KZN Invest 08

KZN M A RC H 2 0 2 0

INVEST

Slick City

Festive plan helped eThekwini rake in big bucks

CONNECT COMMUNICATE COLLABORATE

Manufacturing Province’s bid to lure smart business pays off

Infrastructure Developments blossoming in KZN’s “Midrand”

Building the Future

RECYCLING SPECIAL

ISSUE 08

Giving

Seeking sustainable charities

20% OF EMPLOYMENT

SECTORS

AGRICULTURE/ BUSINESS SERVICES/ MANUFACTURING/ ENERGY AND WATER/ MINING AND BENEFICIATION/ TOURISM AND PROPERTY DEVELOPMENT

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KNOWLEDGE IS THE POWER

TO THE PROVINCE

SELECT THE RIGHT PARTNER AND LOCATION

THE MANUFACTURING SECTOR CONTRIBUTES

Trade & Investment KwaZuluNatal is a South African trade and inward investment promotion agency (IPA), established to promote the province of KwaZulu-Natal as an investment destination and to facilitate trade by assisting local companies to access international markets.

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TIKZN

Trade & Investment House, 1 Arundel Close Kingsmead Office Park, Durban, 4001, South Africa +27 (0) 31 368 9600 info@tikzn.co.za

Y O U R K N O W L E D G E PA R T N E R I N B U S I N E S S PUTTING KZN ON THE MAP Trade & Investment KwaZulu-Natal plays an instrumental role in promoting the province as the premier investment destination through promotion and packaging of investment opportunities, as well as providing professional expertise to potential international and local investors.

KWAZULU-NATAL SOUTH AFRICA KWAZULU-NATAL

29° 0’ 0” S, 31° 0’ 0” E

INVESTMENT OPPORTUNITIES 2019 – 2021

Tasked with sustainable growth in KwaZulu-Natal for the benefit of all its citizens, Trade & Investment KwaZulu-Natal’s main responsibility is to enhance sector and industrial development through trade, investment and exports.

The strategically-located province is a catalyst for global trade and a portal between KwaZulu-Natal and the world.

www.tikzn.co.za

GROWING THE PROVINCE THROUGH INVESTMENT With two of the hemisphere’s largest and busiest ports within its border, locally acclaimed attractions which enjoy an all-yearround idyllic climate, a magnificent coastline, heritage sites steeped in rich culture and the African township experience which have emerged strongly; KwaZulu-Natal’s tourism sector is the main contributor to the local economy.

Not only is KwaZulu-Natal’s year-round sub-tropical climate a major attraction, but investment has come in a variety of guises, inclusive of Durban’s Point Waterfront Development, the Gateway Theatre of Shopping, the development of Umhlanga Ridge, La Lucia Office Park, Suncoast Casino, Sibaya Casino, the Liberty Midlands Mall and Dube TradePort, these are considered to be some of South Africa’s top 10 investment opportunities.

As the only facility in Africa that combines an international airport, a dedicated cargo terminal, warehousing, offices, retail, hotels and agriculture, Dube TradePort has stimulated growth and investments in surrounding areas.

All these constitute investments of R1 billion or more with investment opportunities such as the Richards Bay Industrial Development Zone offering potential investments in excess of R12 billion.

The ideal position to be the trade gateway to Africa, KwaZuluNatal enjoys a large labour pool, competitive land and building costs, world-class transport and telecommunications infrastructure and diverse cultures.

A WORLD-CLASS BUSINESS LOCATION A leader in export trade, KwaZulu-Natal engages with various stakeholders involved in international business relations, including intergovernmental agencies such as the Department of International Relations and Cooperation, the Department of Trade and Industry, South African Missions Abroad, Foreign Investment Promotion and International Diplomatic Missions.

Trade & Investment KwaZulu-Natal’s Destination Marketing Unit works closely with various National and Provincial Departments ensuring KwaZulu-Natal is positioned for direct air access which is critical in growing KwaZulu-Natal’s economy.

www.tikzn.co.za ISO 9001 Certified

W H AT ’ S I N S I D E

Issue 08 MARCH 2020

INVEST

KZN

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COVER IMAGE: THE UMHLANGA ARCH – A SYMBOL OF PROPERTY GROWTH FOR KZN

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48 - 06 -

Guest column JM Tostee praises city

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On money men and corporate beefcakes Meet Suresh Naidoo

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Coastal property A good time to buy

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New factory for brickmaker Corobrick’s investment

- 18 Businesses going green

Three stories, one goal

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Money in water Embracing opportunity

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EDITOR Greg ArdŽ PRODUCTION EDITOR Lorna King DESIGNER Kyle Griffin ADVERTISING Gaylene Diedericks 081 707 6313 GENERAL MANAGER Doody Adams CONTRIBUTORS Shirley Le Guern Matthew Hattingh Illa Thompson Brian Downie Sarah Montgomery Laura du Toit Fred Kockott Karen Brokensha Prakash Bhikha Mlungisi Mbele Copyright: All material in this issue is subject to copyright and belongs to Famous Publishing unless otherwise indicated. No part of the material may be quoted, photocopied, reproduced or stored by an electronic system without prior written permission from Famous Publishing.

Disclaimer: While every effort is taken to ensure the accuracy of the contents of this publication, neither the authors nor the publisher will bear any responsibility for the consequences of any actions based on information contained herein. Neither do they endorse any products/services advertised herein. Material which appears under ‘Advertorial’ is paid for.

Published by Famous Publishing, 52 Mahogany Road, Mahogany Ridge, Westmead, Durban, 3610.

031 714 4700 www.famouspublishing.co.za Printed by Novus Print KwaZulu-Natal

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Russell Curtis’s big deals

N3 projects race ahead

Big bucks follows big bucks

The highway of promise

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LG – setting up in KZN

Future-ready students

Smart moves

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Taxi industry An economic artery

Education

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Where is giving going?

Corporate social responsibility

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Making music School nurtures youngsters

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Infrastructure marvel Update on M4 repairs

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Dancing through paradise Award-winning dancer Musa Hlatswayo

Guiding your business The local lawyers with a global presence angelaclark@ eversheds-sutherland.co.za T: 031-9400501

eversheds-sutherland.com Š Eversheds Sutherland 2019. All rights reserved.

Eversheds Sutherland (International) LLP and Eversheds Sutherland (US) LLP are part of a global legal practice, operating through various separate and distinct legal entities, under Eversheds Sutherland. For a full description of the structure and a list of offices, please visit www.eversheds-sutherland.com DTUK002213_01/19

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ED’S LETTER

I

once interviewed the chairman of Unilever in South Africa. He was a top man, friendly and super successful. We got on famously, chatting about the corporate behemoth and its significant impact on the local economy.

Only once did the chairman shift uncomfortably in his chair, a bit of an indictment of this journalist. I asked him if he had any idea how much plastic Unilever was pumping into the environment. The chairman grimaced briefly, then deftly ducked the question before quickly changing the subject. I think I threatened an email follow up, but I didn’t.

Gratefully, five years later, Unilever announced a colossal commitment to reducing its plastic footprint and if successful it could save enormous volumes of plastic from rivers, oceans and beaches. We don’t yet know how Unilever plans to execute its strategy, especially as it should profoundly affect suppliers, but hopefully this will become publicly evident.

KZN - facing the CHALLENGES This issue has a host of stories around a greener economy. At one level this is still touchy-feely, at another it is intensely practical. More firms, like companies specialising in

water, for example, are seeing the profit in the management of waste and diminishing resources.

Unfortunately, in spite of its great intentions, government at all levels

seems unable to police pollution and put in place viable waste reduction projects – which means we have to rely on the goodwill and conscience of big corporates like Unilever to

change things.

Responsible business offers great hope for improving South Africa.

Over the holidays during load-shedding, I found all the gobbledegook around

ED’S LETTER

Eskom and alternate power generation quite grating.

It reminded me of the collective term for turkeys, which, I was surprised to discover, isn’t “gobble” but “rafter”. And that reminded me of politicians, the lot of them, from the guys in power to the many palookas in the opposition.

All consumed by their own ideologies on change, they gird around in a silly circle of wind-flapping, featherruffling feckless frolic. It comes with an obsessive

preoccupation with yourself.

Politicians command the poor and the dispossessed.

People of means are like customers in a competitive economy: they march with their feet, and it’s becoming easier for these people to move to where there is a more compelling service option, whether it be a private, gated estate, another city, province or country.

I received an amusing press release when the

latest round of loadshedding kicked in. A savvy emigration specialist with 35 000 Facebook followers collected some interesting data. It turns out there are 50 things snivelling Saffas stash in their trommels when they leave Poffadder for Perth, Palm Beach or Paddington.

Chief among them are the Weber braai, potjie pot, Skottel, Pyrex dishes, Tupperware, Kenwood, NikNaks, biltong, green Tabasco, Eno, Corenza C, Myprodol, and Crosse & Blackwell tangy mayonnaise.

I respect anyone’s choice to put a knapsack on their back and seek greener pastures. Humans have been doing this for time immemorial. But I don’t get why they pine for home comforts when they reach new shores. It’s meant to be an adventure full of wonder and it turns into a sentimental, woe begotten quest for Mrs Balls chutney.

For now, I will not be joining that queue. Even though I’m more than vexed by our challenges – South Africa’s growing indebtedness, its failure to provide basic services, and state capture.

I read a piece by Ann Bernstein who heads up a Johannesburg think tank.

She said 10 million South Africans are jobless. Only 42% of adult South Africans work, down from 46% in 2008. Bernstein says every day 1 700 South Africans join the labour market and fewer than 500 will find jobs. This calls for fundamental policy changes and innovation.

Engaging with a range of clever people in the compilation of this edition a

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few things sunk home. Our cities (notably eThekwini) are growing rapidly.

In this growth, poverty and massive informality presents challenges and opportunities relating to alternative housing, transport, waste, health provision, connectivity and entrepreneurship.

We should all be contributing to ongoing discussions around these issues. KZN has much to trade on.

This edition has great stories around the region attracting world-class investment (though not enough). Enlightened souls in government are making a positive impact (read the guest column).

KZN offers an unrivalled lifestyle. The province has cracker potential, especially in tourism and financial services. Selfless, solutions oriented and accountable leaders in government, business and society could see KZN meet some challenges admirably.

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gregarde@gmail.com

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ur surf shop, Surf HQ, is situated behind North Beach in Durban. We have been trading as Surf HQ for 10 years but the shop has been in this same spot for the last 20 years.

My personal history in surf retail goes back to 1980 working for Shaun Tomson’s mom in their surf store during my school holidays, to working for Mike Larmont for years through the mid-80s, and then owning our own surf stores with my wife Tessa Tostee and my brother. So, I have been involved in the business for 40 years and through experience have grown to understand the cycles and challenges well.

The question put to me by Greg Ardé was “how was your December trade this year?” – knowing this is the biggest turnover month of the year, and given the historic problems Durban business has faced with poor beachfront management, traffic control and lawlessness over the holiday season.

Well … this year came as a big surprise to us, with our 2019 December sales being double 2018.

