KZN Invest 11 & Durban Chamber of Commerce Report Insert by famouspublishing

KZN SUMMER 2020

INVEST

Tourism

How an underwater friendship is boosting ocean tourism

CONNECT COMMUNICATE COLLABORATE

Agriculture Great prospects for farming and agro-processing

Education

Online learning soars with Covid fears and moves to home school

Magic Midlands PROPERTY SPECIAL

ISSUE 11

Brickworks

Commercial property will soar if Investec development lifts off

TO THE PROVINCE

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

KNOWLEDGE IS THE POWER

20% OF EMPLOYMENT

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

YOUR KNOWLEDGE PARTNER IN BUSINESS 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 INVESTMENT OPPORTUNITIES 2019 – 2021

SOUTH AFRICA KWAZULU-NATAL

29° 0’ 0” S, 31° 0’ 0” E

Tasked with sustainable growth in KwaZulu-Natal for the benefit of all its citizens, Trade & Investment KwaZuluNatal’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.

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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 has 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.

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Issue 11

W H AT ’ S I N S I D E

SUMMER 2020

INVEST

KZN

COVER IMAGE: London plane tree avenue in Pietermaritzburg Botanical Gardens. Picture: Duncan Kelly

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 Shelley Seid Illa Thompson Katrine Anker-Nilssen Tony Carnie

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12 - 06 Guest column

Tongaat Hulett’s CEO Gavin Hudson looks at succeeding through partnership

- 08 Doing things together

eThekwini’s new Economic Council

- 12 -

Taking the plunge

Friendship flourishes in the ocean

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.

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Radio’s higher purpose Gagazi FM’s Vukile Zondi

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Focus on farming in KZN Growth in KZN in uncertain times

- 26 -

Mindful matters in 2021 Opportunities await in 2021

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.

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Back on track Dube TradePort’s expectations for 2021

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Property outlook Two seasoned brokers share their views

- 34 A property outlier

Multi-billion rand development deal in Avoca

Published by Famous Publishing www.famouspublishing.co.za

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New learning in an online world Embracing technology for the future

- 38 -

Magic Midlands Work-from-home scenario increases demand for homes

- 42 A book about tenacity

Celebrating 50 years of beadwork

Printed by Novus Print (Pty)

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For the love of elephants Keeping a legacy alive

- 46 We are the champions!

KZN’s old champion trees

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Distinctly Durban delight Ice-cream macarons

A D V E RTO R I A L

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SUMMER 2020

Naidoo cautions that it’s important that the intent of the legislation is upheld through the selection of appropriate B-BBEE implementation partners, especially for skills. He gives five attributes that companies should use when selecting a training provider:  A well-defined structure for learnership training The key outcome of skills development is employability, and the training provider is instrumental in facilitating this by providing quality, relevant work experience, work readiness, great facilitation, mentorship and life skills throughout the learnership. If these are correctly administered, learnerships result in highly employable graduates.  Learner recruitment and real-world training Skills development through learnerships is about inclusivity and demarginalising vulnerable groups including women and people with disabilities. To facilitate this shift, learnerships comprise 30% theoretical training and 70% hands-on work experience. A learnership graduate who has experienced quality skills development is hard to exclude from the economy.  Workplace hosting and administration services Work experience for an unemployed learner can either be undertaken by the B-BBEE sponsor or outsourced to a training provider, that places the learner with another employer or hosts the work experience themselves. Either way, the onus is on the B-BBEE sponsor to ensure their learner is gaining full value from their work experience. This partner should also handle all administration, including liaising with skills authorities, recruitment documents, B-BBEE compliance documents and managing labour relations.  Maximising skills points through innovation Training providers must be innovative in providing a powerful offering that goes above-and-beyond to create an

Future ASSETS Choose a B-BBEE skills development partner to grow the domestic market and the economy

outh Africa is witnessing a contracting economy due to a decrease in local consumption. If this trend gains momentum, it will trap our economy in an even more severe downward spiral. The key to reversing this, according to Rajan Naidoo, Managing Director of EduPower Skills Academy, is to grow the domestic market and get more people economically active. According to Naidoo, South Africa needs mechanisms to empower the economically disenfranchised. “Business is the main arena for this and B-BBEE is the instrument of choice. B-BBEE is a powerful empowerment mechanism that seeks to create an inclusive, vibrant economy. Government and business together can make this a reality. Business, however, cannot adopt a ‘wait and see’ attitude. Rather it must become the main driver of change – and skills, supplier and enterprise development are the levers that will make this happen.”

employable learner. A well-rounded holistic work experience must include work readiness, mentorship and life skills.  Solutions for absorption While learnerships provide practical knowledge and work experience, it is the training provider’s support through enterprise and supplier development that can unlock additional opportunities. EduPower and some other training providers actively combine skills development with enterprise, supplier and socio-economic development, building skills and creating jobs either through entrepreneurial business incubators or employment which in turn creates further jobs through a multiplier effect.

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SUMMER 2020

ur Better Selves was a silent movie produced in 1919 that starred actress Fannie Ward, and, according to Wikipedia, no longer exists in celluloid. A picture of the promotional poster is available and shows Fannie Ward in dramatic pose with a blurb that reads: The story of a social butterfly who used her old, vain and frivolous self as a stepping stone to better things. There is a non-governmental agency bearing the same name, Our Better Selves. I am not sure where it is based, but its Facebook page bears a photograph of earnest young men and women who very likely live their NGO’s quest of “empowering change agents”. These were the results of my fingers flitting across the Google box between “our better selves” “US elections” and “EFF”. The exercise was a mind swirl prompted by the story that hit a nerve on social media in Durban, of

ED’S LETTER

the hard lockdown. The city showed the sort of compassion, responsiveness and agility its residents would appreciate all of the time. The city has helped the homeless by housing some, teaching basic computer skills, helping them re-apply for their identity documents and to feed themselves. “Now THIS, people,” beachfront resident and journalist Sue Derwent raved on social media, “is buying fresh, straight out the ground, and local.” It helped the homeless help themselves, she enthused. The municipality’s Nonduduzo Ngcongo wrote on the city’s website how the pandemic gave people pause to reflect, and in the case of 13 gardeners housed at the beachfront shelter, to grow bountiful crops of lettuce, spinach, chillies and tomatoes. Ngcongo quoted site manager, Binky Mkhize, applauding the homeless gardeners: “I am amazed by their commitment, hard work and change of heart in the way they look at life. These are normal people who

Don’t feed the WEEDS

the homeless people living in a Covid shelter established by the municipality next to the Jewish Club (diagonally behind the Elangeni Hotel). To occupy themselves during the lockdown the men and women housed there plowed up the vacant space beside their tents and planted vegetables. Their urban garden has proved a huge hit with their neighbours and the bountiful crops have been selling like hotcakes. It spurred a flurry of feel-good stories about adversity turned to advantage. eThekwini Municipality deserves kudos for its approach to homelessness. It graciously partnered with capable NGOs to provide shelter to about 2 000 homeless people during

deserve a second chance.” Mkhize said there was even a plan for the homeless to sell their produce to municipal soup kitchens. The city said there was a second gardening site in Greyville and a third at Lahee Park in Pinetown. The gardening initiative has attracted the support of celebrities, NGOs and businesses. All round this is a thoroughly heartwarming story. The city has thanked its partners in helping provide shelter, three meals a day, toiletries, sanitation healthcare services, and, in some

ED’S LETTER

instances, drug management and psychosocial support. The city says since the shelters were established in March, more than 250 homeless people have quit drugs, 189 have returned to their families, 65 have received computer training, and 10 have been moved to old age homes. Eight are now employed. The city said it was doubling its efforts to deal with the homeless in eThekwini. This is truly laudable. It stands in contrast to the heartlessness of other South African cities. Now, if only this sort of collaboration and genuine empathy could be extended to how we deal with housing in general in eThekwini. If only we could forge unity of purpose to find long-term solutions to people living in shacks. Goodwill is one thing, visionary leadership and execution is another. Right opposite the beachfront shelter where the green-fingered gardeners are working their magic is the site of the old Star Seaside Home, a plum piece of real estate that has been vacant and degenerating since 2014. The city has refused an offer by hoteliers to buy the land and develop it. The site is similar to hundreds of government owned properties dotted around the city, lying idle, waiting for a

swindle or just forgotten. The same city leadership – so worthy of praise in respect of caring for the homeless – deserves to be roundly criticised for sitting on its hands and not realising the value in vacant state owned land and decaying buildings. eThekwini Mayor Mxolisi Kaunda, or the leaders of the newly formed Economic Council the city is crowing

gregarde@gmail.com

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SUMMER 2020

about, should demand an urgent audit of these properties. If they aren’t being used, sell them to the highest bidder in an open tender and ringfence the money for decent housing so more eThekwini residents can live in dignity and lead productive lives. The pandemic has foisted change on us that at times has been scary, but it has also been used as a catalyst for good. It is time to harness the good and reject the evil that boils around fear. I juxtapose the optimism and hope generated by the vegetable garden story with the violence and bigotry witnessed in Senekal and Brackenfell. The latter feed our base instincts. They are representative of what I read recently about “psychologically intoxicating reactionary nationalism” in the USA and other countries around the world. This scourge is ugly and divisive and offers us no prospect of finding our better selves. This edition of KZN INVEST has a chunk of cheerful stories. I trust they will do their bit to banish the gloom of 2020 and instil some hope for 2021.

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G U E ST CO LU M N

Succeeding through PARTNERSHIP our strategic objectives, and we must ensure our key partners form part of our evolving journey. We have and continue to initiate a number of strategic partnerships, which seek to optimise our farming operations, alleviate poverty, and create jobs in the countries in which we operate. We are also strongly focused on sharing and driving the promising future of the KZN property and sugar industries. We have, through partnerships, facilitated the creation of Uzinzo Sugar Farming, one of Tongaat Hulettâ&#x20AC;&#x2122;s five

With a 128-year heritage, Tongaat Hulett is transforming into a leaner, better managed and more resilient business, writes CEO Gavin Hudson

e continue reshaping our business to get the company operating efficiently and profitably to deliver on our mission of building our future by creating sustainable value for all our stakeholders. We are open for business and strongly believe in the many opportunities in KwaZulu-Natal, the fastest growing province in the country. Partnerships are fundamental to the way we operate, and we have a track record of actively contributing to building a more prosperous society in KZN. As part of our turnaround, we were clear that a transformation agenda must be front and centre of

largest supplying growers. Farming rough 3 900 hectares with an estimated annual production of 160 000 tons of sugarcane, it is the first black-owned farming enterprise to feature among the top 10 sugarcane farmers in KZN. Our Jobs Fund partnership established 10 972 hectares of sugarcane between 2014 and 2018, and continues to grow from strength to strength. Initially projected to establish 27 co-operatives, with more than 3 000 members, the project has grown to almost 6 000 beneficiaries who collectively earned R35,3-million in the past season.

