.   A special thank you to Ashok Sewnarain and the IBV Privé for hosting this glamorous event and setting the stage for what promises to be an exciting future for KwaZulu-Natal.   For more information and to view the e-book visit www.kzntopbusiness.com

The grand finale of the KZN Top Business Women 2024 initiative, powered by Morar Incorporated and supported by DRG, BusinessFit, and Radisson Blu Hotel, Durban Umhlanga, took place on the I4 November. Jennifer Reddy, CEO of Morar Incorporated shared her motivation for supporting the event, saying, “Navigating a male dominated industry has its challenges, but platforms like the KZN Top Business Women initiative are vital for breaking barriers. They provide opportunities for women to connect, inspire and lead. It’s a privilege to celebrate these remarkable women who drive economic growth, create jobs and embody resilience and innovation.”   This is the fifth year of the initiative and each year a new collection of exceptional KwaZulu-Natal women are featured. All the participating women were professionally photographed and took part in video interviews as well as in webinars. The photographic sessions and interviews were all conducted at the Radisson Blu Hotel Durban Umhlanga and Oceans Mall, which allowed for much glamour and enjoyment.   The interviews were used to create the articles included in a commemorative coffee table book which features the photos. The edited interviews are available on the KZN Top Business YouTube channel.   Click here  view the ebook. Meet our KZN Top Business Women 2024

Cox Yeats is honoured to announce that 18 of their lawyers have been included in the 2025 edition of The Best Lawyers in South Africa™. This prestigious recognition underscores their firm’s dedication to legal excellence, positioning their experts among the most trusted and respected in the industry. For them, this honour reaffirms their commitment to delivering client-centred solutions and reflects their legal team’s hard work and expertise.   Being listed by Best Lawyers, considered the definitive global guide to legal talent, holds special significance. Each honouree is selected through a rigorous peer-review process based on professional expertise and integrity, ensuring that every lawyer chosen upholds the highest standards of excellence. This recognition is a testament to their attorneys’ dedication and role as thought leaders.   Cox Yeats’ clients rely on them to navigate complex legal landscapes with precision, and including their team members in this esteemed list confirms that their clients receive counsel from some of South Africa’s finest legal minds.   For these recognised attorneys, this award is more than an accolade; it’s an acknowledgement of their expertise and relentless pursuit of excellence. A special congratulations go to Alastair Hay and Andrew Clark, both named Lawyer of the Year in their respective fields of Construction and Insurance Law in Durban and to Laura Kelly and Tamryn Simpson, who have been honoured for the first time.   This recognition not only highlights individual achievements but also represents the collective strength of the Cox Yeats’ team, where collaboration and professional growth are foundational values. Cox Yeats Honoured in Best Lawyers 2025 Congratulations to all the honourees: Alastair Hay – 2025 Lawyer of the Year, Construction Law Andrew Clark – 2025 Lawyer of the Year, Insurance Law Christine Seger David Vlcek Emili Souris Gareth Cremen Gary Pritchard Laura Kelly – First-time honouree Lazelle Paola Michael Jackson Mongezi Mpahlwa Peter Barnard Richard Hoal Robin Westley Roger Green Tamryn Simpson – First-time honouree Thys Scheepers Tina Halstead   As they celebrate this achievement, Cox Yeats extends their gratitude to their clients and peers for their trust and recognition. They look forward to continuing to set new standards in South African law, always with a focus on excellence, integrity, and client satisfaction.   W: www.coxyeats.co.za

EThekwini Municipality has appointed a developer for the long-term leasing and redevelopment of Erf 12281 Durban, commonly known as “Joe Kools”, located at 137 Marine Parade.    This milestone follows the Municipality’s Proactive Land Release Strategy which invited industry proposals through a Request for Proposals (RFP) issued in November last year. The successful proposal secured a 45-year lease for the redevelopment of this iconic property.   The redevelopment aligns with the Municipality’s Inner-City Local Area Plan, which emphasises protecting and enhancing the beachfront as a key tourism asset.    This project will transform the property into a modern facility while retaining its charm and appeal.   The project will retain current national tenants under the Famous Brands umbrella, including Wimpy, Steers, Fishaways, and Milky Lane. A new Mugg and Bean restaurant will be introduced, with additional tenants to be confirmed as construction progresses.   Details of the construction timeline and programme will be announced, but the property will remain operational for the upcoming holiday season. Construction is anticipated to commence after the Easter holidays in 2025, subject to necessary statutory approvals. The redevelopment is expected to create approximately 80 jobs during the construction phase.   