When asked to account for the unexpected growth I ascribe the boom directly to the new city management’s attention to detail, having an effective plan, and being prepared for the

G U E ST CO LU M N

TRADE pumps in a slick city JM Tostee is a popular Durban clothing retailer known for expressing strong views about eThekwini administration. But in December 2019 the city came to the party, Tostee writes massive influx of holidaymakers. The positive impact to our business came from the following points which I witnessed first-hand.

The major increase in policing and community service monitors

plus strict law enforcement by the SAPS and City Police: The visibility of hundreds more people employed by the city over this busy season created the safety factor we haven’t seen in years.

City bylaws were enforced to prevent previous total chaos everywhere.

Outside our shop on Brickhill Road we had a line of two dozen “yellow jacket’’ temporary security monitors on patrol from sunrise to sunset daily.

These people did an amazing job of addressing thorny issues in the nicest way, resulting in total control, and creating a positive, safe, happy vibe on the streets all day long.

Planning to deal with the excess litter that always results from large crowds (it happens all over the world): My family and I drove through town to view the really cool display of Christmas lights (yes, the city does still put them up and they looked very good!). We witnessed the municipal cleaning teams working at midnight to ensure the streets and beaches were spotless by sunrise. They did an incredible job. My sons and I surfed at North Beach on Christmas Day – the beaches were already clean, the crowds were smaller than usual and well managed. There was a real Christmas spirit on the beach with total strangers of all colours wishing each

G U E ST CO LU M N

other Happy Christmas. Oh, and the waves were clean and fun too, so it was perfect! We also surfed early on the 2nd of January, the morning after New Year celebrations which is historically the worst mess day of the year, and once again North Beach was spotless.

The increased number and presence of lifeguards working to ensure bathing safety on the beach every day: These guys were friendly, professional and guided bathers into specific zones to ensure better observation and management. And it worked. The beach control was fantastic. My staff at the surf shop rotated lunch hours to each take a “board meeting’’ for an hour every day, and we all managed to fit our surfs in every day over the entire season. No drama to get to the beach, into the surf and back to the shop within an hour.

This hasn’t happened before.

Traffic management: One of the biggest plusses for our business is when customers can park outside our front door. Strict traffic control ensured that all vehicles kept moving steadily and we experienced very little in the way of congestion. As an example, the public holiday on the 16th of December is a day when we trade until 2pm. In previous years we had to close the doors much earlier due to an influx of taxis and

busses filling the streets and parking everywhere. They blocked traffic and drinking and partying ensued in the streets all day and night.

This year was very different – the extra monitors ensured taxis and busses dropped their passengers off and moved out immediately, keeping the roads free, flowing and clean. As a result, our shop doors stayed open due to the easy access, and more and

The visibility of hundreds more people employed by the city over this busy season created the safety factor we haven’t seen in years more shoppers kept arriving through the day, long past midday. I eventually locked the doors at 7pm after the last customer had finished shopping, and never once felt any security threat as the temporary security staff were still working outside. It was a fantastic day and reminded me of the days in the late 80s when we used to stay open very late at Larmont surf shop in West Street. I hope this can continue.

Positive media: I think so much media is biased towards broadcasting

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bad news – as the hype sells. Perhaps social media had a far bigger impact this year which contributed to Durban being so upbeat? On our SURF HQ Facebook and Instagram pages we posted a live video from the beach every morning to give our followers a surf report and showcase the clean beaches and amazing work being done. Our post views jumped into the thousands and were shared and re-shared many times. A lot of other surfers and beachgoers enjoying the new longer promenade did the same.

So the good work being done by the city was being seen and appreciated by people who may have had reservations about coming down to Durban beachfront. The positive images they were seeing helped change their minds.

Many customers mentioned that these social media posts made them decide to drive into town from as far as Hillcrest and Ballito on days when we showed the clean beaches and good waves.

I’m sure there are many other factors, and I’m sure there were people who worked very hard who we didn’t even get to see, but these are the things that stood out for me and my business.

Lastly, we’re very grateful to the city and its staff for turning things around and restoring so much pride and good to Durban. Thank you all so much.

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PROFILE

On money men and corporate BEEFCAKES What do testosterone and successful smaller accountancy firms have in common? Perhaps more than you might imagine, writes Matthew Hattingh

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he men and women poring over the ledgers are not necessarily a mucho lot. But their clients often are. Vanesan Govender, one of the partners at Accencis, a KwaZulu-Natal firm of chartered accountants, says providing clients with a personalised service is what sets boutique firms apart from the bigger competition.

“We are agile. We will take their call on a Sunday,” he says. Govender, 36, says chief executives can be a driven lot.

“Their testosterone is high ... they want answers now.”

Govender is in the boardroom at Accencis’s uMhlanga Ridge office with the founder of Accencis, Suresh Naidoo. They are relaxed, sans neckties.

The KZN economy, indeed the country, says Naidoo, is taking strain, and companies are reluctant to invest in new operations. New clients launching completely new ventures are scarce.

Vanesan believes there is something of a banking monopoly in the country which is one of the reasons why businesses struggle to get finance. His disquiet with the banks goes further. He tells of a client who recently came under pressure from a bank to dump Accencis in favour of one of the big four accounting firms – believing that the big four offer some sort of accounting alchemy. “We sign off to the same standards,” says Naidoo.

Businesses also want advice, including on how to structure their processes and systems better to save money and get new work. Family-owned businesses, some in the multi-billion rand bracket, and NGOs are mainstays. These are clients who like the personal touch. They expect Accencis partners to attend their functions and family weddings.

“It’s the part I enjoy, the marketing,” says Naidoo, a gregarious 58-year-old. The firm’s senior partner is well positioned to talk on the relative merits of accounting firms – big and small – and the role of relationship building in business. He’s been at it longer than most and knows many of the figures in an industry that’s grappling with transformation and has been shaken by scandal.

Naidoo agrees, perhaps only half in jest, that he’d been a big disappointment to his late mother – who died in 2019 at the age of 94 – because he never became a doctor. He made an early stab at medicine, enrolling for a BSc straight out of school, but it didn’t pan out. “I was too young to know what I wanted; I had just turned 17.”

Naidoo returned to work in the family business, a trading store in rural Umkomaas.

By the time he was 23 he had a shrewd idea of what he wanted to do: not a doctor, but an accountant. Naidoo went back to university

Businesses also want advice, including on how to structure their processes and systems better to save money and get new work

PROFILE

ABOVE: SURESH NAIDOO ENJOYS MARKETING AND RELATIONSHIP BUILDING IN BUSINESS.

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and sailed through his degree, earning six distinctions and the highest mark for Taxation. In 1988 Naidoo began his articles at Deloitte in Durban.

The time spent in the family shop played to his advantage. He was already comfortable with real-life business and record-keeping, but says it was still “my steepest learning curve”.

Big conglomerates like Anglo and Barlows dominated the business landscape in an era where exchange controls shaped investment decisions and Naidoo soaked it in. After completing his articles, he joined Robertsons – the food and spice company – where he had done work as an audit clerk.

Naidoo then worked as a partner for a host of firms that merged and morphed. In 2001 he was at KPMG, eventually becoming managing partner for their KZN region until 2006 when he joined Deloitte for three years before forming his own firm.

In 2012 Naidoo was diagnosed with stage 3 lung cancer, an illness with a 25% survival rate, says Naidoo. His thoughts turned to who would succeed him. Vanesan, then in his late 20s, was brought on board as a director. The younger man says it was stressful, but “it made me stronger”.

Naidoo recovered, his firm merged with another, and Accencis was born. Today it has a staff of 38 including the partners.

Naidoo says transformation is needed to loosen the iron grip the big firms have in the industry which stymies competition.

In addition, there is also a “huge skills shortage” for top calibre articled clerks, but firms that have an open, diverse environment attract good staff.

The partners say young chartered accountants increasingly have little appetite for making a career in auditing, much less to become partners in auditing firms with the responsibilities and compliance burden it entails.

On accusations that the profession needed to answer for the scandals at the Gupta Brothers’ Oakbay Investments, Steinhoff and more recently, Tongaat-Hulett, Naidoo says auditors – who include former partners and men he had worked with over the years – had been made scapegoats for other people’s failings.

He used a football analogy to explain the role of auditors in corporate governance.

“We are the goalkeepers, but where were the midfielders? Where were the central defenders?” Naidoo asked.

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A D V E RTO R I A L

The power of BUSINESS

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From photocopiers to solar panels – for 25 years PhotoNote’s Phillip Kershaw has headed up a brand that’s not shy to optimise the integration of business through technology

or 25 years PhotoNote has continued to offer technological innovation in the workplace, all the while maintaining a strong service culture with clients.

These two principles are the cornerstone of their success as a Durban business, and their foundation for a future that will set them apart from the rest, making them your number one business partner of choice.

PhotoNote has come a long way. Phillip Kershaw started the business a quarter of a century ago with three staff operating out of a small office supplying photocopiers.

Today, the company owns a big warehouse and office complex overlooking Riverhorse Valley, and atop the expansive roof of that building is the latest addition to their vast range of office equipment aimed at maximising productivity in the workplace – solar panels.

Years ago Phillip saw the power of technology when he set out supplying photocopiers. In no time his exponential growth saw him extend his offering to include data projectors, CCTV cameras, telecoms, interactive solutions, access control systems, digital

printers, computers … and now solar panels.

Along the way PhotoNote made diversification key to its strategy, while always maintaining a strong service culture. According to Phillip, you can have all the new-fangled technology under the sun,

25 years in

business

but if you don’t have open, honest relationships the gizmos are worthless.

PhotoNote’s emphasis is on good products and prized relationships, and customers who are confident of the company’s commitment to them will stay the course – even if the

A D V E RTO R I A L

RIGHT: DIRECTOR AND GROUP MD, PHILLIP KERSHAW BELIEVES HIGH SERVICE LEVELS ENTRENCH CUSTOMER LOYALTY. BELOW: THE “POWER” TEAM DRIVING PHOTONOTE’S BUSINESS SUCCESS. FROM LEFT: JACQUES VAN HEERDEN, GERHARD RUDOLPH, CANDI MOODIE, ANDREW MURRAY AND RICHARD PEREIRA.

ride gets bumpy.

“My ethos has always been ‘stay true to your word’. When I started out in photocopiers there was a multitude of problems.

Even the heaviest wearing copier takes a pounding.

Hiccups require regular call-outs, but if you

resolve problems swiftly and honestly you earn a reputation for reliability.

“If we say we will be there at noon, we will be five minutes early,” Phillip says.

High service levels entrench customer loyalty, making it so much easier to sell more than CCTV cameras and photocopiers. The company’s clients rely on them for bigger technology solutions.

In addition to the technological side of the business, one aspect that is crucial to their success is the business solutions PhotoNote offer to ensure your business operates efficiently, every day, and keeps up with changes in the industry – leaving the business owner to focus on business.

PhotoNote is a let-toown company that offers finance mechanisms for high-end equipment.

Firms often cannot afford the capital outlay for equipment in a single transaction, and items like photocopiers and CCTV systems are often best funded through monthly instalments and service

contracts. PhotoNote also offer tailor-made packages to suit your business; business continuity to limit downtime; and UPS and generators to keep your business running and making money. Offering these business solutions is how Phillip has built a

You can have all the new-fangled technology under the sun, but if you don’t have open, honest relationships the gizmos are worthless” – Phillip Kershaw

client base of almost 2 000 companies.