G U E ST CO LU M N

Tongaat also played a central role in the planning and development of uMhlanga and Sibaya, two of the most successful initiatives in the province, including Greater Cornubia, one of the three national priority human settlement projects. This was done by aligning with key partners – notably government and the private sector – in an unprecedented fashion, and we will continue as we move forward. Tongaat’s property portfolio near Durban and Ballito in KZN is currently valued at about R11-billion and spans some 11 000 hectares, a significant portion of which has the potential to be converted out of sugarcane into urban land as development expands and the demand arises. Together with local government we have identified various parcels of land for future development of over 60 000 affordable housing units and social amenities to ensure people from all socio-economic backgrounds can afford to live within reach of economic activities. We have already seen the success of our partnership with the government to unlock Cornubia,

through which the state developed about 3 000 homes as part of Phase 1, while Tongaat developed the Cornubia Industrial and Business Estate. As part of Phase 2, the government will develop a further 12 000 houses while Tongaat will deliver a town centre, commercial and business

We are open for business and strongly believe in the many opportunities in KwaZulu-Natal, the fastest growing province in the country estate, as well as facilitate some 10 000 residential opportunities, creating inclusive communities and access to opportunities for the previously marginalised. Tongaat Hulett continues to partner with the government and several equity partners, including KZN based participants, to create a diverse empowered property company,

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SUMMER 2020

linked with the public sector and strongly aligned with government’s development goals. This will enable the accelerated development of larger scale projects and participation in the property value chain for a range of empowerment participants. Spanning the Inland Dryport, the Durban Aerotropolis Smart City region, and coastal land north of Ballito, we have developments in these localities that have the potential to be catalysts for growth, benefitting the region as a whole. We see huge potential for the South African sugar industry as we work with the government and our partners to unlock value through the Sugar Master Plan. The plan’s vision is to create a globally competitive, sustainable and transformed sugarcane value chain and bio-economy that actively contributes to South Africa’s economic and social development, creating prosperity for all stakeholders, the wider bio-economy, society and the environment. This will be achieved through seven commitments, namely:  Restore the local market and offtake commitments.  Producer price restraints and certainty.  Strategic trade protection.  Employment protection and mitigation.  Small-scale grower retention.  Transformation.  Managed industry restructuring. Within the sugar industry, significant opportunities exist to grow and develop through optimisation and diversification into products such as ethanol, bio-plastics and power generation. We already have expertise and experience in power generation, which is done at all of our sugar mills, and ethanol, which we successfully produce in Zimbabwe. Sugarcane also holds exciting prospects for bioplastics, with Lego already having rolled out “green” blocks made from sugarcane-based bio-plastics. As the owners of Voermol Feeds, there is also potential to expand animal feeds regionally. Throughout our journey, partnerships will continue to play a pivotal role in our empowerment and transformation journey, while allowing us to create sustainable value and growth within the KZN economy, and across SADC.

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n indication of how low our expectations have sunk? A promising start? Or, a bit of both? It is option two says a leading business figure and member of the new eThekwini Economic Council, who was remarking on the punctual start to the council’s first working meeting. Solly Suleman, also president of the Minara Chamber of Commerce, said delegates and officials were trickling into the venue and with minutes to go it was far from full. Then at the appointed time, eThekwini Mayor, Mxolisi Kaunda, took the podium and got down to business. It does set the right tone. And it helped that

E T H E K W I N I E CO N O M I C CO U N C I L

besetting Durban. There is a sense however, that time is not on their side. Any troubles in particular? Suleman mentions approval delays from the municipality’s town planning department which have slowed construction projects, and the protection rackets masquerading as business forums. On both scores he sees some light. The pace of approvals has quickened a tad, and the SAPS and municipality were making the right noises about tackling the forums. “They are taking cognisance of the challenges of the past,” he said. Also to the municipality’s credit have been efforts to help the homeless

Doing things TOGETHER

eThekwini has a new Economic Council that has never been more needed. But can it find the success that eluded previous worthy initiatives? Matthew Hattingh reports Kaunda is newish to the job, or more accurately, as a consequence of Covid-19, less familiar to the Durban public, having replaced the sacked Zandile Gumede in September 2019. The mayor is widely seen as a big improvement. The irregular spending the KZN Department of Transport racked up while he was MEC, belongs seemingly in the past. Kaunda still gets a polite hearing whenever he or his team promise to take arms against a sea of troubles

ABOVE: COUNCIL MEMBER SOLLY SULEMAN, ALSO PRESIDENT OF THE MINARA CHAMBER OF COMMERCE.

during lockdown, the establishment of a Covid-19 recovery fund, and the temporary waiving of interest on outstanding rates. This was vital relief for small businesses, said Suleman, who felt it gave the eThekwini Economic Council something to work from. The council, officially launched in September – and with the role to advise the mayor and his mandarins on economic development plans, policies and practice – brings

together representatives of four business chambers, including Minara, bosses of big companies, trade unions, parastatals, the creative industries, the academies, youth bodies, hawkers, the disabled, climate change experts, town planners, police, traditional and religious leaders. It’s not so much a broad church, as a marketplace of different ideas and aspirations, and the hope is that its 60-plus members can find unity of purpose.

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It was a “good initiative”, said Suleman. He felt it should enlighten politicians and senior civil servants about the needs of businesses, adding that Minara’s about 2 000 mostly Muslim members weren’t interested in chasing municipal tenders. They want the mayor to knock lacklustre municipal departments into shape, for officials to do things right and on time. There were more pressing, albeit related, concerns too. The economic

ABOVE: ETHEKWINI MAYOR, MXOLISI KAUNDA.

council’s immediate focus must be on breathing life into the economy. “Unemployment has grown substantially. If we don’t do something drastic we are in serious trouble in KwaZulu-Natal and Durban. I am quite optimistic,” said Suleman, “but to a point, the proof is in the pudding.” Another high-profile member of the economic council is Moses Tembe, a veteran chamber man, he took a positive line, congratulating eThekwini for “its vision to reach out to business as one of the major city stakeholders”. The new council would be a sounding board, said Tembe, who represents the KZN Growth Coalition, which helps facilitate big projects with potential to stimulate further economic action. “The task before us lies in agreeing to objectives and goals, clearly articulating these to the public, setting timelines and ensuring consequence management

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and accountability,” he said. What might these goals and objectives cover? The municipality in its statements offered a laundry list of things for the new economic council to focus on, some of it the musings of other eThekwini-backed planning and advisory groupings, including the City Planning Commission, Team Durban, Shape Durban, and City Means Business. Much

ABOVE: MOSES TEMBE, COUNCIL MEMBER AND VETERAN CHAMBER MAN.

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of it has a familiar ring around social partnerships, consultation, tackling poverty, creating jobs, overhauling procurement systems, transforming township economies, aligning education with industry needs, improving empowerment, funding and reforming energy. For a fraction of these things to come to pass would be a lot to ask. Still, a man’s reach, as the poet reminds us, should exceed his grasp. But how will it help translate plans into action and survive the inevitable changes in city hall and ANC factional politics? Glen Robbins, a development economist with the Durban University of Technology’s Urban Futures Centre, welcomed the council’s desire to consult widely. The situation in South Africa – deepened by Covid-19 – meant the time was ripe for constructive talk. But, “the usefulness of this process is to the extent

E T H E K W I N I E CO N O M I C CO U N C I L

ABOVE: GLEN ROBBINS, A DEVELOPMENT ECONOMIST.

to which the municipality takes it seriously and makes it a priority to engage.” Robbins said thought needed to be given to what stakeholders can bring to the table. And, if the municipality failed to act on the contributions made and expertise offered at past consultative forums, it eroded goodwill. “We don’t have sufficient capacity in the public sector to adequately deal with the

challenges it’s facing. It has to learn from its citizenry,” he said, mentioning the municipality’s failure to spend its capital budget as an example of problems the council could help to solve. The council also had a role to play in keeping municipal leaders accountable. It would fill a gap left by city councillors whose attention was often too focused on their parties, wards or voters. Robbins served on the eThekwini Planning Commission, which covered some of the same ground the new council was preparing to traverse, and which fizzled out after Gumede replaced James Nxumalo in 2016. “The municipality has gone down this route before, of building relations with stakeholders, and these processes have been curtailed for political reasons. People I speak to get perplexed about why structures are created and the old ones keep getting

replaced with new ones. When the older ones haven’t got the attention they deserve, the process needs to outlive the vagaries of political changes,” he said. Robbins spoke of wasted opportunities over the past 10 years and felt a “degree of stability” was needed among senior city officials and political leaders if the economic council was to succeed. The municipality would need to put concrete programmes on the table and show at an early stage it could accomplish “smaller, measurable things”. But beyond projects and programmes Robbins felt its real value would lie in “building a long-term momentum for change”. “Levels of trust between public and private sector and civil society are in ICU. There are very low levels of trust. And the way one builds this trust is to do things together, to harness the goodwill of business to make changes, to build on the momentum.”

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O C E A N TO U R I S M

Taking the PLUNGE

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Beth Neale and Chester Gumede are classic examples of how KwaZulu-Natal ambassadors can make an indelible impact on tourists to the province, writes Shelley Seid

reediving – the art of diving deep underwater on a single breath of air without the aid of breathing equipment – is one of the world’s fastest growing water sports. It’s not difficult to understand why: no heavy oxygen tanks, almost no cost, the feeling of tranquillity that comes with the silence of the world underwater, and a sense of being at one with the ocean. It is something that freediving champion, ocean conservationist and filmmaker Beth Neale can attest to. Based at Clansthal on the KZN South Coast, she says that freediving is the best way to teach conservation, connect with life in the ocean, and destress “all on one breath!” She was raised in Johannesburg as “a landlocked mermaid”, but it wasn’t until she did

a scuba diving course in Mozambique that she discovered how much she loved the ocean. She connected with Chester Gumede and the two have done wonders for ocean tourism in KZN. At primary school in Sodwana Bay, little Chester Gumede found a pile of donated underwater

Gumede owes a debt of gratitude to his uncle, a local lifesaver who made it his mission to teach many of the youth in Sodwana to swim. His uncle then told him of a six-month internship available at Coral Divers, the largest Professional Association of Free Divers facility in southern Africa.