EThekwini Mayor Councillor Cyril Xaba said the Municipality is committed to ensuring that all existing jobs are retained and anticipates additional employment opportunities will be created as the new building will be 68% larger than the current structure.   “This expansion will attract new tenants, further boosting local businesses and job creation. The Municipality remains committed to driving economic growth and urban revitalisation through strategic property initiatives. This redevelopment is a significant step toward realising the Municipality’s vision of creating a vibrant and thriving beachfront for both residents and visitors,” said Mayor Xaba.   The Municipality has also finalised supply chain management processes for the redevelopment of the old “Funworld Site.” A formal announcement regarding this site will be made in due course.   W: www.durban.gov.za

Farah Goolam, a professional in investment promotion, plays a pivotal role at Invest Durban, the business arm of the eThekwini Municipality. Her work focuses on attracting sustainable investments that can benefit all of Durban’s residents. “My business is business,” she says with conviction. “I give Durban a business face, and it’s a call to action.” Farah is passionate about contributing to the city’s long-term goals, which include the 2030 vision to make Durban the best place to live in Africa. Farah Goolam - Close Your Circle Farah feels her path was always destined for something significant. “My parents named me after a Persian princess,” she reveals. “And I feel a certain duty to live up to that name.” Beyond her professional achievements, she is a proud mother of nine-year-old twin girls and a devoted wife. “I’ve known my husband for half my life,” she shares. “He has always supported my goals and ambitions, and for that, I’m grateful.”   Farah’s journey in public service began two decades ago with an internship at the municipality. “I was one of three people chosen from over fifty applicants,” she recalls. “I delivered mail in heels and a pencil skirt, doing everything I could to stand out.” In the initial stages of her career, Farah was like a “sponge,” soaking up knowledge and being reactive to opportunities. Over time, she grew more proactive, seeking out opportunities for growth and learning. She became adept at navigating political environments, understanding ethics and corruption, mastering communication skills, and learning the importance of protocol and etiquette. Her determination drove her to complete a marketing degree and participate in internationally recognised investment promotion and facilitation programmes.   Power of Collaboration At Invest Durban, Farah’s focus is on enhancing visibility and communication. “When you’re visible, it’s easier for people and organisations to reach out and have confidence in you,” she explains. “We are the first stop for businesses and potential investors looking at Durban.” Farah has participated in efforts to reach international markets through outbound missions, conferences, and other initiatives, creating a more attractive business landscape for the city.   Reflecting on her career, Farah expresses appreciation that after twenty years of service she is trusted to represent the city on global stages. One particular moment of gratitude stands out for her: standing in 303 West Street, gazing out at the harbour and the city below. “You realise that you’re making a positive difference, and it’s a moment to step back and say thank you to the Almighty,” she reflects.   Farah views her accomplishments as proof that ‘teamwork truly makes the dream work’. She believes in the power of collaboration and sees it as essential for achieving greater outcomes together.   Throughout her career, Farah has witnessed both the growth and setbacks of Durban. “Durban’s trajectory is always in flux,” she acknowledges. “Globally, that’s how life is. What goes down must come up, and I believe we just have to have faith in that.” Despite challenges, she remains optimistic, believing in the city’s potential to thrive. One of her key goals is to build civic pride and encourage collective responsibility. “You wouldn’t burn down your own home,” she reasons. “Let’s join forces to shape a positive narrative for the city, as it belongs to all of us.” Her vision for Durban is a sustainable and thriving economy that not only prospers today but lays a strong foundation for future generations.   Better Versions Farah’s inspiration comes from various sources. “I’m inspired by the people around me,” she says, “because they encourage us to strive to be better versions of ourselves.” She also finds motivation in South Africa’s history and the sacrifices made by past leaders. “We don’t take enough time to acknowledge those sacrifices and the benefits we enjoy today,” she asserts. Even meaningful sayings or memes, resonate with her. “The struggles you feel are not isolated; others have faced them and emerged stronger.”   