In 2018 Phillip had something of a revelation when a businessman offered to cut R8 000 a month off his electricity bill.

He spent R400 000 installing solar panels on his roof in

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Riverhorse and experienced the saving firsthand. “In Durban, there are 300 days of pretty much guaranteed sunlight – enough to power solar panels.”

The new enterprise found their first customers among PhotoNote’s loyal clientele, and to date they have installed six projects worth R7-million.

PhotoNote has already covered acres of schools and factory roofs in solar, which from the onset is not meant to supply power during load shedding.

PhotoNote’s offering is simple: super savings on electricity bills.

Most of the solar leasing arrangements PhotoNote have installed have washed their face immediately, meaning the customers save more on their electricity bills than their monthly purchase commitment. In five years, when customers have paid off their solar plants, the value of the saving will have effectively doubled.

“The solar aspect of our business is a no-brainer,” says Phillip. “The world is moving to greener technology and electricity tariffs in South Africa are only going up.”

With a strong management team in place – Phillip Kershaw, Andrew Murray and Richard Pereira – and the power to embrace technological changes in the office space to maximise productivity to the benefit of the business owner, PhotoNote is ready to be your number one business partner of choice.

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Contact PhotoNote: 031 583 8500; www.photonote.co.za

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P R O P E RT Y

A good time to buy on the COAST Some might describe The Umhlanga Arch as a beacon of hope and a symbol of growth in a generally challenged KwaZulu-Natal property market

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ast month the building’s first tenants moved in and construction is marching towards completion with the highest floor slab cast and 1 200 workers on site every day. Landscaping on the High Street has begun and the restaurants are being fitted out.

Development director Charles Thompson said the building offered “premium services positioned at the pulse of uMhlanga” and predicted The Arch would set the benchmark for mixed-use developments in KZN. The landmark building is not entirely a barometer of the property market in KZN, but it’s not far off.

Stefan Botha is the owner and director of Rainmaker,

a specialised property development and marketing company with a spread of national clients. Rainmaker researches developments and has a good handle on the residential property market, which Botha described as “challenged”.

“Over a certain price point sales have dropped.

The sentiment is low. People with means are emigrating and investing offshore.

“But, there are only so many people who can afford to do that and there is a big segment who still want to buy and are getting bonds. This segment is price sensitive and the properties that are moving are in the range of R600 000 to R900 000. These buyers are looking for safe and secure environments.”

Botha said buyers were not the over 50s who previously

RIGHT: THE UMHLANGA ARCH UNDER CONSTRUCTION. PICTURE: PRAKASH BHIKHA

dominated the market.

“They are far younger now and developers have to plan carefully around them. Whereas in the past developers had larger room for error, now they have to be way more methodical.

They have to target the price point better, be more affordable, more compact and release their product to market in smaller phases.”

Botha said while market sentiment was generally low, it had been boosted by President Cyril Ramaphosa’s State

P R O P E RT Y

LEFT: STEFAN BOTHA, OWNER AND DIRECTOR OF RAINMAKER.

of the Nation speech and assurances around land expropriation for agricultural purposes only, which had given residential property developers confidence.

Parts of KZN, especially along the coast from Amanzimtoti to Ballito, still enjoyed high demand.

“Good parcels of land that are near to private infrastructure like shopping malls, schools,

Development director Charles Thompson said the building offered “premium services positioned at the pulse of uMhlanga”

hospitals still continue to attract buyers.”

Erik Steele, the marketing manager of Zimbali, said interest was sustained in the coastal development, including a 166-unit apartment block that was sold out and where developers had already broken ground.

Lee Ellis, Tyson Properties director in KZN, said good coastal property was still “very sought after and is currently excellent value for money”. He said sellers were “fairly negotiable” and

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units in secure complexes were generally more popular than free-standing homes. On the whole, Ellis said Tyson was expecting a buoyant year.

Ryan Berry, the owner of Deal Core, described the KZN commercial and industrial property market as tough, way off the highs of the boom a decade ago.

“This has seen a rental realignment and raised tenant expectations, but good properties and good landlords are not easy to find.”

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M A N U FA C T U R I N G

New factory for BRICKMAKER Design work for a new R200-million brick factory along the KwaZuluNatal north coast has been completed, writes Shirley Le Guern

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stablished in Durban in 1902, Corobrik has grown to be the leading brick manufacturer, distributor and marketer of clay bricks, clay pavers and associated allied building products in South Africa.

Today, 118 years down the road, Corobrik’s chief executive, Dirk Meyer, says negotiations for the purchase of land on which to locate the new facility are progressing well.

The initial announcement that the brickmaker intends digging deep and investing on home soil came during last year’s South African Investment Conference in Johannesburg when Meyer said the building of the new KZN brick plant would follow directly after the completion and commissioning of its current R800-million new mega brick factory that is currently nearing completion at Driefontein in Gauteng.

During 2019, Corobrik invested R550-million at Driefontein, and plans to add a further R250-million to complete the project during 2020 – with product likely to

ABOVE: DIRK MEYER, COROBRIK’S CHIEF EXECUTIVE.

go to market in early 2021.

The new Driefontein factory, which will produce high-quality face bricks in different sizes, formats and colours, is the largest and most environmentally

friendly facility of its kind in Africa. Commissioning of the first kiln and drier will begin in early 2020 with full production expected

by November.

The Driefontein factory, which will utilise new technology from Germany and generate a large

proportion of its electricity from renewable resources, will be a blueprint for its smaller KZN sibling.

Like its bigger brother, the planned new factory will be powered largely by natural gas with gas consumption for its kilns being reduced by at least two-thirds.

BE PART OF Meyer said the new brick plant would be built to the north of Durban as it is intended to augment production at its current Avoca plant which is adjacent to the company’s head office.

At this point, it is still too early to say which specific products would come off the new production line or how Corobrik’s product offering in KZN will be split between the two factories.

Corobrik expects to take about a year to complete the new brick factory with production likely by 2022.

Corobrik currently operates 13 clay brick factories and 14 kilns countrywide. These produce a mix of plaster and face bricks for the residential and commercial markets.

The new KZN facility will push Corobrik’s overall investment during 2019/20 to over R1-billion It also has two concrete operations in Durban which supply concrete paving and retaining walls.

The company sells about four million bricks per working day.

“What is particularly important about both of these projects is that, while we are using German intellectual property, most of the building and construction is being done by South African companies,” Meyer says, adding that, in Driefontein, 30 members of the local community were trained and employed to lay bricks during construction, providing them with a marketable skill going forward.

A similar approach will follow in KZN. Again,

although Meyer can confirm that the new plant will create jobs both during and after construction, he says it would be premature to put a number to these.

The new KZN facility will push Corobrik’s overall investment during 2019/20 to over R1-billion, despite the fact the country remains in an economic downturn with the construction sector being one of the main casualties.

He counters that the company’s R1-billion investment is intended to ensure it remains relevant as a key stakeholder both within the construction industry and the broader South African business environment.

“This is undoubtedly a strategic investment that transcends any economic cycles. Most of our factories have a useful life of at least 40 years. If we do not invest, our business will not grow in the future. Instead, we are investing at the right time to take advantage of future improvements in the economy.”

Meyer says that, as an investor, Corobrik has taken a long-term rather than a short-term view and will continue to invest resources in technology, manufacturing practices, distribution networks and logistic capabilities.

“We have been supplying bricks into the South African market for nearly 120 years and we’ve built an important legacy. Many of our country’s most iconic buildings have been constructed using Corobrik products and we must continue to provide the people of South Africa with quality affordable building products. We believe that both the Driefontein and Durban projects will help us to achieve a continued legacy of excellence,” he says.

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GEARED FOR GROWTH A truly smart city, Durban, KZN, South Africa seamlessly combines an innovative business environment with an exciting, contemporary lifestyle.

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Huge prize for business to go GREEN KZN businesses can either ignore the climate emergency or demystify calls to action. That latter is a chance to learn and possibly make money, writes Sarah Montgomery

T

he crisis is front and centre in much of the news. Most business leaders, investors and city planners have an inkling of the implications of this and realise the need to plan for the future. But amid all the booming headlines and catastrophic photos, companies can often become paralysed.

When problems seem insurmountable and a world leader tells us to “reject the perennial BELOW: DR DEBRA ROBERTS, HEAD OF THE SUSTAINABLE AND RESILIENT CITY INITIATIVES UNIT IN ETHEKWINI MUNICIPALITY.

ABOVE: ANGIE CLARK, HEAD OF BUSINESS DEVELOPMENT AT EVERSHEDS SUTHERLAND.

prophets of doom and their predictions of the apocalypse”, it is easy to succumb to the urge to jump on this, welcoming the reprieve it offers.

But as eThekwini municipal sustainability and resilience chief, Professor Debra Roberts, says, there is “now irrevocable proof that climate change is happening” and that it is happening faster and striking harder than expected.

Roberts was the keynote speaker

at an event hosted by Grindrod, the National Business Initiative (NBI) and Eversheds Sutherland in Durban recently. She noted that 97% of scientists working on climate change agreed that climate change is happening and that it is man-made.

While the remaining 3% may shout loudly, their volume should not be confused with evidence. Roberts wryly noted that you can believe the world is flat, but this doesn’t make it true.

Roberts played a key role in the 2014 seminal global report climate change. She said keeping this change within manageable limits was possible, but it needed a massive commitment to change.

Every decision matters, every year matters and every business matters.

Steve Nicholls, head of Environmental Sustainability at the National Business Initiative, unpacked the economic risks of climate change for South African firms.

It potentially affects about R807billion of value. To help businesses better understand the severity of these

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have a devastating impact on people, the economy and environment as local temperatures rise at double the rate of global ones. These risks are powerfully illustrated in an interactive app that the NBI has developed in partnership with researchers, see panel below.

Legally, companies have a “duty of

97% of scientists working on climate change agreed that climate change is happening and that it is man-made ABOVE: STEVE NICHOLLS, HEAD OF ENVIRONMENTAL SUSTAINABILITY AT THE NATIONAL BUSINESS INITIATIVE.

risks, the NBI has mapped possible future outcomes. The best outcome is dependent on global temperatures staying at 1,5°C above pre-industrial levels – and we are already at 1°C. Any outcome other than this will

care” to the environment. Pascale de Froberville of Eversheds Sutherland said environmental legislation imposed duties on a wide range of persons, including directors, to take reasonable measures to prevent harm or the risk of harm to the environment. Noncompliance is a criminal offence.

So yes, this is our wake-up call.

THE NBI CLIMATE MAPP The National Business Institute has developed an app that businesses can use to understand the future, dependant on global and local rising temperatures. They call it an interactive platform presenting conservative predictions of what South Africa could look like if we continue on the path of business as usual.

It shows how an increase in temperature will affect change across three factors: biodiversity, agriculture and heat stress. In a purely economic sense, all of these have implications for the future of businesses. The app is designed to “illustrate how important it is for South Africa that local and global leaders collaborate to increase climate ambition, reduce emissions, and stabilise the average global temperature increase”.

ABOVE: PASCALE DE FROBERVILLE, AN ASSOCIATE IN THE ENVIRONMENTAL AND SUSTAINABLE DEVELOPMENT DEPARTMENT AT EVERSHEDS SUTHERLAND KZN.