“You feel free in the water, you can move more easily, and the sea life comes closer to you” books. He was enthralled. “I remember looking at an underwater snail and thinking it looked the same as the one on land. I dreamed of going down there to experience the underwater world for myself.” It took time and patience, but today Chester (27) is a qualified dive master and diving instructor.

“We began in a swimming pool but after a few days were taken out to sea,” recalls Gumede. “I was excited and scared at the same time. I wanted to link the pictures I’d seen in those books to the experience I was about to have. It was incredible. I saw a whale, I saw coral reefs and overhangs, I loved every moment of it.”

ABOVE: FREEDIVER, OCEAN CONSERVATIONIST AND FILMMAKER BETH NEALE. RIGHT: CHESTER GUMEDE IS A QUALIFIED DIVE MASTER AND DIVING INSTRUCTOR.

Gumede met Neale when she came to Sodwana to teach freediving to local adults. “Because I was a qualified instructor I was brought in to be her assistant. It was a wonderful opportunity for me to learn a new set of skills.” Neale says that Gumede is a natural. “He is incredible with kids, and is always so positive. Life has been tough for him but he is an eternal optimist.” Gumede hopes to become a freediving instructor, and dreams of having a small dive school of his own one day. “I really love freediving because it is not an expensive sport – you just need to learn a few skills and you are good to go. You feel free in the water, you can move more easily, and the sea life comes closer to you. I love showing people our beautiful ocean – I love sharing my experiences and my passion.”

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Neale lives Gumede’s passion. When she saw her first coral reef and swam with wild dolphins, it changed the course of her life, although it took another decade before she entered the world of freediving. “I was living in London at the time and I went to see the movie The Big Blue (about freediving),” she says. “I went out and did a one-day freediving course in my local gym and did my first freedive in a quarry. It was pitch dark and really cold but I loved it.” Known to her Instagram followers as “@onebreathbeth”, the Pure Apnea

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master freediving instructor has a number of records to her name, the latest of which is the South African and African Continental Record where she dived to 50m without fins. The achievement, she says, was not so much in reaching new depths but rather in the money she was able to raise, in this instance over 20 thousand dollars, which went towards teaching children ocean conservation through freediving. Teaching children, she says, is transformative on so many levels. “I teach children from as young as six. They learn to calm

“Children learn to calm down in order to hold their breath, it gives them a real boost in confidence, it gets them outdoors and of course, it connects them to our oceans for life” down in order to hold their breath, it gives them a real boost in confidence, it gets them outdoors and of course, it connects them to our oceans for life. It’s a life-

changing moment.” Freediving is not an adrenalin-filled extreme sport. In fact, the key to freediving successfully is the ability to relax completely in order to preserve your oxygen. “It’s a matter of learning a few simple techniques and skills,” says Neale who can hold her breath for up to five minutes, “and suddenly you understand your body, and you are able to stay down longer.” She started Aqua Souls, an organisation to empower children and adults by building water confidence and developing freediving skills and techniques. Over

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The best thing in life is free, says Beth Oddest freedive: You get occasional dives where there is absolutely nothing around. It’s as if everything is hiding away, almost as if something is wrong. Favourite life form in the ocean: It’s got to be dolphins because I have had so many great experiences with them. I once watched a group of young dolphins get high from puffer fish venom. They passed the poor puffer fish around the group and all got completely stoned. Biggest freediving challenge: Being stuck in Johannesburg during lockdown. I had just come from freediving in the Seychelles so it was like going from heaven to hell. I spent a lot of time in the pool. Your favourite place to freedive: It has to be Sodwana because of the diversity of marine life. I set three of my South African records in Sodwana.

the past five years she has taught over 1 500 children to freedive in Bermuda (she spends six months of the year there and the other six months here at home), South Africa and Mozambique, and has started the world’s first freediving children’s camps. Through Aqua Souls, she also runs outreach programmes in communities like Sodwana Bay. “We give people a way into a new world, helping them create a connection with our oceans and promote conservation. Once people connect, they have a lifelong desire to protect.”

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Issue 11

SUMMER 2020

PROFILE

Radio’s higher PURPOSE Vukile Zondi is the dynamic managing director of Gagasi FM, a radio station with a listenership of over 1,2 million. KZN INVEST spoke to him

You were born in Eshowe and matriculated from Westville Boys High, the youngest of three sons to parents who were both teachers. How did those influences shape you? My brothers and I went to some of the best multi-racial schools, but we had a childhood that exposed us to the realities of South Africa and people from all walks of life. My family is from KwaNtatshana in Nkandla, a place that is still close to my heart. I spent my early years in the old Eshowe township of Gezinsila (now King Dinizulu) and we moved to Westville mid primary school. The contrast helped us relate to people from all walks of life. My upbringing endowed me with social dexterity to transition seamlessly from executives in plush boardrooms to ukudla inyama esibayeni nezinsizwa in the presence of tribal leaders and ordinary South Africans. I like to grab a beer elokshini and it keeps me in tune with music, fashion and lingo. Being raised by passionate and dedicated educators meant I was regularly

stopped by people in the streets who raved about my parents’ invaluable influence on their lives. So I have put a premium on having a positive influence on people’s lives. Our parents taught us a lot, they led by example. We learnt from them how to be holistic and to contribute to

Radio presenters skimp on show prep and discussing real and pertinent issues in favour of analysing social media feuds amongst celebrities society through hard work, respect, family, church and community. Where do you live now and who do you share your home with? I live in Westville with my wife and two sons aged seven and four. We are fortunate to have an amazing domestic helper who is great with our boys, and a live-in gardener/

Q A

handyman/overall bad-ass who assists me with many things around the house. Your love of radio began as a boy. How do you describe the magic of radio? Radio has been a part of my life for as long as I can remember. My father, like most people of his generation, is a religious listener of Ukhozi FM. My eldest brother was always a fan of Radio Metro, now Metro FM, which we would listen to when our parents were not home. I have a huge love of music and quite an imagination, so radio tickled my fancy from a young age. I vividly remember the moment I heard YFM. Years later it was Gagasi’s influence over popular culture that stole my heart. In Joburg I worked at YFM. Radio is an intimate medium, which when done right and with the audience in mind, can be a huge influence. In this era of “content is king” radio is about using audience engagement to co-create content. The medium has stood the test of time. You have a commerce degree with law subjects and got your first job

Q A

programming on campus radio. What have been the highlights of your career? I have had the pleasure of watching many great concerts and worked with some of the most talented people in the radio industry. I have also had some incredible bosses who took a gamble on me, and have had the honour of seeing people I have given a chance to, go on to make an impact. In some small part I get to be something like my parents were to so many people.

PROFILE

Q A

Do you have any workplace disappointments? There are a few people I have worked with who had such amazing talent but didn’t reach their potential due to bad habits, attitudes and the wrong choices. I have learnt to take a long-term approach to disappointments – one must keep moving forward.

You lead a team of over 70 people at Gagasi who provide companionship to 1,2-million listeners. What is your leadership ethos? I work with people rather than have people work for me. I build a capable team around me, independent thinkers who take what they do seriously and take ownership of their role. I keep their

BELOW: “I BUILD A CAPABLE TEAM AROUND ME, INDEPENDENT THINKERS WHO TAKE WHAT THEY DO SERIOUSLY AND TAKE OWNERSHIP OF THEIR ROLE,” SAYS GAGASI FM’S MANAGING DIRECTOR VUKILE ZONDI.

focus on the bigger picture, interrogate their thinking and back them to make their own decisions. I have never seen myself as the smartest person in the room, so I ensure I have smart people around me and let them do what they do best. There are three independent radio stations in KZN, plus two national commercial stations and numerous community channels. It is a vibrant and diverse landscape. What worries you about this industry and what makes you happy? Advertising revenue is the lifeblood that keeps any media business going and it does not follow where most audiences are. Community media and new entrants struggle to survive. Advertisers prefer the established media houses in spite of commercial logic, and it is a transformation issue within the marketing and advertising industry. Gagasi has been around for 14 years and has really punched well above its weight but this is our constant struggle. New entrants – unless they are backed by investors with deep pockets – stand little chance of surviving. I am happy the internet has exposed so much authentic South African content. Radio has done well to embrace digital media, but we need to be a lot bolder in this space because our audience’s habits are ever-changing. Do you think people are too easily herded by social media and popular culture and do you feel the need to reinforce a higher purpose into your work? Business and advertising circles overestimate social media and its impact. The majority of the country is not exposed to it, or is not as interested

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in it as we are. Social media has also made a lot of media practitioners lazy and un-engaging. Articles are written strictly based on observing social media interactions without factchecking or getting it from the horse’s mouth. Radio presenters skimp on show prep and discussing real and pertinent issues in favour of analysing social media feuds amongst celebrities. Media practitioners need to master the art of providing superior and engaging content. South Africans have a country to build, difficult conversations to have and a lot of wrongs to right. We need to take cognisance of that. Gagasi has an app that is used by 45 000 listeners. Which are your four favourite cellphone apps? I spend a lot of time on YouTube and iTunes. I frequent LinkedIn and Business Day and then the Bible app for sanity. Where do you do your best thinking? While swimming or in my home office in the wee hours of the morning. What do you do for fun? I spend time with my family, my kids are the best company. I watch sport, chat about life, politics and business with my close friends. I enjoy the outdoors and have recently rekindled my childhood love of raptors. Which place in KZN makes you happiest? KwaNtatshana in Nkandla. My father and extended family live there. My mother and three generations of my family are buried there. Time goes so slowly there, and there are a lot of raptors to see. My father and brothers have a burgeoning family farm there and we do some social upliftment.

Q A Q A Q A

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A G R I C U LT U R E

or a province such as KwaZulu-Natal, where agriculture makes up a larger than usual proportion of the regional economy, this is important. The province accounts for 32% of the country’s output and is the leading agricultural province when it comes to value. This means that KZN stands to benefit significantly from efforts to develop and transform both agriculture and related agro-processing industries which are major potential job creators. According to manufacturing guru, Dr Justin Barnes, executive director at the Toyota Wessels Institute of Manufacturing Studies (TWIMS), this sector accounts for 30% of South Africa’s total manufacturing output and is potentially the most important sector of all when it comes to growing a failing economy and assisting with post Covid recovery. During a recent TWIMS webinar, Barnes, together with chief economist at the Agricultural Business Chamber of South Africa, Wandile Sihlobo, and group CEO of Illovo Sugar Africa, Gavin Dalgliesh, debated the impact of Covid on agriculture as well as expected

Focus on farming in KZN The Agricultural Business Chamber of South Africa expects the agricultural sector to grow by at least 10% this year, far outstripping the shrinking economy, writes Shirley le Guern

policy interventions, building blocks and roadblocks that stood in the way of this sector realising its full potential. Although all was not rosy, Sihlobo noted that statistics showed the agricultural sector was doing well with 50% growth between the first and second quarters of 2020. This was one of the first major expansions that had been seen for some time. This growth was largely because 2020 was a year of recovery for provinces that had experienced severe drought over the past two years. Good

ABOVE: CHIEF ECONOMIST WANDILE SIHLOBO.

rainfall boosted a number of crops, with grain output being the second highest in the history of the country. A degree of regulatory protection had also helped the sector perform well. Sihlobo pointed out that, for a province such as KZN, this positive outlook was key for about 3 000 commercial farmers and a large number of small- and medium-sized operations made it an important source of employment. Roughly 133 000 people are employed within the agricultural sector in KZN.