For Farah, self-care is not just an afterthought but a necessity, especially when dealing with the various personalities and challenges in her profession. “You can’t change the person or the project,” she advises. “You can only adapt yourself and your approach.” Her grandmother’s wisdom has always been a guiding light for her. “My gran was a farm lady who always took time for herself at 3 p.m. with a piece of sponge cake and a cup of tea, no matter what was happening around her,” she reminisces. This lesson became especially significant during a time when Farah experienced burnout. “It’s like the safety instructions on an aeroplane: put on your mask before helping others,” she explains. “You cannot pour from an empty cup.”   To recharge and find her balance, Farah enjoys simple pleasures like cooking, listening to the sound of rain, reading, spending time with her family, and visiting the beach. “I’ve never put pressure on myself to have one big dream,” she explains. “I sustain myself with smaller dreams that are easier to achieve, and in catching these smaller dreams, I find better fulfilment.” This approach helps her maintain a more balanced life, appreciating the blessings that already exist around her. “You realise that you need not go hunting; you are already blessed,” she reflects.   Focus on Your Goals In advising young women, Farah encourages them to “stand up, stand tall, and build sustainability in everything you do.” She believes in the importance of staying true to oneself amid the world’s many opinions. “Focus on your goals without being swayed,” she advises. She also warns against self-doubt, believing that it is often the biggest barrier to success. “We are our own biggest enemies,” she says. “Once we get this out the way, we need to place blinkers on and focus ahead.”   Reflecting on her journey, she concludes, “Without discipline, drive, and accountability, you risk running in circles.” She often shares her personal motto: “Close your circle,” meaning to finish what you start with pride and integrity. “It’s been quite a journey and it’s not over yet.”

Royal Tyres Group, a leader in the tyre industry, is pleased to announce the appointment of Akshay Patel as its new chief executive officer (CEO), effective 15 November 2024.   Akshay Patel’s connection to Royal Tyres started as a young student, working weekends and holidays. This early exposure fostered a passion for the business and a commitment to its mission. Since taking charge of the Commercial Division in 2018, Akshay has championed an ambitious growth strategy, spearheading expansion into new markets while staying true to the company’s commitment to quality and innovation. Next Generation Takes the Helm at Royal Tyres Akshay shared his vision for the future, saying, “Our focus for Royal Tyres is on sustainable growth, embracing technological advancements, and strengthening our relationships with customers and partners. I am honoured to lead this esteemed company, rich with legacy and purpose. I look forward to building on our foundation while navigating tomorrow’s challenges, always upholding our core values.”   As CEO, Akshay brings continuity and stability to Royal Tyres, having already been deeply involved in high-impact decisions and strategic planning within the organisation. His innovative approach, focus on sustainability, and customer-centric philosophy are fully aligned with Royal Tyres’ core values, positioning the company for continued growth and long-term success. Under his leadership, Royal Tyres is set to embark on an inspiring new chapter that delivers even greater value to its stakeholders.   Jay Patel’s Enduring Legacy After more than 50 years of dedicated service, Jay Patel will assume the role of chairman. His extraordinary career has included over 35 years in the Retail Motor Industry (RMI), a longstanding position as chairperson of the KwaZulu-Natal Tyre Dealers Association which later resulted in being nominated and appointed as the national chairperson, giving him a seat at the RMI Executive Board. Jay’s vision and leadership have built Royal Tyres into a trusted name, and he will continue to provide guidance in this new chapter.   “It is with immense pride that I welcome Akshay as our new CEO,” said Jay Patel. “His vision, strategic insight, and commitment to progress will drive Royal Tyres to new heights. After five decades with this company, it is a joy to see the next generation take the helm, ready to build on our legacy.”   A Legacy of Excellence Founded in 1939 as Royal Vulcanizing, Royal Tyres has been a staple of the South African tyre industry for 86 years. Established by Raman Patel during the Apartheid era, Royal Tyres is an independent, Black-owned business that has withstood socio-political challenges, building a legacy grounded in integrity, customer service excellence, and competitive pricing. The rebranding to Royal Tyres in 2018 marked a new era, reinforcing its commitment to innovation and quality service. From humble beginnings in Durban, Royal Tyres has grown into a leading tyre distributor, known for its commitment to quality, innovation, and outstanding service. A national presence, dedicated team and efficient supply chain management allows the company to serve customers across Africa and beyond. Its history and dedication to excellence as well as a strong focus on corporate social responsibility continues to uphold its position as a trusted, respected name in the market.   W: www.royaltyres.co.za