Adaption brings both risks and opportunities. Nicholls said: “If we get it correct there is much opportunity to uncover.” The economic prize, he said, was US$12-trillion and 380 million jobs.

The challenge to business is how it responds. Companies are increasingly under pressure from consumers demanding they position themselves to respond ambitiously and stop contributing to the problem.

There is a growing community of people talking about this and spurring each other on. Cathie Lewis, of Grindrod, described the Durban meeting as an inaugural one with the aim of it becoming an annual event where firms join the conversation and share action plans.

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ABOVE: CATHIE LEWIS OF GRINDROD.

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Plastic PLEDGE

REAL OR A WASTE OF TIME? Plastic waste is engulfing our planet and corporate giant Unilever has made bold promises to stem the tide, but how will this affect the company’s local suppliers? Laura du Toit and Fred Kockott tried to find out

T

he multinational corporation, Unilever, now sees business through greentinted glasses, having unveiled a commitment to halve its use of virgin plastic. There was a global chorus toasting the pledge.

Switching to reusable packs, concentrated refills and using alternative materials, the consumer goods giant declared that by 2025 all of its packaging would be recyclable or compostable.

But how does it intend to make this a reality locally?

KZN INVEST tried to find out, without much success.

Consumers anticipating shampoo refill stations, cardboard deodorant sticks and toothpaste tablets might be applauding a little too soon. Sustainability is a buzz word, along with the climate crisis and veganism. Some households – probably an enlightened few – have recycling bins which rescue milk bottles and egg cartons from the dump. Some stores offer paper bags rather than plastic, and it is now fashionable to own reusable metal straws.

Everyone is jumping on

the “green” bandwagon and Unilever has acknowledged that plastic pollution is a huge, worldwide problem.

Chief executive of the South African arm of Unilever, Luc-Olivier Marquet, knows better than most how useful plastic can be – for packaging the millions of bottles of lotion, cleaning products and other consumer goods his multinational produces annually.

But Marquet is also acutely aware of its downside.

The father of two likes to spend family time at the

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beach but he finds this isn’t always pretty. He once went for a swim in Ghana, for example, and was shocked when he kept on touching plastics in the water, he said in an earlier interview.

“If things continue as they are, statistics suggest that by 2050 we are going to have more plastic than fish in the ocean. That is scary.”

Unilever is a founding RIGHT: AS THE VALUE OF RECYCLABLE WASTE IS SO LOW, WASTE-PICKERS LIKE SINDISWA SIBUTSWA ARE LIVING IN A WASTE-POVERTY TRAP. BELOW: UNILEVER’S ANDREW VENTER.

signatory to the South African Plastics Pact, an initiative supported by the World Wild Fund (WWF) for Nature and the South African Plastics Recycling Organisation to tackle waste pollution at source and create a world where plastic has value.

At a Unilver leadership event in October last year entitled The Role of Industry in Driving an Inclusive Circular Economy, Unilever said it would help collect and process more plastic packaging than it sold. A circular economy is one in which products and materials are recycled, repaired and reused rather than thrown away, and

in which waste from one industrial process becomes a valued input into another.

Unilever’s Pledge, as it is now dubbed, was welcomed by Tatjana von

“We have huge untapped tourism potential which we won’t ever realise if we don’t keep our towns and roads clean” Bormann, policy head at WWF. “It is an exciting day because Unilever not only pledged to ambitious global commitments, but

they have also scaled them down to signing something locally innovative.”

She said plastic recycling ought to be seen as an opportunity for economic growth and a way of doing business in South Africa.

According to the South African Plastics Pact, the first plastic bag was manufactured in 1950, just a few years after the first plastic bottles became commercially available.

Since then around 8 300-million tons have been manufactured, half of which was produced since 2005. Of this almost billion tons, only a quarter has been recycled, incinerated or turned into energy.

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have on the company’s local suppliers. At the time of going to press, the company had not responded.

KZN environmental consultant, Judy Bell, said it was one thing to make headline hogging pledges, but another to achieve the promised results.

Unilever reportedly uses about 700 000 tons of plastic each year. To halve that figure in five years shall be no small feat, said Andrew Venter, newly appointed director of the Cambridge Institute for Sustainability Leadership South Africa.

“Currently, roughly 35% of the material Unilever puts out is unrecyclable. To switch that off at the scale Unilever operates requires massive change.”

Marquet reckons “the cost of doing nothing is much higher than the cost of taking action and there is no time to waste.”

Venter agreed. “We need to address the failure of our waste management systems and the concurrent failure of our recycling market systems. Until we do so, we’ll continue to accrue waste in our rivers, on our beaches and in the ocean.”

Venter said it was premature to comment on the progress Unilever had made towards its target, but said in terms of local enterprise, it had made strides to employ “waste-pickers”.

While the model is now tried and tested, Venter said the market value of recyclable waste was so low, waste-pickers were unable to forge viable businesses, remaining “trapped in a waste-poverty cycle”.

Venter said South Africa needed to prioritise the introduction of an Extended Producer Responsibility levy model, to help wastepickers develop viable and ethical micro-enterprises.

The model should price the cost of cleaning our environment and recycling our packaging, into the products we buy.

Unilever was approached for input on this story and KZN INVEST asked what impact its pledge would

“If things continue as they are, statistics suggest that by 2050 we are going to have more plastic than fish in the ocean.

That is scary” “Yes, it would be good to find out how Unilever intends to make good on the pledge,” added Dave Still, chairman of the Duzi Umngeni Conservation Trust. “Quite possibly they have not worked that out.”

However, he said

Unilever should be given credit for setting itself an ambitious goal and for making the goal public.

“This is a great example for other industries in South Africa that are packagingintensive,” said Still.

“Waste management, particularly in KZN, is in a desperate state. Quite apart from the effect that poorly managed waste has on our morale as citizens, we have huge untapped tourism potential which we won’t ever realise if we don’t keep our towns and roads clean.”

Janet Simpkins, cofounder of Save Our Rivers ZA, said, “Until such time as packaging has a direct value to the consumer – that it’s worth more than simply discarding – the impact on the environment will be seen.”

Simpkins put out a direct challenge to Unilever: “You produce it! You directly incentivise its return for reuse or recycling.”

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www.rovingreporters.co.za

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From broken to BEAUTIFUL Magic happens in a little Victorian semi in the heart of Glenwood, a studio where one of the city’s most creative, optimistic and gracious duos ply their trade, writes Illa Thompson LEFT: YENZA THE RHINO. PICTURE: ROGAN WARD BELOW: ROBIN OPPERMAN AND JACKIE SEWPERSAD.

U

mcebo Design is the combined energy of art-maker Ujala (Jackie) Sewpersad and Robin Opperman – two former teachers. Sewpersad taught computer science and Opperman maths, art and adult education.

Their work is a confluence of community, education, art and design. Their philosophy follows the Japanese principle of Golden Repair, or Kintsugi, which teaches us that broken, discarded objects can be made into something more beautiful – cracks filled with gold become something to admire not conceal.

“We were attracted to working together as we are both right and left brain

personalities who are keen to teach and to learn. We wanted to try something new that focused on important concepts such as generosity and sharing, in order to make something beautiful which people covet,” says Opperman.

Umcebo Design makes bespoke lighting, decor and public sculptures, giving local traditions and materials a designer touch.

All their items are locallymade and often use found and recycled objects.

“The world is in a state of crisis which can be overwhelmingly debilitating. We find a way through the fear by galvanising people to be creative. Where possible our working process is a participatory one. We

encourage groups of interns, learners, community or corporate groups to learn new art skills and better understand the potential for recycling,” says Opperman.

Opperman and Sewpersad recently returned from a two-week residency in a quaint medieval town in south-central France – as guests of Euroculture, an organisation that looks for international creatives to work in village schools.

“It showed the power of local communities getting behind small businesses.

We had this amazing opportunity to work with learners in tiny village schools. Some schools only had around ten pupils on the project, and the idea is for learners to meet and work with international people doing interesting things to broaden the

world-view of small-town children. The Durban school, Golden Hours, recommended us for the project,” Opperman says.

Now the creative duo is cementing partnerships to create joint projects. One involves customised racketsized multi-media flowers.

Recent projects have seen two life-size whales built (located at the Bluff), an elaborately decorated rhino, and a giant bird in Bulwer Park (to be facelifted when funds are available). They are planning an enormous elephant as an addition to their menagerie of animal sculptures, made with students from West Ridge School as part of a creative waste management project.

They work in whatever media is available, often received through generous donations. “We are like Italian cooks – we find the ingredients first, and then make the meal – not vice versa!”

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W AT E R

Money in the WATERWORKS

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he Department of Water and Environmental Affairs and a host of scientists say South Africa gets around half of the earth’s average rainfall – 492mm as opposed to the standard 985mm.

Population growth, industrialisation and lack of, investment and maintenance of water infrastructure is creating the perfect storm.

Add to this climate change and prolonged droughts, poor water quality due to destruction of river catchments and pollution, and it’s no surprise that even the department acknowledges that demand for water could outstrip supply by as early as 2025.

With water becoming an increasingly precious resource, the supply, treatment and management of it present a host of opportunities for companies in KZN. “The need for quick turnaround sustainable solutions is more pressing than ever,” says Tam Moodliar,

South Africa is a waterstressed country and is ripe with opportunity, writes Shirley Le Guern managing director of Chemical Water Digital (CWD).

“We know that many of our municipalities face immense skills challenges which result in poor wastewater treatment. Industry still focuses on profits rather than incorporating effluent management into their standard operating practices.

Both situations negatively impact the environment with the poor quality of treated wastewater entering our rivers and dams and groundwater aquafers.

It causes immense damage.”

Moodliar’s Briardene based company has added new-age technology to more standard technical and chemical approaches

and is targeting a marketplace of municipalities, water boards, industry and consultants. Moodliar says the water treatment space has completely changed over the past five years.

The pressure is on local government to manage the proliferation of informal settlements and the lack of service delivery when it comes to water and sanitation. Industry, which has dumped toxic substances into stormwater systems and rivers, is now facing legislative changes that force them to manage their own effluent or face massive fines.

Moodliar believes South Africa needs solutions suited to its peculiar circumstances.

“Water treatment has become highly commoditised and we have seen the emergence of many new companies all claiming to have the best chemical solution on the market. A flood of technology from the international market has compounded the problem.”

One of the major changes has been the introduction of smaller, specialised package type plants for smaller communities as opposed to the conventional bulk water treatment plants of yesteryear. Other options include desalination, borehole treatment, recycling of wastewater to potable water and the creation of remix plants.

“Decentralised treatment plants are now being budgeted for suburban developments. This removes the dependence of these areas on the current failing infrastructure.”

The plants have new technology and are more compact.

Experience in the water treatment industry and digital disruption will provide customised solutions, Moodliar says.

“We tailor on-line solutions with data management and offer a remote operate and maintenance programme.

We are working closely with consultants and municipalities to bring concepts to fruition.”

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ot and humid Durban is the perfect backdrop for developing sophisticated technologies to support hard-working heating, ventilation and air-conditioning (HVAC) systems and keep them chugging away throughout the summer.