A G R I C U LT U R E

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LEFT: DAIRY AND BEEF FARMING IS DOING WELL IN KZN. BELOW: SMALL-SCALE KZN FARMER NORHA NGCOBO IN HER VEGETABLE GARDEN.

LEFT: CROPS GROWING IN A TUNNEL.

The manufacturing sector – of which agro-processing is a large part – accounts for 12% of employment in KZN. Almost a third of the manufacturing sector (32%) is related to agriculture within the provincial economy and, when the two were merged, “just north of 17% of employment” came from these sectors, he said. He said it was important not only for the sector but also for the port. “The port of Durban is the biggest when it comes to agricultural exports, so logistics has contributed over

Sihlobo noted that statistics showed the agricultural sector was doing well with 50% growth between the first and second quarters of 2020 the past couple of months during lockdown. It made sure the South African agricultural sector remained

on a solid footing. It is important to emphasise this because about 52% of produce in value terms goes to export markets and most of that goes through our ports. So, this is an important part of making sure we are competitive, growing the export sector, and that we remain export oriented when it comes to agricultural activities.” However, he also cautioned that a large part of exports was high value, making the slowing of the global economy, particularly in Europe and parts of Africa, a potential problem that might manifest in 2021. “We are worried because half of what we are producing goes to export. One of the most important markets is Africa. Over 40% of what we export in dollar value terms goes to the African market, roughly 24% to Europe, and about 20% to the Asian market. The challenge with the slowing demand in Africa is our ability to make sure the Euro area and Asia can absorb more of the agricultural products we produce.” Countries of interest to extend

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exports included India and China. Against this background, Sihlobo said a number of broad policy implementations put in place because of the pandemic were having a positive effect. The move by the central bank to cut rates by 300 basis points had made a huge impact when it came to agricultural debt which now stood at close to R180-billion. Over the next 12 months, that would equate to a saving of over R5-billion. He said that work within Nedlac showed that agriculture remained a key part of the government’s developmental agenda. “The question is where and what can we potentially do? I think the four provinces that still have large scope of expansion in agricultural activities are KZN, the Eastern Cape, Limpopo and certain parts of southern Mpumalanga.

A G R I C U LT U R E

The numbers that are coming out show that the government has nine million hectares of land that might have to be transferred to new beneficiaries as part of its recovery plan. The provinces highlighted have two million hectares of under-utilised land on which we can do primary agricultural expansion and over lay this with agro-processing,” he said. These areas also had higher levels of poverty, making them priorities. Sihlobo said it was important to note that, while some jobs could be created through farming, a far higher number would be created during the agro-processing stage. This would be highlighted in the agricultural master plan that was due to be released by the Department of Trade and Industry (DTI). “You will see a good alignment of how those processes can be done on a practical level. But, at this stage, it is still at discussion level and needs

A G R I C U LT U R E

ABOVE: SMALL-SCALE FARMER ANDISO MAGHABI SHOWS OFF ONE OF HIS CHICKENS. BELOW: BONGI SIBIYA HARVESTING SPINACH GROWN IN HER GARDEN.

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industry buy-in because government finances are already depleted,” he said. He added that skills transfer and land governance also needed to be addressed for this to progress positively. Another major hurdle was infrastructure. Sihlobo said that poorly performing local municipalities could completely derail the development process if key infrastructure such as road networks, water and electricity were lacking. Returning to the pending DTI master plan, he said another plus was that it encouraged the creation of key value chains that would encourage greater consumption of local products. He said these commodity corridors would link production, agro-processing and consumption points. “This approach will be useful as it helps to make sure that agro-businesses and those aligned with agriculture are able to participate and focus their efforts in areas of the supply chain where they think they can derive value for their businesses. We are heading in the right

The challenge with the slowing demand in Africa is our ability to make sure the Euro area and Asia can absorb more of the agricultural products we produce” direction,” he said. Barnes added that agricultural development close to small towns was important not only to growing agriculture but also assisting with post Covid recovery. “One thing that has struck me is how much value could be created in non-metropolitan areas. When you visit little towns, the entire economy is built around the agricultural base, often through agriculture itself but also in the form of food processing. So, when we talk about structural transformation of the economy, it’s not only about historical redress from a demographic perspective, it also talks to some of the structural challenges in terms of the over concentration of limited wealth in metropolitan areas and the consequences for the rural parts of the country,” he said.

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A G R I C U LT U R E

LEFT: PETRITIA HLATSWAYO AT ONE OF HER HIVES. establishing 125 beekeepers was soon surpassed and by the end of 2019 there were 1 600 families involved in the project on different levels; with some 900 keeping bees and a further 400 hunting honey without starting uncontrolled fires; and 400 participating in self-help groups that save and invest in new incomegenerating activities and a further 300 involved in other

Sappi-sponsored programme which helped communities adjacent to forestry plantations to become beekeepers, showed encouraging results during the Covid-19 lockdown, indicating how vitally necessary ecologically responsible agriculture is. Non-profit consultant and founder of the African Honey Bee programme, Guy Stubbs, who has more than 30 years’ experience in small and micro-enterprise development, was struck by the incredible resilience demonstrated by families that are part of this beekeeping project. Collectively, in the first six months of the year the participating families have harvested about five tonnes of honey, earning close to R360 000. During a recent survey undertaken in the Sokhulu community in KwaZulu-Natal (north of Richards Bay), where the project has been running for the last couple of years, and a new community in Thembalethu, Mpumalanga where training had not yet begun, Stubbs noticed some marked differences in people’s approach to the situation brought about by the

Buzzing in HARMONY A BEEKEEPING PROJECT THAT IS HELPING COMMUNITIES MAKE A LIVING international health crisis. “While the families in Thembalethu were watching TV and waiting for the government to hand out food parcels, the 100 families we interviewed in Sokhulu were producing and even selling vegetables, chickens, eggs and honey.” All 100 families were producing honey, 85 were growing vegetables, 27 were producing eggs and 39 were producing chickens for meat. Sappi Southern Africa’s General Manager Communications Mpho Lethoko said: “The approach of this beekeeping project we support is based on our overall philosophy of supporting ABCD – Asset Based Community Development – in our communities. Most of these beekeeping families

participate in our Sappi Khulisa supplier programme and are already part of the valuable forestry supply chain. “By learning to harvest honey, grow vegetables and produce poultry and eggs they are not just producing food to feed their own families, but many of them are also supplementing the income they make from selling us their timber, by also selling this produce,” she said. The survey into how they were coping with the challenge of Covid-19 was aimed at measuring the impact of this poverty alleviation that African Honeybee has run since 2016 with Sappi as the main stakeholder, along with funding from the government of Flanders and the IDC. The initial goal of

Collectively, in the first six months of the year the participating families have harvested about five tonnes of honey, earning close to R360 000 income-generating activities. Refilwe Ramohaladi, the savings group facilitator, reports that the self-help savings groups are helping a lot of people during Covid-19 because they have money to start their own businesses that can earn them money, or savings that are helping them get by. “There is so much need because many of the people who had jobs in the city, and have lost them, come home and are hungry.” One such successful Sokhulu entrepreneur is Sandiso Maghabi who said: “My clients have grown during Covid-19 because they can buy good quality meat right here in Sokhulu. I’m now farming with 50 chickens every two months.” Stubbs sees the success of this project – from living in a state of dependency to becoming self-sustaining and sustainable – as one that could be replicated across the country.

REPORT BACK

2020

NOTE FROM

The cost of the coronavirus pandemic along with the lockdown has been very high indeed, and very few businesses in our city and province can claim to have escaped unscathed. Navigating the Covid-19 impact has proven to be a challenging undertaking, and the Durban Chamber commends, with gratitude and admiration, all business leaders who have contributed incisive thought leadership and industry insights to numerous strategy sessions at city and provincial level to try and get economic activity back on track; those who have contributed to goodwill activities that support those who have been hard hit (including food relief); those who have taken dividend and salary cuts to ensure employees remain in jobs; and those who, through sheer guts and determination, have worked hard to keep their doors open to both employees and customers. Without bold and sacrificial leadership, our economic ecosystem would have collapsed entirely. These businesses lend truth to our stated organisational purpose: In Business For A Better World, and we salute them. In our world, people always come first and, for this reason, we also commend President Cyril Ramaphosa, his cabinet, and our provincial government for the bold (and, in some cases, unpopular) steps taken to deal with this unprecedented crisis by prioritising the preservation of life in the delicate and truly challenging task of balancing the preservation of lives and livelihoods. We are also encouraged by the positive and proactive engagement between the public and private sectors in Durban and KZN, which, in this unprecedented year, have shown that we are capable of working together quickly and with a singular vision in the best interests of our province. We trust that this trend will continue well after this crisis has ended.

NOTE FROM ABOUT THE

Durban Chamber

ounded in 1856, the Durban Chamber is the largest memberbased metropolitan chamber in southern Africa. We represent close to 3 000 businesses in eThekwini and beyond, ranging from multinationals to corporates and SMMEs. Since 2019, we also represent 54 000 informal sector businesses through their business associations. Policy and advocacy are at the heart of our work and we assist members with securing trade and investment opportunities locally and internationally, providing business advisory services (CIPC, Certificates of Origin, ITC checks, HR consultancy and more) across a broad spectrum of sectors, engaging thought leadership through forum webinars and other networking events,

sharing business information through digital platforms, and also sourcing business insights through occasional questionnaires. The Durban Chamber advocates and influences policy decisions that affect the interests of business (tax legislation, import and export regulations and more), offering member benefits and providing information relevant to business decisionmaking. As a businessbased and member-focused organisation, our strategic purpose is to help create a conducive economic and business environment to facilitate and promote economic growth in the region in partnership with key stakeholders. CONTACT US: 031 335 1000 info@durbanchamber.co.za www.durbanchamber.co.za

The President, Nigel Ward

The CEO, Palesa Phili

When we were all drafting business strategies for 2020, none of us could have imagined that we might soon be needing to insert a column labelled “Covid-19 Effect” into our spreadsheets. Who was to know that we would be navigating the rough seas and uncharted waters of a catastrophic pandemic that would batter the operations and revenues of practically every one of our members, and, indeed, we ourselves as a Chamber? Businesses have suffered tremendous economic losses and re-opening the economy proved to be a complex process with different sectors having different requirements and facing different pressures. As the recovery work continues, the Durban Chamber continues to robustly engage key stakeholders in the public sector on behalf of our members to ensure that their views and concerns are heard and taken into account at the highest decision-making levels in government. Given the level of uncertainty in the marketplace, the Durban Chamber encourages businesses to continue to be agile, innovative, and creative to be able to survive and thrive in the “new normal” that will be the status quo for a considerable period to come. In this special insert, find a summarised report of some of the ways the Durban Chamber served the business community during lockdown. We appeal for your continued support in paying membership fees that will enable us to continue serving you to the best of our ability, especially in lobbying on behalf of the Durban and KZN business community. Do not hesitate to call on your Chamber!