Running a business isn’t for the faint hearted. It’s a rollercoaster ride with moments of triumph, panic, and the occasional “Why did I sign up for this?” question. But at its core, your business should be more than just a job, it should be a vehicle for wealth, security, and impact.   Focusing on three critical areas namely: optimising your current investment, preparing for future retirement, and building a lasting legacy, can ensure your business thrives for years to come. Marlene Powell - Is Your Business Truly Built to Last? Let’s break these areas down with real business examples and a light-hearted approach to self-assessment.   OPTIMISING YOUR CURRENT INVESTMENT Your business is your biggest asset. Is it working as hard as you are?   Service Business Example: A cleaning company kept losing clients due to inconsistent quality. By implementing staff checklists and automating scheduling, they improved customer retention and cut costs. Small tweaks, big wins.   Construction Business Example: A contractor drowning in delays and overruns adopted project management software. The result? Happier clients and healthier profits.   Ask   Yourself ■ Are your processes smooth and efficient? ■ Are your customers so happy they stick around? ■ Can your business grow without burning cash?   Rate Yourself ☐ Poor: Chaos reigns, and profits are leaking ☐ Good: Basic systems are in place, but there’s room for improvement ☐ Great: You’re running like clockwork, with loyal customers ☐ Outstanding: Maximum efficiency, happy customers, scalable growth   PREPARING FOR FUTURE RETIREMENT You didn’t start a business to work forever unless you’re allergic to holidays. Your business should secure your future, not tie you to your desk.   Trade Business Example: A plumber reinvested profits while setting aside a healthy retirement fund, diversifying savings to reduce reliance on business income.   Consulting Business Example: A corporate consulting firm developed a leadership pipeline by mentoring junior managers. This reduced dependency on the owner and prepared the business for a seamless handover.   Ask Yourself ■ Do you have a financial plan that includes savings and reinvestment? ■ Is your team ready to step into leadership roles? ■ Is there a clear exit strategy in place?   Rate Yourself ☐ Poor: Retirement? You’re not even thinking about it ☐ Good: You’re starting to plan but haven’t filled all the gaps ☐ Great: A solid plan is in place, with capable team members stepping up ☐ Outstanding: Financial security and a seamless transition strategy are ready to go   BUILDING A LASTING LEGACY Your business should leave more than just a profit margin. It should leave a footprint.   Service Business Example: A landscaping company built an excellent reputation by offering eco-friendly solutions and partnering with charities, becoming a trusted name for sustainability.   Construction Business Example: A builder embraced green technologies, earning loyalty and standing out in a crowded market.   Ask Yourself ■ Is your brand trusted for quality and integrity? ■ Are you positively impacting your community or industry? ■ Are you keeping up with market trends and customer needs?   Rate Yourself ☐ Poor: You’re just surviving, with no long-term impact ☐ Good: Your brand is trusted, but you’re not giving back much ☐ Great: Your business is respected and contributes positively ☐ Outstanding: You’re a trusted, innovative leader leaving a lasting footprint   REFLECTION TIME. WHERE DO YOU STAND? Add up your ratings ☐ Poor: Major overhauls needed time to act fast ☐ Good: You’re on solid ground, but there’s work to do ☐ Great: Strong progress, with refinements to perfect ☐ Outstanding: You’ve nailed it. Your business is thriving   TAKE ACTION NOW Building a business that lasts doesn’t happen by chance, it takes strategy and effort. By optimising your operations, planning for retirement, and creating a legacy, you can ensure your business delivers on its full potential.   Ready to level up? Book a complimentary one on one discovery session today. Together, we’ll create a roadmap to help you unlock your business’s full potential.   Your business has the power to be more than just a job. It can be your greatest asset and legacy. Let’s make this happen together! Don’t know what your next step should be! Contact me on the link below for a call.   Scan the QR code below to Get in Touch - Marlene Powell ( marlenepowell.actioncoach.com ).   Contact Marlene on https://linkshare.co.za/marlenepowell or call +27 (0)83 479 4471