A newcomer to this highly complex local market is KAMEE-TEK, a black empowerment company that was set up late last year to provide a more streamlined service for a large body of clients from within AECI-owned Improchem’s client base.

For founder and CEO, Kameel Jugdeo, this was the opportunity to service clients that didn’t fit within the

ABOVE: KAMEEL JUGDEO – FOUNDER AND CEO OF KAMEE-TEK.

WATER technology A new kid on the block is all about water treatment solutions to suit the needs of business

broader parent company’s business, which focused largely on the mining sector and heavy industry.

He spotted a gap to not only provide existing clients with more personalised service, but also to take the company’s considerable experience in the HVAC field to markets in the hinterland.

His growth plan includes developing a national footprint while also growing the broader industrial water treatment side of the business in KZN in centres such as Richards Bay. With offices in Durban and Johannesburg, KAMEE-

TEK’s services include cooling and boiler water treatment, the treatment of HVAC systems as well as raw water treatment, effluent treatment, water quality testing and the provision of dosing systems, plants and water treatment chemicals.

Clients include commercial and manufacturing operations, agriculture, large shopping malls as well as some of Durban’s biggest hospitals and hotels.

Jugdeo – an engineer by training and a specialist in operations – says water is becoming an increasingly expensive and potentially

scare resource that needs to be managed carefully.

Water treatment is essentially insurance that protects major investments in a building’s heating and cooling equipment from corrosion and scale. This ensures energy efficiency, another challenge facing business owners trying to prune spiralling running costs.

“In the same vein, efficient industrial water management is critical insurance towards environmental protection, and KAMEE-TEK aims to make cutting edge

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technologies available to its client base.”

Another crucial reason to treat water is to combat bacteria which can cause potentially fatal health conditions such as legionella disease.

The trick is fine-tuning a water treatment system to suit the needs of a particular business. Some require just HVAC specialists while others may need a collection of services that include treatment of water used in manufacturing or even effluent before it leaves a factory.

“KAMEE-TEK was carved out of Improchem’s business to serve selected customers with greater focus and flexibility. While the business entity is brand new, its employees have been servicing the same customers for over 25 years.

We’ve created KAMEE-TEK

Efficient industrial water management is critical insurance towards environmental protection as a channel partner to Improchem and use globally respected technology.”

A long-time director within the AECI group, Jugdeo says his passion now lies in creating and building a new business that enhances the value proposition for customers.

After graduating, he worked for a number of large corporates including Unilever, South African Breweries, KWV and, finally, AECI. Initially, he specialised in operations but his growing interest for business saw him complete an MBA with research at Cambridge University.

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A D V E RTO R I A L

Prepare for the FUTURE HUMAN PRINCIPLES FOR THE SOCIAL ENTERPRISE: BENCHMARKS FOR REINVENTION Source: Deloitte analysis

Nothing remains the same forever. In our existing economic climate, now is the time to relook and reinvent your business to face the future

I

n South Africa today, businesses should be asking the following fundamental questions to determine what action steps to take to address business trends: • How can our business create informal systems to enhance the way people behave, thus enabling more innovation and solution based ideas?

• How can our business redesign workspaces, environments and jobs to create more meaning and purpose, allowing staff to grow, flourish and align more deeply with the business vision and objectives?

• How can our teams be placed at the centre of our business’ performance and development programmes to improve the bottom line?

• Are our top performers and skilled staff leaving?

• Are our people stressed,

REFRESH Future of the workforce

Leadership

Future of the organisation

Human experience Rewards Teams

Future of HR

overwhelmed, living in burnout mode?

• Is there a lack of ownership and responsibility and lack of engagement?

• Are productivity levels low and absenteeism high?

• Are we re-skilling our people to meet future demands?

The fourth revolution – global economic and climate change, the global movement of social impact, values and ethics, meaning and purpose – are foremost of many individuals.

It is no longer about the individual themselves, it is about evolving humanity. We are living in a disruptive environment where businesses are not adapting to future trends, not re-skilling their people, and will face far more challenging obstacles going forward.

Your business is the VEHICLE through which you and your staff

HUMAN PRINCIPLES FOR THE SOCIAL ENTERPRISE: Source: Deloitte Global Human Capital BENCHMARKS FOR REINVENTION

Trends survey, 2019

DESIGN PRINCIPLE

WHAT IT MEANS

Purpose and meaning

Giving organisations and individuals a sense of purpose at work; moving beyond profit to focus on doing good things for individuals, customers and society.

Ethics and fairness

Using data, technology and systems in an ethical, fair and trusted way; creating jobs and roles to train systems and monitor decisions to make sure they are fair.

Growth and passion

Designing jobs, work and organisational missions to nurture passion and a sense of personal growth; affording people the opportunity to create and add their own personal touch.

Collaboration and personal relationships

Building and developing teams, focusing on personal relationships, and moving beyond digital to build human connections at work.

Transparency and openness

Sharing information openly, discussing challenges and mistakes, and leading and managing with a growth mindset.

REWIRE

RECODE

Alternative workforce Super jobs

Talent access HR cloud

Talent mobility Learning

will fulfil an aspect of the aspired life purpose. And just like you, your business has a purpose and aspires to become something bigger, more meaningful and more impactful.

Your business is a Social Impact Vehicle, and this relationship between business and its people requires strategic reinvention, focus, optimal fostering and daily aligned and engaging action to ensure all parties involved live up to the commitment, where benefits and rewards are experienced and shared, collectively.

Our aim with client engagements is to address fundamental areas linked to the sustainable growth of the business based on what the future requires: purpose, meaningful connection and passion, lower stress levels, increased and improved productivity, improved inter-personal relationships – internally and externally, improved staff morale and self-esteem, improved ownership and responsibility by individuals and teams, communication and conflict resolution, lower absenteeism, improved staff wellbeing, increased energy levels, improved team unity, improved bottom line results, more innovative and value based engagements, more focus and clarity on decision-making and openness to future change.

Mindfulness is about generating greater mental effectiveness and learning how to access your potential on both a professional and personal level, through neuroscience and a greater understanding and management of Self.

Through cultivating Self-Leadership

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LEFT: SHARON SINCLAIR FROM CHANDRAMALA – READY TO TAKE YOUR BUSINESS TO NEW HEIGHTS.

on multiple levels, you are able to access new opportunities to create a more focused intention, influence your communication, behaviours and beliefs, embodying an improved version of yourself. This directly impacts the business and its bottom line. No longer

IMPORTANCE OUTSTRIPS READINESS FOR ALL 10 TRENDS  Important or very important  Ready or very ready Leadership 80% 41% Alternative workforce 41% 28% Super jobs 66% 39% Human experience

is your environment controlling you – instead, you are positively influencing your environment from this higher potential Self.

Our integrated experiential processes is inspired by global leaders like Otto Scharmer, Yehuda Tagar, and Nancy Kline.

Core Programmes we offer: 2-day workshops with a maximum of 20 delegates per group.

LEVEL 1:  Presencing – accessing more mind clarity and focus for business.  Leading Self – personal mastery and personal branding.  Leading Business – optimising environments and channels.

LEVEL 2:  Organisational Centricity and Culture – aligning to purpose and personal mastery.

 Communication and Conflict Resolution – addressing the unspoken emotional field.

Our programmes include:  1-hour Management Consultation regarding challenges and objectives.  1-hour Pre-work and connect with staff – creating trust and safety.  1-hour Management/HR brief on the outcome and recommendations.  30-minute Mentor sessions per attendee on site or Skype.  Brief report and recommendations to Management.

Is your business aspiring to achieve this?

With healthier mindsets and driven by a collective purpose, businesses and their people have a stronger ability for social and economic impact.

Our clients, now our friends, are testimony of the impact our approach has: CubicIce; WNS – U-Cademy; Clonard Distant Learning; Cruise Options; Dementia SA; Popcorn Training; HK Enterprises; African Kaleidoscope Events; Reach Business Advisory; Aspire Youth; EARTH Centre.

If you want your business to be an “Irresistible Business”, we are offering 10% discount to the first five businesses who book any Level 1 or 2 workshops. This offer is valid until the end of March 2020.

We are based in KZN and operate in all major cities of South Africa.

10% DISCOUNT CODE: SUCCESS888 sharon@chandramala.com 074 899 2293; www.chandramala.com

84% 43% Rewards 69%

THE IRRESISTIBLE ORGANISATION: A COMPLETE EMPLOYEE EXPERIENCE

Derived from Simply Irresistible, © Deloitte Consulting LLP

33% Teams 65% 33% Talent access 70% 37% HR cloud 74%

MEANINGFUL WORK

HANDS-ON MANAGEMENT

PRODUCTIVE ENVIRONMENT

GROWTH OPPORTUNITY

TRUST IN LEADERSHIP

HEALTH AND WELL-BEING

Autonomy

Clear goal setting

Flexible work environment

Facilitated talent mobility

Mission and purpose

Safety and security

Selection to fit

Coaching and feedback

Recognition rich culture

Career growth in many paths

Investment in people, trust

Fitness and health

Small teams

Leadership development

Open flexible work spaces

Self and formal development

Transparency and communication

Financial well-being

Time for slack

Modern performance management

Inclusive, diverse culture

High impact learning culture

Inspiration

Psychological wellness and support

41% Talent mobility 76% 40% Learning 86% 46% Source: Deloitte Global Human Capital Trends survey, 2019

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CITY PROFILE

eThekwini has reeled in a string of investments and billions more promises to follow soon. KZN INVEST spoke to Russell Curtis, the man at the epicentre of the big deals

I

f three words best described Curtis, it would be consistent, consistent, consistent. He is a former banker who, at the helm of Invest Durban, has been central to bringing billions to the city’s shores.

In February Invest Durban was recognised by CNN Money for creating the best foreign direct investment destination in southern Africa. It received an award (one of three globally) from the United Nations for promoting sustainable development in special economic zones,

and deep knowledge of Durban’s assets.

Q: How would you describe the investment climate in South Africa and how does that have bearing on eThekwini, given the despair around power cuts and state looting?

A: You can’t take away from true stories about theft or how people feel about them, but there is still only one planet and Africa gives you double-digit growth.

Foreign investors have longer sight lines. They see a growth trajectory.

We are often immersed in our daily rubbish

Big bucks follows big BUCKS and, on the basis of an independent survey, it was recognised by businesses for doing the most to attract new FDI to the region.

Curtis eats, sleeps and breathes eThekwini. He is city-proud but not chestbeating. He is punctual, polite and persevering. It is his job to talk it up, but Curtis eschews salesmanship in favour of honesty

LEFT: RUSSELL CURTIS IS DRIVING BIG BUSINESS TO ETHEKWINI.

collections. They see at least a decade of opportunity for growth in a sophisticated economy where the market fundamentals are right.

South Africa is still among the top 20 investment destinations in Africa, warts and all.

Q: But, is money still

flowing into eThekwini?

A: Yes, definitely. At the recent Business Unity South Africa conference bankers said capital investment

by South Africa’s private sector was on the up and there is no investment strike. In Durban, Heineken has just signed up to develop a 60-hectare, R3-billion plant. Kerry Foods wants to increase its investment here by R600million, and Toyota has suppliers wanting to invest in its proposed park.

Q: How is Durban evolving as an investment destination?