Policy & Advocacy SUBMISSIONS

 Draft Rates Policy 2020-21  Constitution Eighteenth Amendment Bill  eThekwini Municipality Draft Budget 2020-21  eThekwini Municipality Annual Report 2018-19

STAKEHOLDER ENGAGEMENTS

During and after lockdown, the Durban Chamber has convened robust and ongoing discussions with EDTEA, TIKZN and eThekwini Municipality to secure the survival of businesses during these difficult times by ensuring that concerns and inputs from our local business community are submitted to National Government. As an output of these engagements, a multi-stakeholder business support integrated service plan and support programme was launched to assist SMMEs with access to Covid-19 linked information, support fund applications and assist with potential new opportunities. Engagements with Nomusa Dube-Ncube, MEC of Economic Development, Tourism and Environmental Affairs (EDTEA):  Implications of Level 4 Lockdown on Business in KZN  Construction Sector Engagement  Tourism Sector and Liquor Industry Engagement

hampers in the CBD and Clermont.

SPONSORSHIPS AND DONATIONS

 Toyota Motors SA Covid-19 Food Relief for vulnerable households: In April Toyota Motors South Africa (TMSA), with the support of DCCI and eThekwini Municipality, provided emergency food relief to over 1 000 vulnerable households affected by Covid-19 in Isipingo. Hampers were distributed by eThekwini Municipality Mayor, Councillor Mxolisi Kaunda; President of the Durban Chamber, Executive Vice-president of Manufacturing and Support at Toyota Motors South Africa, Nigel Ward; and Durban Chamber CEO, Palesa Phili.  Protective Equipment Donation: In June the DCCI secured a donation of 5 000 washable face masks, 2 000 surgical masks, and 1 200 bottles of alcohol-based sanitiser from three businesses (Labora Group, Olive Group and Sappi). The Deputy Mayor received the items at the Olive Convention Centre.  MEC Sponsorship: The Durban Chamber secured sponsorship of 800 soups and 800 juices through the Olive Group and Labora Group as part of the drive by EDTEA MEC Nomusa DubeNcube, to combat the coronavirus pandemic.  School Shoes Sponsorship: The Durban Chamber facilitated sponsorship of 77 pairs of school shoes through Labora Shoes, which were directed to Ward 31.

JOINT COVID-19 RELATED PROJECTS

 Covid-19 Support Tool: The Durban Business Support Finder is an initiative between The Durban EDGE, Open Cities Lab and DCCI. The directory helps businesses in the eThekwini Municipality access funds and support during the Covid-19 crisis.  Survey Collaboration: The Durban EDGE and DCCI ran surveys on the impact of the lockdown on Durban business, as well as suggestions for municipal support.  Durban hailed by World Bank as a Best Practice City during Covid-19: A strong working relationship with DCCI resulted in a rapid evaluation of the impact on SMMEs and a response to some needs within the city’s realm of responsibility.

JOINT CSI INITIATIVE

 Collaborative Collection Drive: During Level 5 lockdown, the Durban Chamber in partnership with the Domino Foundation and Global Shapers Durban hub distributed 80

International Business ONLINE CERTIFICATES OF ORIGIN

In 2018, the Durban Chamber launched an online system to process Certificates of Origin, which has been advantageous to export businesses during the pandemic. The system is designed to be more reliable, faster, accurate, cheaper, and provides an efficient flow of communication from a sender to the receiver. Between January and October 2020, DCCI has issued 17 842 certificates.

EXPORTER OF THE MONTH

The Durban Chamber recognises top exporters from various sectors for the role they play in boosting the economy of KZN through the exporting of goods manufactured in the country. Despite the impact coronavirus has had on the economy, businesses in the export industry have manoeuvred against all odds and the Durban Chamber recognises them for their efforts, passion, and dedication. The categories are: Large Exporter business; Medium Exporter business; Emerging Exporter business; Agriculture & Forestry Exporting business; Mining & Minerals Exporting business; Manufacturing Business; Transport & Logistics; CEO’s Special Recognition.

INBOUND AND OUTBOUND TRADE DELEGATIONS

The Durban Chamber partnered with various stakeholders to ensure that trade delegations and Business to Business (B2B) engagements were taking place virtually despite the lockdown. Delegations included Singapore, India and Bangladesh.

DURBAN CHAMBER ESD PROGRAMMES

 Food Hampers: The Durban Chamber secured sponsorship of 200 hampers through Standard Bank. These hampers were procured from the My Spaza Association as a means of empowering hard hit township businesses.

BUSINESS FORUM WEBINARS

A total of 51 forums were held virtually in 2020.

The Durban Chamber is accredited to run Enterprise Supplier Development programmes on behalf of corporates. Our training and mentorship is focused on Business fundamentals; Regulatory compliance; Marketing; Business Plan development; Presentation skills; and Financial management. In 2020, the DCCI has run an ESD Programme for Toyota South Africa, empowering and equipping 14 business leaders.

Business Development SIYABAKHULISA TRAINING PROGRAMME

The Durban Chamber, in partnership with the American Embassy in SA, launched the Siyabakhulisa Training initiative aimed at growing local micro-businesses in the rural, and township communities in Durban and surrounding areas, with an emphasis on encouraging social cohesion and the fight against xenophobia. Through this programme, participants were skilled to develop and uplift their businesses in local communities and positively contribute to the local economy through economic activity. Content included: Practical business insights; Skills and tools which included Brand Building, Financial Management and Planning, Marketing, Merchandising and Compliance with By-laws. A total of 411 business owners attended the training.

ASIYIBAMBE WEBINAR SERIES

Given the attrition of jobs in the wake of the lockdown, the Durban Chamber in partnership with the Commission for Conciliation, Mediation and Arbitration (CCMA), hosted a webinar series focused mainly on the SME sector to assist with labourrelated matters, including: An overview of the CCMA and Labour Dispute Resolution, Management & Prevention, including how to refer a case to the CCMA; Understanding the Temporary Layoff Scheme (TLS) and Temporary Employer/Employee Relief Scheme (TERS) for employers and employees as to an option available to avoid retrenchment as per Section 189 of the LRA; An overview of the EEA and Dealing with Unfair Discrimination in the workplace; An overview of the CCMA Rules for Practice & Procedure; The National Minimum Wage; An overview of the CCMA and Sexual Harassment in the workplace; An overview of the CCMA on equal pay: The gender pay gap.

CIPC SERVICES

GENDER DISTRIBUTION  MALE  FEMALE

YOUTH REPRESENTATION  YOUTH  NON-YOUTH

To support the increasing number of entrepreneurs and small or micro-businesses birthed out of Covid-19 retrenchments, the DCCI in partnership with Companies and Intellectual Property Commission (CIPC), provide an in-house company registration facility which allows for online company registration (PTY/NPC) with B-BBEE Certificate issuance at very affordable rates.

Member Support Campaigns The KZN Business Advisory: Covid-19

Due to the alarmingly high circulation of fake news related to the pandemic, DCCI, in partnership with EDTEA and eThekwini Municipality, initiated a daily circulation of the KZN Business Advisory: Covid-19. The content aimed to provide members and the business community with verified, factchecked, authenticated, and link-tested information. From April to November 2020, 141 issues have been circulated.

Covid-19 Champions: HALALA CAMPAIGN

This campaign profiled 13 Durban Chamber members, partners, and stakeholders who contributed greatly to the fight against the social and economic challenges brought on by the pandemic. They are: Aspen Pharma Care; DUT; eThekwini Municipality; Tongaat Hulett; ABSA; Distil; Pista; SAPPI; Transnet; Farrell INC Attorneys; Defy; Vodacom; Toyota.

NO RESERVATIONS CAMPAIGN

This campaign supported our members in the tourism and hospitality industry. Once restaurants and eateries were allowed to have sit-down guests, the Durban Chamber leveraged our

digital platforms to invite businesses and the general public to support local restaurants, caterers, and support the economic recovery and sustainability of eThekwini businesses. This campaign was active for one week in June. Durban Chamber members that were profiled: Eat Greek; Magic Pan Caterers; Eat Fresh (Kofi restaurants); McAllisters Catering.

STAKEHOLDER EVENTS AND WEBINARS

 Free Webinar: GRI Invitation to Webinar on Sustainability Reporting for SMEs.  ActionCOACH: The End in Mind Business Owners Workshop, Coach Marlene.  Urban Links Africa Open Call: Looking for partnerships between UK SMEs and SA organisations to provide innovative technology solutions to real city challenges.  ICC SOS Website and Resources.  Join ICC at the 2020 SDG Business Forum.  The Portside: Transnet Port Terminals Online Newsletter.  IRMSA Annual Digital Conference: Invitation to Durban Chamber members.  The World Macroeconomic Risk Map in 2020.  Stakeholder Announcement: The US Embassy and Africa Women Innovation

and Entrepreneurship Forum announce Academy for Women Entrepreneurs Programme.  Git-zone Global B2B Platform.  LiquidTelecom: Turn your people into a Human Firewall.  Innovate Durban: Design Thinking Workshop.  Invitation: Stakeholder inputs of National Ports Plan.  Livestream: Durban Business Fair.  eThekwini Municipality: Economic recovery fund for business.  Quarterly Labour Force Survey: Quarter 2: 2020.  Invitation: Thought Leadership Series: Organisational Culture Driven by a Valuesbased Leadership.  Durban Country Club Family Halloween Drive-in Cinema: Halloween/ Ghostbusters.  Innovate Durban: Pitching den.  Manufacturing Indaba: Are you a manufacturer looking for new clients, wanting to sell your products, services, and need leads?  Raizcorp Aluminium: Training programme.  AGHO: Small Business Initiative.  Invitation: Indo Africa Virtual Summit.