Systemic vulnerabilities, cybercrime and social engineering add to pressures on institutions, businesses and the economy. Fraud in South Africa is on the rise with no signs of slowing.   Amid an uptick in digital transformation across multiple sectors, cybercrime coupled with sophisticated social engineering techniques are laying bare systemic vulnerabilities in public institutions and businesses alike. In 2024, South Africa remained a global hotspot for fraud, ranking among the top five countries for cybercrime density. Sameer Kumandan - South Africa Needs to Turn the Tide on Fraud “South Africa faces a perfect storm of fraud challenges that impact the entire breadth of the economy. From digital identity scams that affect consumers to complex procurement fraud that places organisations at risk, businesses need to adopt proactive strategies to mitigate financial and reputational damage as a matter of urgency,” notes Sameer Kumandan, managing director of SearchWorks, an innovative data platform that allows users to conduct live, accurate searches on individuals and companies and in-depth KYC checks online.   A Nation at Risk South Africa’s high fraud risk reflects the country’s adoption of digital technologies alongside clear gaps in combatting growing digital fraud. According to a recent analysis by TransUnion, 4.9% of digital transactions were flagged as suspicious in the first half of 2024. Telecommunications (8.0%), financial services (5.5%), and online communities (5.1%) are among the hardest hit as South Africa had the eighth highest rate of suspected digital fraud in the first half of 2024 out of the 19 countries where TransUnion provided regional breakdowns.   Identity fraud also spiked with synthetic identity scams (where personal data is manipulated to create false identities), which increased by an alarming 153% in just one year, according to TransUnion. In addition, the persistence of social engineering scams, including phishing, vishing, and SIM swap scams, has also contributed to the country’s fraud crisis. In 2023 alone, the South African Banking Risk Information Centre (SABRIC) reported that phishing attacks cost South Africans an estimated R200 million, a 50% increase from the previous year.   Fraud within public institutions, including SASSA and Home Affairs, also highlight South Africa’s vulnerability to fraud and cybercrime. Kumandan says the ongoing investigation into R370 SRD grant fraud and the exposure of identity theft at Home Affairs reveal underlying systemic issues and weaknesses that make it possible for fraudsters to operate undetected.   Factors Driving Fraud in 2024 “Trending fraud types like payment and procurement fraud, identity theft, and social engineering scams are often driven by a combination of cunning tactics by fraudsters and existing weaknesses within organisations. Legacy systems within organisations, human error, as well as a lack of tools or processes to identify fraud quickly create a cascade of challenges. Added to this are the advanced tools cyber attackers use, including AI-generated deepfakes to create convincing fake identities or bypass security measures,” explains Kumandan. Procurement fraud remains a pressing concern for organisations. According to the PwC Global Economic Crime Survey, procurement fraud ranks among the top three economic crimes globally, with gaps in fraud detection systems leaving South African businesses particularly vulnerable. Fraud involving public institutions further complicates the picture. “Implementing appropriate checks and accurately verifying government suppliers and employees can help regulate processes and streamline operations to deliver much needed critical services,” says Kumandan.   Counting the Cost of Fraud The Council for Scientific and Industrial Research (CSIR) estimates the impact of cybercrime on the South African economy to be at R2.2 billion per annum, with the country described as a ‘very attractive’ testbed for cybercriminals.   The repercussions of fraud extend far beyond financial losses, potential legal penalties and damaged brand reputations. “The consequences of inaction against fraud have an impact on the immediate victims as well as the broader economy. Overall trust in organisations and public institutions is a critical ingredient in the functioning of a healthy society. The stakes are simply too high to ignore,” adds Kumandan.   Turning the Tide Through Proactive Prevention At a broader level, taking a proactive stance against fraud is vital if South Africa wants to improve its economic position. To achieve this, Kumandan says it is necessary to strengthen good governance practices. “Having access to complete and accurate information on businesses and individuals, and the ability to verify credentials enables better, more transparent decision-making, which in turn can create greater trust between organisations and their stakeholders. Preventing and mitigating irregularities, fraud and corruption can through due diligence at all levels within organisations and public institutions.”   “By leveraging cutting-edge technologies and conducting thorough background checks, companies can protect their operations and ensure that fraudsters are kept at bay. SearchWorks provides the tools that organisations need to conduct these checks, ensuring compliance with relevant laws and mitigating risk,” he adds.   T: +27 (0)86 034 0000 E: info@searchworks.co.za   W: www.searchworks.co.za