A: The billions outlaid

by LG, Samsung, Conlog and Mara Phones in sophisticated plant and processes is encouraging.

They are world leaders making top-end electronics for the continent.

Technology is educational

CITY PROFILE

and becoming more accessible. Our economy is getting smarter but not fast enough.

Q: What is one of the biggest bugbears in the work you do?

A: I dream of organic growth in civic pride – it would address challenges and expectations. If you can grow that pride there is a directly traceable decrease in crime and grime. Organisations like CityStory show what a difference a few people doing their bit does. I’m yearning for that on scale, so there isn’t a demand on police resources and cleanups. That culture could take root in four or five years if we drove it persistently.

Q: Is Durban’s economy greening to make it more sustainable?

A: The multi-national companies and others

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investing in Durban take most cognisance of before they sink their money here?

A: The successful investment already here.

FDI follows FDI, businesses already making money here. These are our best advocates. LG will have talked to Samsung and Mara

ABOVE: PRESIDENT CYRIL RAMAPHOSA WITH RUSSELL CURTIS.

here ascribe to the United Nations development goals, so they drive sustainability through their value chains and will continue regardless of what government does or doesn’t do. The more awareness there is about this cradle to grave responsibility

for components and products, the more local independently owned companies will catch up.

Durban has an energy office, a resilience unit and a vision that is oriented around a walkable, green city with lower emissions.

Q: What do foreigners

South Africa is still among the top 20 investment destinations in Africa, warts and all before they invested here.

Big companies do their research on what is really happening before they put their money down. They value relationships built on trust that help properly navigate the regulatory environment.

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M A N U FA C T U R I N G

T

he tree planting and ribbon cutting in January this year marked the official opening of LG’s new R28-million assembly and distribution centre in Cornubia, which relocated from Germiston during the second half of 2019.

LG currently produces 150 000 television units and monitors annually and sells these to 13 countries in Africa.

To date, the company has invested around US$12-million in South Africa.

James Lee, LG’s regional president for the Middle East and Africa, told guests the South Korean electronics giant saw growth potential in the KZN region and had not been put off by current economic challenges. Uncertainty, he said, was “a constant and not a variable”.

The move to Durban opened up new possibilities for growth and further expansion. From its new location, LG was able to improve efficiency and cut distribution costs.

An added plus was the geographical proximity to Durban’s

LG currently produces 150 000 television units and monitors annually and sells these to 13 countries in Africa busiest port with LG setting its sights firmly on expanding into the African market which offered more than 1,2-billion potential consumers via the African Continental Free Trade Area which is expected to be implemented mid-year.

Lee said LG expected to sell product manufactured at the new Cornubia facility to countries like Mozambique, Mauritius, Reunion and Nigeria.

Although the bulk of the LG workforce moved to Cornubia with the factory, LG said it was working with the local community with a view to employing locally as well.

The company was looking to partner with local and provincial government to grow the region’s economy.

ABOVE: PREMIER SIHLE ZIKALALA AND DIGNITARIES AT THE LAUNCH OF THE LG FACTORY IN KZN.

Smart MOVES

South Korean electronics giant LG is the next in a line of premier electronics brands to set up manufacturing facilities in KwaZulu-Natal, writes Shirley Le Guern This was welcomed by KZN premier, Sihle Zikalala, who applauded LG for its decision to relocate to Cornubia.

“We are humbled by the vote of confidence to the economy of the province and will continue to implement interventions to ensure that KZN remains attractive to inward investment.”

Zikalala said during 2018, the electronics sector (which included everything from television sets to small appliances) had grown by 7,8%. In contrast, the share of manufacturing output as a portion of gross domestic product (GDP) dropped from 18% in 2010 and to 16% by the end of last year.

“Your contribution will effectively help us increase (contribution to) GDP especially in the manufacturing sector,” Zikalala said.

The province is now home to Mara cellphone manufacturer, Samsung and LG among other big electronics manufacturers. But, this doesn’t signal an electronics driven turn-around for the province just yet, said First National Bank economist, Jarred Sullivan.

“It is certainly encouraging to have any company expand their operations, particularly against the backdrop of the

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permeating fragilities in the economy. However, more broadly for KZN, manufacturing GDP growth has trundled at depressed levels for over half a decade with little signs of a meaningful recovery.

“This includes subsectors such as electrical machinery and apparatus as well as electronic, sound/vision, medical and other appliances. In fact, according to the latest Quarterly Labour Force Survey from Stats SA, KZN manufacturing employment plunged 3,8% year-on-year at the end of the third quarter of 2019.”

Sullivan said to see a material recovery in the sector, a number of initiatives were needed.

“Most importantly, manufacturing confidence needs to improve substantially. According to the latest BER manufacturing confidence index for KZN, only 26% of manufacturers were satisfied with prevailing business conditions as of the fourth quarter of 2019.

“Implementing credible structural reforms, ensuring reliable electricity supply and effecting policy certainty will go a long way in lifting growth in the sector. However, we

Most importantly, manufacturing confidence needs to improve substantially. According to the latest BER manufacturing confidence index for KZN, only 26% of manufacturers were satisfied with prevailing business conditions as of the fourth quarter of 2019 are of the view that low investment, weak domestic demand and low global competitiveness are expected to limit any meaningful growth prospects over the medium term.”

A more upbeat Zikalala said the KZN Investment Conference in September 2019 indicated further investment was on its way, including additional manufacturers within the electronics sector.

Between 2014 and 2016, electronics giant, Samsung, established a R213-million television-manufacturing plant and distribution centre in Durban’s Dube TradePort and promised overall investment of around R300-million.

This plant assembles the entire range of Samsung TVs and monitors at a rate of 5 000 a day. They are sold locally as well as exported into SADC and East and West Africa.

The Mara Group is investing R1,5-billion in Africa’s first fully-fledged smartphone factory at Dube TradePort and more electronics companies are expected to follow.

Chem, a leading Taiwanese manufacturer of electric solutions – including motors, generators, switchgear, hydrogen generation and stationary fuel cell power systems – is one.

Although no time frame has been put to the opening of its newest-generation fuel cell product manufacturing plant, this is expected to create jobs and initiate an entirely new supply chain in South Africa.

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TA X I B U S I N E S S

KZN INVEST spoke with Sifiso Shangase about the taxi industry in KZN

S

ifiso Shangase’s job is like herding cats. The KZN office manager of the South African National Taxi Council (SANTACO) is a 44-year-old lawyer who tries to keep harmony in what is probably the country’s biggest, most competitive and lucrative informal industry. Here are his thoughts on some pertinent issues Q: How did you come to be in this position?

A: I am from Edendale in Pietermaritzburg and my dad ran taxis.

I drove my family’s taxis while I was at university. I graduated with a LLB Degree, Diploma in Transportation and Management, and Environmental Health Control Diploma. I applied for the position and was interviewed – this seemed like a natural step.

Q: How is Santaco structured in KZN? A: We have 246 member associations who run thousands of routes around the province. The individual taxi owners falling under these various associations have about 34 000 taxis, transporting the bulk of the population every day.

Q: Taxi critics are negative about the industry, saying it is unregulated, members don’t pay tax and drivers misbehave and put motorists at risk.

A: Taxis provide a critical economic function, a public transport service.

Our members run individual businesses and it is the responsibility of each individual to pay tax. We have a variety of projects aimed at improving driver behaviour, skills, and passenger safety which is done in conjunction with the Department of Transport. We also have a Training Academy in KZN to try and ensure that all training needs within the industry are addressed.

Q: How many passengers do KZN taxis transport every day? Is there a record of accidents and fatalities involving taxis, and does data show if passenger safety is

TAXIS - an economic artery improving or worsening?

A: KZN taxis transport almost 4,5-million passengers a day. There is a record of reported accidents that is shared with the Department of Transport, especially accidents involving minibus taxis. Passenger safety has improved drastically since the establishment of a self-regulatory

unit called Hlokomela Ambassadors.

These are minibus taxi operators who conduct vehicle inspections at the ranks on roadworthiness and vehicle compliance. The drop in fatalities is confirmed by statistics from various insurance companies that insure taxis.

Q: What would you say to people who say there are too many taxis on

TA X I B U S I N E S S

the roads, that routes are over-traded, and this is leading to conflict. Is the government system of issuing operating licenses efficient?

A: I partly agree and partly disagree on the basis that an economic viability study has yielded different opinions on different routes. This was a scientific study conducted by experts. Some of the routes are indeed over-traded, which leads to non-profitable routes and business and vehicles repossessed or sold. In some instances the consequences of over-traded routes is conflict. We need a stable, effective and efficient transport system. Moves to improve that are welcome. There are always new residential, retail and commercial properties opening, and we need to service those areas.

People can’t wish the taxi industry away. It is a fact of life. The process of issuing operating licenses is not yet efficient – there is still room for improvement. How we (SANTACO and

the Department of Transport) jointly improve is what matters.

Q: If the taxi industry is turned around and members put service above conflict and greed, it could be a huge force for good in society. What do you think about that sentiment?

Passenger safety has improved drastically since the establishment of a self-regulatory unit called Hlokomela Ambassadors A: I fully agree with you. The industry’s contribution to GDP is huge, from the number of employees to our value chain beneficiation within the taxi industry. Proper investment and diversification will grow prosperity. The industry bulk

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ABOVE: SIFISO SHANGASE, THE KZN OFFICE MANAGER OF THE SOUTH AFRICAN NATIONAL TAXI COUNCIL.

buying is a powerhouse that could establish its own bank and malls if efforts are joined. People don’t realise the good stories coming out of the taxi industry, businesses that involve generations of families proud of the service they render in difficult circumstances. We also have great outreach projects, like buying 34 000 uniforms for poor school children for the last four years. We have 16 offices across the province for the proper administration of industry affairs.

The industry image is improving – these are some of the good stories to tell about our industry. It will improve if customers demand safety and taxi owners and government work in a climate of transparency, accountability and consequence management for transgressions.

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Where the World meets Africa The Durban International Convention Centre (DURBAN ICC) is a world-class facility, renowned for its high standards of service excellence and has successfully staged some of the world’s most prestigious and complex events.

The five-star graded centre prides itself on being a leading venue for meetings, business events, conferences and exhibitions on the African continent. However, this is not their own opinion, but rather the overwhelming feedback received from their clients who have voted it in the top 1% of Convention Centres worldwide, as well as “Africa’s Leading Meetings and Convention Centre” no fewer than 17 times!

The DURBAN ICC is a versatile venue of enormous dimensions, flexible enough to meet any need, no matter how extraordinary. The Centre offers the largest column-free, multipurpose event space on the African continent.

The Centre’s main convention area of 11,600m² can be opened up to form one enormous venue or subdivided using operable walls into 22 separate convention halls of various sizes.

International and national conventions,

exhibitions, sporting events, concerts and special occasions of every kind can be accommodated. Flexibility and versatility are key factors in the design of this stateof-the-art, technology-driven Centre.

Building on the legacy of a number of important events including COP-17 in 2011 (the second largest in history), the biggest-ever 21st International AIDS Conference in 2016, the 69th World News Media Congress, the International Society of City and Regional Planners Congress (ISOCARP) 2016, the World Economic Forum on Africa, Africa’s Travel Indaba and 4th BRICS International Competition Conference to name a few, the centre continues to attract major international events to the City. The DURBAN ICC is committed to broadening the economic impact of the events and tourism sector through contributing to inclusive economic growth and economic transformation.