Business Engagements IN CONVERSATION WITH PRESIDENT CYRIL RAMAPHOSA

In 2019 the Durban Chamber hosted a business engagement with President Cyril Ramaphosa, Trade and Industry Minister Patel, KZN Premier Sihle Zikalala, and KZN Economic Development, Tourism, and Environmental Affairs (EDTEA) MEC Dube-Ncube on challenges faced by eThekwini and KZN business community. This engagement was at the Durban International Convention Centre and was sponsored by Standard Bank and Vodacom. A total of 300 leading eThekwini businesses participated.

Milestones OFFICE RELOCATION TO DURBAN COUNTRY CLUB

In August 2020, the Durban Chamber moved to the iconic and world-class sporting and leisure facilities of the Durban Country Club. A few benefits of the relocation to the historic and prestigious Durban Country Club are the convenient location, sufficient parking, and easy accessibility for those using public transportation.

Exclusive Member Benefits: OVER R50-MILLION INJECTION OF VALUE INTO ETHEKWINI BUSINESSES

We have upgraded our exclusive member benefits package for active Chamber members to a total of 24 value-adding benefits, based on member input and requests. The Durban Chamber has negotiated these agreements to provide exclusive

CITY MEANS BUSINESS

His Worship, the Mayor of eThekwini Municipality, Cllr Mxolisi Kaunda, hosted members of the Durban Chamber, property developers and the business community for the launch of City Means Business in November 2019. The inaugural topic focused on the Inner-city Regeneration Programme with particular focus on “bad buildings” in the Mahatma Gandhi Precinct.

Durban Chamber Partnerships MANCOSA BUSINESS RESCUE SERIES

MANCOSA, in partnership with the Durban Chamber, offered free, expert advice to SMEs relating to tax, occupational health, human resources, how to apply for relief funding, coping with debts, property rental issues, and managing cash flow.  Covid-19 Survival Tips for SMMEs: Bruce MacGregor is a practicing lawyer for 25 years with a strong commercial and employment law practice.  Psychology of lockdown: Adapting to a “new normal”: Elizabeth Lumley is a Durban based qualified industrial and organisational psychologist.  Taxing times: Covid-19 special tax relief: Aneria Bouwer is a partner in Bowmans’ Cape Town office tax practice.  Cash is King & Keeping your site Covid-safe: Riaz Dhai is a chartered accountant and the managing director of Sachet Manufacturers.  Relief Funding Toolbox for SMMEs: Melitta Ngalonkulu is a tenacious financial journalist at leading business, financial, and investment news website, Moneyweb.

benefits valued at more than R50-million, an unprecedented injection of direct value into member businesses. We are grateful to the eThekwini businesses that have agreed to contribute discounts. The value that is available to businesses through this programme exceeds R50-million. The businesses are: Accord Development Consulting Group; ActionCOACH; Ahavah Consulting; Avis Budget Rent A Car; Cowey Park Pharmacy; Denzile Reddiar and Associates; DNA Auto Centre Bosch Car Service; Epic Centre; eThekwini Toyota and Hillcrest Toyota; GAD Consulting; Icebolethu Group; Isuzu Trucks New Germany; Kofi and Eat Fresh; Makrosafe Holdings; McAllister Catering; Onomo Hote; Pfirestorm; Profitshare Partners; Regent Business School; Samac Engineering Solutions; Subb10 Technologies; Sumitomo Rubber South Africa; Barons Bluff (Volkswagen).

A D V E RTO R I A L

Embracing digital INNOVATION

mraan Noorbhai, Standard Bank Provincial Head, KwaZulu-Natal, says, “While the world and our business both undergo change, our purpose remains the same: Africa is our home, we drive her growth. We have an aligned vision of being the leading financial services organisation in, for, and across Africa, delivering superior value and exceptional client experiences. This is achieved through an integrated, clientcentric approach, enabled by digital innovation. “Technology is fundamental to what we do and is bringing us closer towards becoming more than just a bank. We have accelerated our digital transformation strategy to ensure future competitiveness and sustainability and to allow us to become truly human, providing what our clients really need in order to achieve their financial goals and beyond.” Noorbhai has a deep and diverse financial services background spanning over 20 years with Standard Bank across various roles within sales and distribution. This includes taking on the roles of Director of Finance for the Customer Channels division within Personal and Business Banking South Africa, as well as Head of Retail Banking for KwaZulu-Natal.

A seasoned banker, Imraan Noorbhai’s vision is to accelerate digital transformation and make Standard Bank the leading financial services organisation

ABOVE: THE MAN WITH A DIGITAL VISION – IMRAAN NOORBHAI, STANDARD BANK PROVINCIAL HEAD, KWAZULU-NATAL.

In his current role as Provincial Head of KwaZulu-Natal, Noorbhai is at the helm of the vibrant retail and business banking operations and is leading a dynamic and energetic team of executives and senior managers. While embracing a continuously evolving leadership style, Noorbhai is the first to admit that servant leadership is at the core of his leadership philosophy. According to Noorbhai, “Over and above being a servant leader, leading by design is also a key success

factor in being an effective leader of today. Leading by design involves creating frameworks for problem solving that enable my teams to explore the endless possibilities that exist within our DNA.” A seasoned banker with a proven track record, Noorbhai’s successful and highly impactful professional career has been deeply rooted in his accounting training and qualification acquired after completing articles with Desai Jadwat Inc. His success and contributions to the company have been widely recognised through nominations for various prestigious leadership interventions with GIBS, as well as learning experience immersions in New York, China, Hong Kong, Nigeria, Sweden, and Berlin over many years, giving him invaluable banking exposure. Noorbhai is passionate about entrepreneurship, empowerment, and the digital revolution, and believes the current digital revolution presents immeasurable opportunities to navigate the complex economic landscape in order to enable businesses to better serve their clients.

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Noorbhai continues to contribute actively to shaping industry discourse through his memberships with the KZN Growth Coalition, SAIPA, SAICA, the Durban Chamber of Commerce and Industry, the Minara Chamber of Commerce and, most recently, the Diners Club SA Board, where he serves as Non-executive Director. “My vision is to leave a legacy at Standard Bank where I am remembered for my positive contribution to advancing the business under the Fourth Industrial Revolution by accelerating digital transformation to provide services, solutions, and opportunities that our clients and employees need to achieve growth, prosperity, and fulfilment.

“My vision is to leave the business in a better shape than I found it, to inspire future leaders to be motivated and have the entrepreneurial flair and innovation mindset” “More importantly, my vision is to leave the business in a better shape than I found it, and to inspire future leaders to be motivated and have the entrepreneurial flair and innovation mindset. We must be courageous, embrace change, empower teams to make decisions, and never stop seeking knowledge. My ultimate dream is to see the growth of the economy of KZN at a point where all can benefit from its rich resources and diverse cultures.”

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FUTURE THINKING

Mindful matters in 2021

hen lockdown happened, we were thrown into the deep end of the unknown. We were uncertain of what lockdown would mean for the economy, our wellbeing and our future. South Africans are resilient and adaptable, many with a sense of humour. The alcohol ban turned our country into a pineapple beer brewery, the lighter side of a scary pandemic with great ramifications for our economy and potentially our health. In an attempt to unpack this, IIE-Vega School launched Vega Virtual Talks, an online discussion with industry experts sharing their insights, experience, guidance, and ideas. A common suggestion we often hear is for businesses to “pivot”, but this can often be a knee-jerk reaction, rather than a strategic move. Kuhle Belu, Insights Director and consultant for Kantar along with Kudzi Mathabire, Brand Director for Castle Lager pointed out that consumer consumption itself is not really going to change, but rather consumer behaviour will shift. They urged business leaders to focus on understanding people and their needs, to explore the consumer pain points and to focus their strategies on how to turn into a consumer gain. Understanding people and their needs requires businesses to remain connected with their stakeholders and to do so with empathy, exploring why people think, feel and act the way they do. In the Vega Talks, David Blyth, Vega advisory council member and founder of DeltaVictorBravo, pointed out the polarized response to the odd term that emerged from the pandemic, the “new normal”.

2020 will go down in history as one strange year, but, writes Naretha Pretorius, seen through the right lens, it presents a huge opportunity to make 2021 much better

On the one hand many consultants referred to “the next normal”; the effect of this global crisis driving innovation, digital disruption, changing organisational culture with new ways of working, whereas on the other hand many consultants argued that the “new normal” was “absolute nonsense”. David suggested the answer lay somewhere in-between. He provided important points for business leaders to be mindful of, along with critical questions to ask when making strategic

decisions. He proposed that business leaders needed to find business answers by focusing on people, while making the brand purpose tangible. A common thread from the Vega Virtual Talks, in strategy, leadership and business was the importance of brands being clear on their purpose; what they stand for and why it mattered. This keeps the business, brand and organisational compass north, especially when the going gets tough. Travis Gale, a culture and leadership consultant from The Appletree Group, addressed the importance of good culture as the DNA for good business. Brands with a strong culture prior to the lockdown were able to navigate the tough terrain far more effectively. Travis argued that those who navigated the lockdown with a focus on culture, as a result established their culture for the next season. It is hard enough for leaders to guide a healthy culture and to manage a high performing team, it’s even harder in a crisis. Dr Preya Daya, leadership consultant, provided an overview of conscious leadership, a model for how leaders can guide teams to self-leadership, demonstrating how to guide difficult conversations for accountability while creating a culture of curiosity and learning, and as a result building high performing organisations. Dr Sean McCoy, founding member of HKLM Group and Vega advisory council member, said leaders had to find a balance of honesty and hope, allowing candid and authentic conversations. A crisis, like the pandemic, was an opportunity for leaders to experiment and learn. Sean advised leaders to distill meaning from the chaos, and to base decisions on values and purpose. These talks pointed to one critical thing: keep people at the centre of all that we do; in developing our business strategies and our brand culture. The year 2020 may have presented us with a tough challenge, but it also gave us an unconventional arena of opportunity. Pretorius is a Thinking Facilitator and the Campus Head at Vega School, an educational brand of The Independent Institute of Education.

www.vegaschool.com/vega-virtual-talks Instagram: @facilitator_naretha_pretorius

FUTURE THINKING

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Back on TRACK 2020 is almost over. Most businesses have reset and are hoping 2021 will be a much smoother ride. We spoke to Dube TradePort Senior Marketing Manager, Xolile Shabalala about the year ahead

habalala has a marketing degree with post graduate diplomas in public administration, finance and most recently one from the University of Stellenbosch Business School. Before she joined DTP she worked for the National Treasury, in banking and then for Tongaat Hulett. Shabalala has also sat on the board of the ILembe Chamber of Commerce. She says the return of international flights and the improvement in

cargo volumes through King Shaka International Airport bodes well for business. As does the release of the second phase of Dube TradeZone. Once completed TradeZone 2 will make an additional 43 hectares of land available for private sector development in the airport precinct. “Bulk earthworks are currently underway, with the construction of municipal infrastructure likely to have commenced by the end of the year.” Shabalala says Dube TradeZone 1b –

ABOVE: DUBE TRADEPORT’S SENIOR MARKETING MANAGER, XOLILE SHABALALA.

incorporating an additional four hectares – will ultimately form part of TradeZone 2. The land there has been platformed and serviced. “This portion of land is intended to house a pharmaceutical cluster, which will have access to a common utilities zone, currently being designed, with the intention of enabling tenants to leverage off the synergies created by sharing services such as electricity, plant heating and cooling, water purification, steam, solid waste management and effluent treatment.”