Widely known as South Africa’s entertainment “playground”, the City of Durban, which lies along the extensive KwaZulu-Natal coastline, captures the best

of the whole of Africa, boasting beautiful beaches, warm weather all year around and a melting pot of cultures.

Delegates visiting the Centre can look forward to superb standards of culinary excellence and hospitality. As part of the Durban ICC’s gourmet evolution over the past 21 years in the industry, they are completely reinventing their culinary offering in order to showcase some of Durban’s authentic African Cuisines.

Furthermore a wide range of new innovative packages have been designed to meet the unique needs of each target market, at the best possible rates.

The Durban ICC offers you first-world convenience and a proudly African meetings experience. The Centre is fully Wi-Fi enabled and connectivity is complimentary to its delegates and guests.

The Centre is located 30-minutes from the King Shaka International Airport and over 3,600 Hotel rooms are within a 10-minute walk of the Centre.

DURBAN ICC Commits itself to Service Excellence *Voted “Africa’s Leading Meetings and Conference Centre” 17 times at the World Travel Awards. ISO9001, ISO 14001, ISO22000 and OHSAS18001 certified. TGCSA 5-Star Graded and AIPC Quality Standards Gold Certified.

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What makes the Durban ICC Africa’s Leading Meetings and Convention Centre?

The 112,000m2 Durban ICC is renowned for 5-star service and facilities, state-of the-art technology, mouthwatering African cuisine, and of course, its unique location on Durban’s sun-drenched shores.

What sets it apart, though, is the unique African soul that infuses and inspires every meeting, conference, exhibition and event to create truly unforgettable experiences.

DURBAN ICC FAST FACTS • Durban International Convention Centre (DURBAN ICC) comprised of the DURBAN ICC Arena and the Durban Exhibition Centre.

• Voted “Africa’s Leading Meetings and Conference Centre” by the World Travel Awards no fewer than 17 times in 19 years and continuously strives to deliver excellent service.

• Largest flat floor, column-free multi -purpose event space in Africa.

• Maximum capacity at the complex: 22000 delegates, 112 000m2 of flexible event space • Ranked in the world’s Top 17 Convention Centres by the International Association of Congress Centres (AIPC); and • The Centre is located 30-minutes from the King Shaka International Airport and over 3,600 hotel rooms are within a 10-minute walk of the Centre.

AFRICA’S LEADING CONVENTION CENTRE 2020/02/27 08:52

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D E V E LO P M E N T

The highway of PROMISE Development along the N3 between Durban and Pietermaritzburg is gaining pace with the announcement of whopping big projects visible from the freeway

I

n 2015 Durban property developer Rod Stainton was rushing around a massive vacant site in Hammarsdale with big yellow earthmovers grinding around him. They were heaving tons of soil around to make space for a colossal building, and Stainton’s Rokwil Property Developments was spending R100 000 a day on diesel for the monster machines that were cutting, filling

and flattening four million cubic metres of earth.

Mr Price was Keystone’s first customer with a R500million, 56 000m² building, what is now the retailer’s national distribution centre.

Keystone is a 152-hectare park about 500m off the N3 in Hammarsdale. Since 2015 when Stainton first started work there, a massive new interchange has been built, in part to service Keystone’s one million

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LEFT: A WAREHOUSE FOR ACKERMANS IS ALREADY IN OPERATION AT KEYSTONE. BELOW LEFT: MR PRICE WAS KEYSTONE’S FIRST CUSTOMER WITH A R500-MILLION, 56 000M² BUILDING, WHAT IS NOW THE RETAILER’S NATIONAL DISTRIBUTION CENTRE. BELOW: DURBAN PROPERTY DEVELOPER ROD STAINTON OF ROKWIL PROPERTY DEVELOPMENTS.

Price’s move would attract other businesses like “bees to a honeypot” and revive the economy of the area because of the site’s prime access.

“In a modern economy, logistics is the blood flow that feeds everything. Everything in your home or office has one thing in common: all have been through a supply chain and have been freighted by sea, air, rail or road.” Property pundits have long talked up the area, waxing lyrical about Durban’s “Midrand”, a new logistics hub and an inland container port. But, now it is a case of seeing is believing.

In January this year, one of South Africa’s top-

Mr Price was Keystone’s first customer with a R500-million, 56 000m² building, what is now the retailer’s national distribution centre

square metres of platformed land.

Stainton said at the time he didn’t have to do a bit of marketing once news got out about Mr Price setting up at Keystone.

The logistics park falls neatly within business demand and the eThekwini council’s plan to boost the economic artery and leverage existing infrastructure.

At the time, logistics expert Mark Long predicted Mr

performing property funds, Equites, announced its deal to build a R1,3-billion mega-warehouse for retail giant Pepkor at Keystone. The development, according to reports, will cover the area of roughly 19 football fields.

Moneyweb’s Suren Naidoo reported that the R1,3billion deal included R281-million for the cost of the land. It is a 15-year lease that will come into effect when the 122 000m² mega-warehouse is complete in November 2021. The deal, Naidoo wrote, represents the

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ABOVE: ND ENGINEERING’S ASSEMBLY PLANT OVERLOOKING THE N3.

RIGHT: AN AERIAL VIEW OF THE KEYSTONE AREA TAKEN EARLY IN 2020.

BELOW RIGHT: KEYSTONE, BEFORE THE START OF CONSTRUCTION IN 2015.

BELOW: GRINDROD HAS ALREADY STARTED CONSTRUCTION ON ITS R175MILLION AUTO-PORT 21KM NORTH OF KEYSTONE.

D E V E LO P M E N T

first major foray by Equites into property for the KZN logistics market.

Pepkor already has a warehouse for its Ackermans chain at Keystone, which, along with the Mr Price distribution centre, points to the value of Hammarsdale as a logistics node. The Mr Price, Ackermans and other warehouses already developed at Keystone Park have seen around R4,5-billion invested in the precinct.

Rockwil’s sales and marketing manager, Jeanine Brown, said there were six operational warehouses within Keystone Park, with another three under construction. In addition to Mr Price and Ackermans (94 000m²), there was a 14 000m² Malda Pack facility, ND Engineering’s 8 000m² assembly plant, a Dromex

D E V E LO P M E N T

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safety clothing manufacturing plant (also 8 000m²), and a 4 600m² warehouse for KDG. Under construction is 10 000m² for Kerry’s Foods, 1 000m² for Nu Dawn Eggs, and the Pep distribution centre.

About 21km north of Keystone, logistics company Grindrod has started construction on its R175-million auto-port at Umlaas Road. The facility will be 270 000m² and will include a phase one, R105-million undercover storage building for 2 400 vehicles to be completed this year, with plans to accommodate another 2 300 vehicles.

Grindrod said the development would be the first of its kind for finished vehicle logistics in South Africa and would include plug-ins for hybrid electric vehicles, a workshop and fitment centre, bonded storage for trucks, cars and other vehicles and equipment.

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G U E ST CO LU M N

PURPOSEDRIVEN education Education forms the core in developing a healthy and sustainable society.

It is a point we don’t have to argue.

We can, however, question whether our educational institutions are relevant and “good enough”, writes Naretha Pretorius

H

ow then do we measure relevance?

And “good enough” for what? What are our expectations from these institutions?

In KZN we have several public and private higher educational institutions – each has its place and caters for a need. But, do they really understand their market and how it is evolving? Are these institutions truly invested in and motivated by the needs and changes within their respective industries? Are these institutions clear on their purpose and promise?

Public and private higher educational institutions must comply with educational frameworks that allow them to be accredited and registered and which guide them on expected

NARETHA PRETORIUS, CAMPUS HEAD AT THE IIE VEGA SCHOOL.

standards, quality and criteria. These institutions make a promise to their stakeholders that they will provide the infrastructure, resources, curriculum and environment that will support the learning experience.

Besides this, every educational institution provides a point of differentiation; a purpose or mission statement. They promise to provide their respective industries with work-ready graduates – a much-needed promise in a country like South Africa where unemployment is possibly one of the biggest concerns. To add to that, we have graduates facing the challenges and opportunities the fourth

industrial revolution presents, and according to the World Economic Forum, the future skills required for our world to thrive.

Many institutions, tertiary or schools, promise to deliver some of these future skills, such as creativity, innovation, critical thinking and complex problemsolving. How do they deliver this? Ask them and see how they respond.

To assess the response means we as citizens must be more obsessed with what these future skills truly entail, and thus how the institute we have a

Future skills – or “soft skills” which I argue to be crucial skills – go far beyond subjects relationship with approaches the delivery of these skills.

Future skills – or “soft skills” which I argue to be crucial skills – go far beyond subjects. They form the very essence of being and becoming confident, mindful and forward-thinking humans.

And possibly even happy humans. I believe we need more than just work-readiness – we need world-readiness. We need graduates who can go

beyond the means of finding jobs. We need critical and creative thinkers who can build a better world.

Educational institutions often talk about what they do, but we don’t hear enough about how they do it, and why they do it. We shouldn’t be too fixated on the course outline. Sure it matters, but I believe we should be more concerned with “the why” and “the how”.

Here’s a question to unpack when considering higher educational institutions: Why do you do what you do, and why does it matter?

Delving deeper into how the curriculum is delivered will tell us whether creativity, innovation, critical thinking and the ability to solve complex problems is indeed happening. To solve complex problems requires application, and it’s usually done through multidisciplinary collaboration.

Collaboration is a key element required for innovation. And innovation is what produces original and meaningful ideas for sustainability and growth.

And sustainability and growth are what our world and future needs. How then do our institutions provide the environment for this to happen?

Our educational institutions have a responsibility to support, develop and prepare world-ready minds.

We need our institutions to be purpose-driven, to provide an environment where students embrace real, relevant, industry and world appropriate challenges that will enable students to become confident solution seekers. An environment that will produce meaningful thought leaders and critical change makers.

Naretha Pretorius is the Campus Head at The IIE’s Vega School, an educational brand of The Independent Institute of Education (The IIE).

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C O N N E C T C O M M U N I C AT E C O L L A B O R AT E

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From adrenaline-fueled adventures to family-orientated activities, Durban offers something for everyone. Take a guided tour of Inanda, where the late former President Nelson Mandela chose to vote in South Africa’s first democratic elections in 1994.

Fall in love once again. Take a walk in one of Durban’s parks, where you will truly experience love happiness that makes Durban the must visit destination. Pack your picnic basket, meet up with friends or simple just go and unwind in our parks to experience tranquility that comes with nature and the warmth of the people of Durban.

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CO R P O R AT E S O C I A L R E S P O N S I B I L I T Y

CO R P O R AT E S O C I A L R E S P O N S I B I L I T Y

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Where is giving GOING? Social conscience is increasingly important in business, which is why Karen Brokensha argues, giving has to be sustainable and driven by personal conviction

G

iving is not just about donations. Let’s settle one thing, people are innately kind and like to do good for humanity. How to give regularly and responsibly – rather than have a one-off response to a crisis or our dearly beloved 67-minute Mandela Day – is the more pertinent question.