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Dube AgriZone Phase 2 is 90 hectares and is located adjacent to Phase 1. It will accommodate the development of additional greenhouses and related agricultural uses. Dube TradePort’s goal is to accelerate economic development within KZN, particularly manufacturing through the mechanism of the Special Economic Zone. DTP’s unique offering has received added sparkle

FUTURE THINKING

earlier this year with the release to market of 18 mini-factories to let in a R90-million complex that has given small to mediumsize business unmatched access. The complex is in DTP’s SEZ and comes with associated tax incentives. The mini-factories, each of 249m², offer tenants a unique opportunity to form partnerships with multinational enterprises that are already established

KEY TO SURVIVAL ADVERTORIAL

t is my hope that the Covid-19 pandemic has had a myriad of lessons for us. We all found ourselves uncertain about what to do and how to move forward, which resulted in fear for some and hope for others. Those overwhelmed by fear were unable to objectively consider possible options, which is a natural reaction, but the trick is to consciously acknowledge this fact and seek ways to pull out of it as quickly as you can. This was a lesson I took from one of our strategy development clients, who from day one focused his team under lockdown on the long-term strategy right up until they returned to work. Under lockdown and online, this client capitalised on the available time to review their entire business model, which meant by the time they returned to work, they had specific tasks to execute. The key objective

The return of international flights and the improvement in cargo volumes through King Shaka International Airport bodes well for business

MUSA MAKHUNGA FROM HR MATTERS DISCUSSES WHAT THE PANDEMIC HAS TAUGHT US IN BUSINESS

was to keep the team together by adapting to operating remotely and never to allow fear to dampen their spirits. Sharing relevant information about the pandemic was also important. Once this client was allowed to return to work, remote work was done on a role-by-

role basis as it became clear that execution of the strategy still required collaboration and co-operation, which was not entirely possible with remote work. The lesson? Even though we were forced to work virtually, people will always operate better, faster and simpler if they can congregate.

within DTP. The units are 500m from the airport’s Cargo Terminal and have easy access to two of Africa’s busiest ports, Durban and Richards Bay. The major routes from north to south, N2, M4 and R102, easily connect with transport corridors and an array of blue-chip companies. The mini-factories provide a platform for SMME’s looking for small manufacturing and office space. Firms like Mara (Africa’s first cellphone manufacturer), Retractaline and Conlog are among some of the sizeable neighbours situated at DTP. Since its launch 10 years ago, DTP has grown considerably, acting as a catalyst for R3,2-billion investment around the airport that now accounts for over 3 000 jobs.

Most of what our client was able to do during lockdown was made possible by using online platforms. It’s a fact – the pandemic has forced everyone to adopt technology whether we liked it or not. Thoughts for businesses going into 2021  Working remotely will remain in our view for as long as there is no vaccine, but flexibility with regards to the number of hours and days spent at the office will be adopted.  As some sectors struggle and perhaps close, others are developing and growing. The trick is keeping tabs on what is going on and take advantage of latent opportunities.  Without a doubt this is a very difficult time for many businesses which requires flexibility, adaptability and willingness to seize other opportunities brought about by the new reality.  Government, business and the community’s collaboration on development of affordable internet infrastructure is key to economic growth.  Finding someone with insight as well as outsight into your industry who can work with you in determining your future business trajectory is key to Covid-19 survival as was the case with our client.

A D V E RTO R I A L

or the entire world, 2020 was the year we went from the fear of missing out (FOMO) to the fear of going out (FOGO). None of us could control the global Covid-19 pandemic. But, we could control how we responded, how we created purpose and meaning in every day, and how we engaged with government, healthcare workers, neighbours and our families. As South Africans, we had to exhibit extraordinary personal and professional resilience in an uncertain, unpredictable world. Investec has always believed that we live in society, not off it, so we focused our Covid-19 strategies to support our staff, our clients and our communities. Firstly, we empowered our staff with digital platforms so they could work remotely and keep delivering out-of-theordinary client experiences. We partnered with our individual and business clients to find bespoke financial solutions to help them during this time. Among others, this included our support of small, medium and large enterprises through the South African Future Trust (SAFT), the Covid-19 Loan Guarantee Scheme, and Covid-19 Relief requests. We have also continued to make a contribution to the KwaZulu-Natal Growth Coalition, a public-private partnership, where we have a proud 17-year history. Our clients have shown tremendous resilience and most of them who have required short-term financial relief, have now returned to normal levels of activity as the hard

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LEFT: SCOTT STANTON, REGIONAL HEAD OF INVESTEC KZN.

We’re betting on KZN Recognised as the best Private Bank and Wealth Manager in South Africa for the eighth consecutive year, Investec have much to be proud of lockdown restrictions started to ease at the beginning of June. Since then, our Durban and Pietermaritzburg branches have seen a promising increase in operating activity, with both our Private Banking and Wealth & Investment businesses returning to more normalised levels. We know that eThekwini plays an integral role in

the SA economy, serving as the logistics hub and main entry port. Through eThekwini’s Invest Durban, there is collaboration between the private sector and the eThekwini Municipality to identify and promote Catalytic Projects with the potential to shift the socio-economic landscape and trigger a series of investments across several sectors.

Investec Property identified a unique opportunity – the Brickworks development in the Avoca Development Node, north of Durban. It will require an infrastructure investment of over R1-billion and will be done in three phases over 15 years. Our hope is that it will significantly contribute towards reducing unemployment – an estimated 23 000 construction jobs and 13 500 permanent jobs could be created. We have also supported our communities, making use of our own resources and our well-established network of partners. This included food security initiatives, practical support of medical professionals through hotel stays and equipment donations, and taking our flagship maths and science programme, Promaths, online to ensure students can keep learning. It’s been a tumultuous time, and that’s why we are particularly proud to be recognised by the Financial Times of London as the best Private Bank and Wealth Manager in South Africa for the eighth consecutive year. This prestigious international award is testament to our One Place™ philosophy. In an increasingly complex, timeconstrained and Covid-19 world, we partner with our clients and their families to create, grow, preserve and protect their wealth, both locally and internationally, for future generations. South Africans are known for their resilience and now, more than ever, we have to work together to build a country that empowers its citizens and leaves a positive, lasting legacy.

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P R O P E RT Y

Commercial and industrial PROPERTY The future is rosy for property barons in eThekwini – depending on who you are talking to and where they are invested. Everyone has a different story and rightly so, but here are two snapshots from seasoned brokers

revor Martin is with Deal Core and says commercial, retail and industrial rentals in Durban have been affected by the Covid pandemic. However, there are key disrupting factors. “A lot of landlords are finding it difficult to renew leases and tenants want much better deals. We are definitely seeing commercial and retail vacancies. “Industrial rents are dropping but there is not a huge amount of good stock in the market. With rentals taking strain you expect to see downward pressure on prices, but again, Durban has a shortage of good stock driven by end user requirements. “There are lots of buyers and speculators looking for bargains because of the economy and landlords are looking at rentals dropping as much as 15%. But, the general rule of thumb doesn’t apply to everyone.” Yianni Pavlou is the codirector of Portfolio Property Investments who deals with a bank of wealthy clients. “I deal with billionaires and they are investing in property right now. Our banks are conservative, so when they lent money they undervalued properties. “Investors are investing in bricks and mortar. Property

ABOVE: TREVOR MARTIN IS WITH DEAL CORE, A PROPERTY BROKERAGE.

ABOVE: YIANNI PAVLOU IS THE CO-DIRECTOR OF PORTFOLIO PROPERTY INVESTMENTS.

prices didn’t drop like shares. The next set of millionaires and billionaires will come out of this market.” Pavlou says retail and commercial landlords are under pressure but a good Christmas season might be the tide that lifts all ships. The office sector, he says, might have many vacancies, but people were tired of working from home. “A lot of innovation comes from interaction and not everyone is geared to work from home. You need things like good Wi-Fi connection and facilities like printers.” Offices aren’t dead, he says, they need re-engineering. Pavlou says he is not seeing fire sales. Prices might be down as much as 20%, but low interest rates meant buying was more attractive. And, most new developments had been put on ice, which meant the property oversupply in certain sectors would be corrected because it took years for new developments to get from planning to finalisation stage. “The cost of the building is still going up. When the new stuff comes into the market in two years the price will be much higher. “Big hitters are building their portfolios now, diversifying their assets within property.”