After two decades in the hospitality and events industry, I took a hairpin bend seven years ago into the non-profit world of orphans, vulnerability, unemployment and peri-urban poverty. I have served within two local Durban based non-profit organisations (NPOs) and have just joined a third. It is this social sector that has opened my eyes and my heart to challenge “the culture of giving”.

In South Africa, we have a population upwards of 55 million and over 288 000 NPOs, including churches, multi-faith initiatives, welfare bodies and public beneficiary organisations.

That boils down to one NPO for every 194 South Africans. So why is there still so much need, when so many people are invested in making a difference?

The short answer is disunity. As the body with many parts, we can’t all be the head. We need to engage in transactional centric thinking together (ie, acknowledge that vulnerability and investors are equal players in community-building conversations).

It is imperative to intentionally collaborate, build interfaith partnerships and develop robust principles of accountability. And give feedback. It is so important for people to know how their help actually healed lives or maybe it did not. Daunting conversations of sustainable succession planning should be based on a common value system, not a personality. This is how we nurture a nation of human capital investors.

The ground in South Africa is painfully arid and the fault lines run deep, so an occasional sprinkling of goodwill (like at Easter or Christmas) doesn’t produce a

harvest of wholeness.

To quote Billy Oceans’ song When the going gets tough the tough get going. Social justice is messy. It needs strong legs to run a meaningful race, and the reality is that people get compassion fatigue. They become fed up, disappointed and overwhelmed.

Then there is the challenging factor of businesses being scored on its black economic empowerment through corporate social responsibility. It has created instances of misalignment and is often done with the public relations post on Instagram in mind. Giving needs to be realistic and considered in a near recession, where people don’t seem to have the time, energy or cash to give for the long haul.

Shaun Tait, who I work with, is CEO of The Domino Foundation. In my opinion, he is challenging the status quo regards giving. His call is that everyone takes the responsibility to do what they can with what they have. It may be giving of your time, talent or treasures. But be sure that the impact of that is being tracked and measured to sustain the change.

In my years of working in this sector, one thing has become clear: you have to be front footed, focused and strategic. You have to have techsavvy communication skills. Empathy is important, but you don’t have to feel the pain to do good. Your mandate is to faithfully play your part.

Tait has been afforded numerous platforms to develop his social justice leadership and recently addressed 100 NPO leaders on the topic of “Sustainability in a Volatile Environment”.

The essence of his message was super simple: give of who you are, affiliate with works that feed your soul, and move away from benevolent charity giving to meaningful social impact. Develop this mantra within yourself, your family or organisations belief system.

From a child to a business or community champion, everyone has something to give. But we need to carefully consider how best to give and how that effort positively builds a thriving society rather than the potential to create dependency and demean people.

Giving needs to be realistic and considered in a near recession, where people don’t seem to have the time, energy or cash to give for the long haul

LEFT: KAREN BROKENSHA AND SHAUN TAIT – UNRAVELLING HOW THE CULTURE OF GIVING SHOULD REALLY WORK.

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C U LT U R E

The iconic Durban Music School in Diakonia Avenue has struck a chord, allowing hundreds of youngsters to blossom, writes Illa Thompson

I

t opened in 2000 midst the millennium euphoria, in the majestic old Durban Harbour Master’s House – a grand old dame with wood panelling, an imposing staircase and a rabbitwarren of rooms.

Since then the school has incorporated the chapel next door and extended its offering to cater for innercity children otherwise often confined to flat-life.

It started out being a pure music school – but as the years passed and the needs changed, the original brief evolved.

It is now more a facility that incubates the talent of younger people in the inner-city using music as its core medium.

“We had to change,” said Kim Matthews who heads Durban Music School.

“Offering private music tuition for a fee would have made us elitist and meant that most children in the area would never have access to music education.

The need was for a range of classes offered free of charge, to make it accessible to those who wanted to come.

“Our primary focus will always be on trying to give children the best music education they can get, however, these days we are more of an arts centre embedded in the Albert Park community.

“Over and above our music programme, we offer other skills development too: a 60-strong chess academy which recently came

second in the eThekwini League, plus boxing, gym and dance classes.

“When you look at a child who is vulnerable and without adult influence, you realise the need to step in and help in a holistic way. We have about 700 learners (children and adults) in our system of which about 620 are on full bursaries. We have 42 teachers and six full-time staff.”

Among their alumni is an accountant, a top men’s wear designer, a respected cello teacher and various school music teachers. At least 200 of the school’s learners have made a career in the music industry. The learners are

ABOVE: MUSIC PUPIL MIKAH DOVE, ACCOMPANIED BY ANNE MUIR ON THE PIANO. ABOVE RIGHT: BUDDING DOUBLE BASS PLAYER, HLAKANIPHO XOLO. BELOW: MONDLI NGCOBO AND MVELO MBAMBO.

Making MUSIC

ABOVE: KIM MATTHEWS, CEO OF DURBAN MUSIC SCHOOL.

taught life skills, business acumen, commitment, concentration and creativity. Most get diplomas and sit international exams so they leave with a licentiate, equivalent to an undergraduate qualification.

In 2017 the school’s senior ensemble travelled to New York and won the prestigious international Wind Band Competition, performing in the Carnegie Hall.

One of Matthews’

challenges is partnershipbuilding and fundraising to keep the doors open.

The municipality and Department of Arts and Culture both support the school, but it needs corporate sector partners.

“Our province needs investment to prosper, but that should include investing in human capacity. We need to empower our young people to be good citizens. And, of course, to make beautiful music!”

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CO N ST R U C T I O N

Issue 08 MARCH 2020

47

Brian Downie updates us on the repairs taking place on the M4

A

s heavy rains lashed KwaZuluNatal during November and December last year, the coast took a pounding and, amongst all the other damage, the M4 between uMhlanga and uMdloti was washed away.

Stormwater cascaded down the hillside eroding the fragile coastal sands and undermining the road above the Breakers Hotel.

The road has now been closed since November 11, and “at best” will only be open by the end of March – depending on swift action from the road’s authorities

Infrastructure

MARVEL

and good fortune from Mother Nature. We are reminded every year that effective stormwater management is the best insurance we can have, and mopping up afterwards is

Mopping up afterwards is just closing the stable door after the horse has bolted just closing the stable door after the horse has bolted.

The first steps have been taken in the repair with the installation of a high-density polyethylene (HDPE) pipe 240m long

ABOVE AND LEFT: THE BLACK PLASTIC PIPE WAS LAID AND WELDED IN ONE LENGTH MEASURING 240M – THE LONGEST SUCH USE AS A STORMWATER PIPE IN KWAZULU-NATAL.

through the entire site.

The pipe has been welded into a continuous length, which guarantees that stormwater will be safely managed without fear of collapse – provided all the water is directed into the pipe. This length is a record in KZN for the use of HDPE in stormwater control, however, considering that high intensity storms are likely to become more frequent in years to come, we trust that this baby will be well looked after.

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48

Issue 08

MARCH 2020

C U LT U R E

Dancing through

PARADISE Musa Hlatswayo is an award-winning Durban based dancer, choreographer and teacher who runs Mhayise Productions. Illa Thompson caught up with him for a quick question and answer session

Q: Of all the places you could live, why choose KZN? A: I was born near Stanger where King Shaka’s grave is. I wouldn’t be able to live without a daily dose of our beautiful mountains and valleys that are always dressed in green. The sunny blue skies brighten my days. KZN is easily explorable, driving along the coast or inland. I love the magnificent heritage sites, the waterfalls and the nature reserves.

Q: What’s the best thing about a KZN road trip?

A: Discovering the different colours and textures that make KZN. Q: The best thing about living in KZN? A: The cultural diversity enriches your mind and colours your soul.

Q: If you could wave a magic wand what would you change about KZN? A: It breaks my heart to see the number of people who are living in despicable poverty. I am uncomfortable with people who hoard wealth to overindulge. And, I would bring down the crime level.

Q: One little gem that you have discovered in KZN? A: LikaNtunjambili is a rocky mountain we learnt about through folk tales. You have to drive deep into Kranskop to see it – it’s beyond the Thukela River towards Mambulo and the Ngubane Chiefdom.

Q: If you have time off, where do you relax?

A: I love the hiking trails and waterfalls in Kloof. But I also love going back to Maphumulo.

Q: Name one stand-out piece of live performance that inspired you?

A: Ebuthongweni – which we staged at the Durban beachfront early last year.

I am yet to experience anything close to the magic that was ignited by that piece.

Q: What travel or best practice idea/ innovation has inspired you?

A: In Copenhagen where I was studying, the municipality planted fruit trees in public spaces for the public to enjoy. Durban could adopt that idea.

Q: Rumour has it you dance with friends on North Beach?

A: We have open dance fitness classes every Monday and Wednesday from 5-6pm, as well as on Saturday mornings from 8.30-9.30am on North Beach by Circus Circus. Everyone is welcome to join. Follow our Facebook and Insta page classes The Dancexercise lab.

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LOAN BOOK LOAN BOOK LOAN BOOK BILLION BILLION UP BY 18% BILLION UP BY 18% UP BY 18%

R3.1 R3.1 R3.1

R836 R836 R836

5 5 5

MILLION MILLION NEW RECORD for annual MILLION NEW RECORD disbursements for annual NEW RECORD disbursements for annual disbursements

YEAR

consistent

ROI ROI ROI 16 16 16 consistent

OPERATING PROFIT OPERATING PROFIT OPERATING PROFIT MILLION down by 15.2% MILLION down by 15.2% MILLION down by 15.2%

consistent RETURN ON INVESTMENT RETURN ON INVESTMENT RETURN ON INVESTMENT

R37.3 R37.3 R37.3

YEAR YEAR

of our clients are previously of our clients disadvantaged are previously of our clients disadvantaged are previously disadvantaged

66 66 66

% % cost to income % cost ratioto income cost ratioto income ratio

YEARS OF YEARS GROWTH OF AVERAGE YEARS GROWTH GROWTH OF AVERAGE % PER GROWTH YEAR GROWTH AVERAGE % PER YEAR GROWTH

13 13 13% PER YEAR

NATIONAL FOOTPRINT NATIONAL ACROSS SA FOOTPRINT NATIONAL ACROSS SA FOOTPRINT ACROSS SA branches

5 5 branches 5 branches 128 suburbs 128 suburbs 128 suburbs 8 metropolitan 8 municipalities metropolitan 8 municipalities metropolitan municipalities

38 771 38 771 38 771

units financed since inception units financed since inception units financed since inception

Where others see decline, we see investment opportunities Where others see decline, we see investment opportunities Finance for: Purchase • Conversion • Refurbishment • Refinance • Equity release Where others see decline, we see investment opportunities Finance for: Purchase • Conversion • Refurbishment • Refinance • Equity release Finance Purchase Information correct as atfor: financial year end 31 March 2019, for active loans in Information correct as at financial year servicing. end 31 March 2019, for active loans in Information correct as at financial year servicing. end 31 March 2019, for active loans in servicing.

• Conversion • Refurbishment 086 000 TUHF (8843) • Refinance • Equity release www.tuhf.co.za 086 000 TUHF (8843) www.tuhf.co.za 086 000 TUHF (8843) www.tuhf.co.za