A D V E RTO R I A L

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DURBAN’S CBD

oodley, who oversees Kwa-Zulu Natal and the Free State, spent 14 years in banking (property and tech finance) before he joined TUHF, which was formed in 2003 to fill the void created when big money fled the inner cities. “We are a specialised commercial property financing company that finances property investors exclusively in inner cities.” The organisation has a loan book of about R3-billion through its funding to 679 buildings providing some 43 911 residential units across South Africa, with more than 50 of those buildings being in KZN. “We finance property entrepreneurs in their

Upside of the Covid DOWNSIDE 2021 could be a key opportunity for the regeneration of Durban’s central business district, says Sershin Moodley, the Regional Manager of specialist property company TUHF

There is a growing demand for safe, family friendly accommodation with amenities in Durban purchase, refurbishment of rental properties, and focus on affordable rental housing. Traditionally, you can call us a mortgage financier. Technically, we are a non-bank financial services company that borrows money from the capital markets and invests it in inner city areas to entrepreneurs who want to grow their businesses.” Moodley said the pandemic has been tough on the economy, but, this represents an opportunity for property entrepreneurs, especially those interested in repurposing commercial buildings into residential units in the region. Where banks and funds are preoccupied with

ABOVE: SERSHIN MOODLEY, THE KZN REGIONAL MANAGER OF TUHF.

lease agreements and balance sheets, TUHF looks at the social impact of developments and the potential value of the property. This is not to say TUHF will fund projects that don’t have a return on investment. Moodley says there is a growing demand for safe, family friendly accommodation with amenities in urban development zones (UDZ). “People who need to work in the CBD consider the time, cost and inconvenience of a twoto three-hour commute every day. They can afford between R3 000 and R7 000 a month on accommodation

for a space of between 20-50m². The cost of that in uMhlanga is at least R12 000, sometimes as much as R18 000.” This is the gap property entrepreneurs are filling in Durban’s CBD. “You cannot say with certainty when it is going to happen in 2021 – we are subject to global market conditions, foreign investment, the prospect of a second wave of Covid-19 and the date of a vaccine for it. So, the prospects for 2021 are far from certain. “People have lost their jobs across the spectrum and families have moved into shared accommodation to cut costs. But, people are placing a stronger emphasis

on a simpler, less cluttered lifestyle and living in smaller properties. This will inevitably drive demand in the UDZ. There is an appreciation of downsizing and a great emphasis on communal living and shared facilities. I see a lot more demand for densified living, if the right products can be financed at the right price.” Moodley said big funds wanted to offload commercial buildings where occupancy had dropped to as low as 40% and these buildings could be converted by entrepreneurs into residential. He called for greater co-operation between the eThekwini Municipality and developers to engage around rejuvenation. Neither the public nor private sector could do this alone and collaboration around better serviced public areas that offer a better return on investment made sense.

BUY LOCAL INVEST LOCAL Let’s come together and heal as a nation. Let’s focus on renewing, restoring and rebuilding successful partnerships and investment opportunities so we can get back to promoting our city as the ideal destination for business and pleasure to the rest of the world. Your support coupled with our world-class infrastructure, innovative business environment and ever evolving investment opportunities, means we can get back to ‘connecting continents’ in no time.

Tel: +27 31 311 4227 Email: invest@durban.gov.za web: invest.durban

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The city of Durban (eThekwini Municipality) is South Africa’s second most important economic region

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Dube TradePort and King Shaka International Airport - 60year Master Plan - driving growth of aerotropolis, or airport city

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Rated in top 5 ‘Quality of Living’ cities in Africa and Middle East by Mercer Consulting in 2015

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his story is one best told through aerial pictures. It is a story of what is and what could be. The “before” picture is of a hill covered in sugarcane. The “now” picture shows the development at more than 50% capacity. The “red framed” picture shows that this development is part of a grand plan to transform low performing sugarcane land nearby. It is neatly delineated, and when the city announced the deal in September there was no shortage of crowing. And why not? Prime land (157 hectares) between KwaMashu and the N2, just north of Riverhorse sounds like it will sizzle, especially in a city in dire need of prime land with good access. It remains to be seen how the Brickworks development will unfold, but in the meantime here are the essentials: The city has signed a memorandum of agreement with Investec around Brickworks promising potential investment of R10-billion. The development is being facilitated by the municipality’s Catalytic Projects Unit and would offer rebates to investors and developers for five years. According to the city, there was an anticipated rates rebate of R34-million over 15 years, and estimated rates income for this site would increase from its current R3,4-million a year to an estimated R190-million. Deputy mayor Belinda Scott was quoted in The Mercury as saying about 23 000 construction jobs and 13 500 permanent jobs

D E V E LO P M E N T

A property OUTLIER The eThekwini Municipality recently announced a multi-billion rand deal to develop land around the old brickworks factory in Avoca. But, the question remains, will it live up to the hype?

could be created. Investec envisaged a R1-billion infrastructure spend. There are many ways the development could play out, good or bad, but an obvious indicator is JT Ross Park Northfield, a chunk of land across the N2 a stone’s throw away and developed by JT Ross Group. It has been a roaring success. In less than five years it has been transformed from a daggy vacant hill in Glen

Logistics is the driving force behind Durban’s economy and good warehousing and distribution allow firms to compete internationally and fit into global supply chains

Anil to an A-grade logistics hub housing blue chip tenants. It is exactly what is needed by companies operating in a logistics economy. Northfields comprises 30 hectares of platformed land, and is about 30% of the size of the Avoca site. About R1,8-billion will be sunk into the Northfields development once complete. Big warehouses host major tenants like Alley Cat Clothing, Araf

D E V E LO P M E N T

Industries, Jonsson Workwear and Rhenus Logistics, and all with bespoke warehouse and office space. Logistics is the driving force behind Durban’s economy and good warehousing and distribution allow firms to compete internationally and fit into global supply chains. Grant Smith, of JT Ross, said firms needed slicker, more streamlined spaces

where operations were consolidated. Easy access to warehousing, ample stacking height with efficiently arranged yards were key attributes firms looked for in properties. “The new economy is about all these things: warehousing and distribution that is modern and reliant on systems that are data driven. Competitive firms thrive on grinding data for optimum efficiency,” Smith said,

adding that tenant demand at JT Ross Park Northfield was an indicator of how Brickworks could develop. “The greater node can be the next Riverhorse,” he said, referring to the huge adjoining precinct developed by the city and Tongaat-Hulett, a few kilometres along the N2. Tenants have a vested interest in precincts that are well managed. Besides buildings that meet their specifications, they need

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to be in neighbourhoods with good lighting, well maintained infrastructure, security, and landscaping. It impacts on their operational success.” “In this day and age,” Smith added, “the environment firms operate talks to their values, brand promise and corporate responsibility. Their physical environment and consciousness around the future is hinged on integrity.”

FAR LEFT: BEFORE – A HILL COVERED IN SUGARCANE. ABOVE: NOW – THE DEVELOPMENT AT MORE THAN 50% CAPACITY. LEFT: RED FRAMED – THE AVOCA DEVELOPMENT IS PART OF A GRAND PLAN TO TRANSFORM LOW PERFORMING SUGARCANE LAND IN THE AREA.

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E D U C AT I O N

New learning in an ONLINE WORLD A recent McKinsey Global Research Survey has affirmed what is old hat to us now: Covid-19 pushed companies over the technology tipping point and transformed business for ever, writes Illa Thompson

he survey found that responses to the pandemic have speeded up the adoption of digital technologies dramatically – and is a vivid reality for all those working in the education and training space. After generations of offering a basic one-size-fits-all approach to education, changing circumstances has taught education that successful models can take on different forms depending on the needs, temperament, personality and proficiently of the individual. Many learners flourish in a classroom environment; but some are better suited to studying autonomously in a manner and at a pace of their own choosing. “Covid has taught us many important life lessons,” says Durban High School Head Tony Pinheiro. “One of them is the acceptance and viability of online education as a counterpoint for the tried and tested mainstream, classroom-based schooling model ... the educational landscape is ready for a home-based alternative.” Pinheiro came to DHS in 2017 with a vision for online and home-based RIGHT: LAUREN JACQUIN, BUSINESS HEAD, SWALES ONLINE ACADEMY.

learning as part of a multi-nodal school. The Nonpareil Academy featuring the Cambridge Centre was the initial step in that direction. It was integrated, blended learning and it is online, says Lauren Jacquin, Business Head, Swales Online Academy. DHS is collaborating with DigiCampus to launch Swales Online Academy, offering holistic online education for learners from Grades 4 to 9 to study full time at home for the 2021 academic year onwards. Swales Academy is named after DHS old boy, Major Edwin (Ted) Essery Swales VC DFC – a South African pilot and World War II hero. Preparations for the opening of Swales – including building a bespoke studio-classroom and identifying and training staff – was brewing long before Covid. Lockdown merely accelerated the process. IT Varsity’s Bilal Kathrada says the pandemic changed the world in ways “never imagined”. “Increasingly our work, our leisure, our way of connecting with others, our way of doing business, and our ways of sharing info – is all online. Our devices have become our gateway to the world at a time when face-to-face interaction

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LEFT: BILAL KATHRADA, IT VARSITY.

has not been possible.” Durban based IT Varsity creates products that attempt to respond to evolution’s gallop towards technology. They offer time-intensive coding yearlong courses. “We strive to be an institution that understands education as well as technology and can marry the two together to invent the most innovative and unique course offerings. And above all, because candidates love technology, they need an institution that uses technology to teach technology. Kathrada says the challenge his team constantly faces is “how do we go more high-tech but remain high-touch”. In other words, how do educationalists go into a technology-driven paradigm, while at the same time never losing the human touch? Another organisation responding to the changing needs of training is the Order of St John which opened its doors in South Africa 130 years ago, and offers first aid and lifesaving skills training, eye care, ambulance services, medical supplies and facilitates community initiatives. It has introduced an international gold standard 18-hour First Aid e-learning course which combines the

How do educationalists go into a technologydriven paradigm, while at the same time never losing the human touch?

theoretical component of First Aid level 1 taught online, with a classroombased practical hosted at St John training centres across South Africa. “With the impact of Covid-19, we are starting to see the need for systemic approaches to speed up effective solutions and reduce social overheads. These need to be more cost effective, limiting the time away from work and cutting down on instructor fees, venue hire and catering; as well as providing a resource for refresher training and updates for the duration of the subscription,” says Shivani Gopi, Regional Training Manager, St John. The race towards moving out of the chalkboard classroom and into a virtual one has a myriad benefits – lessons are no longer bound by geography, time and place, and can be accessed anywhere where there is a device and connectivity; learners of differing aptitudes can be accommodated individually; and access to brilliant learning tools in various media is now possible. The World Economic Forum in an essay on the subject notes: “We are entering a new chapter in human development, and a fundamental change in the way we live, work and relate to one another enabled by extraordinary technology advances creating both huge promise and potential peril. It forces us to rethink how countries develop, how organisations create value and even what it means to be human.”

ABOVE: SHIVANI GOPI, REGIONAL TRAINING MANAGER, ST JOHN.

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P R O P E RT Y

Magic MIDLANDS Covid and the work-from-home phenomenon has spurred demand for lifestyle living and areas like the KZN Midlands are flourishing as a result

he developers of The Avenues Hilton bought their land three years ago and were well into planning and moving earthworks when the pandemic hit. For the JT Ross Property Group the development decision was a strategic one supported by the research around

the growing popularity of gated residential estates in villages off the N3 from Pietermaritzburg to Mooi River. Their development adds lustre to a host of other successful estates in the area, like neighbouring Garlington and Gowrie Village near Nottingham Road. The landscape, climate, amenities and investment cost make the area attractive, and big retirement complexes in Howick as well as worldclass schools like Hilton, Michaelhouse and St Anne’s superbly showcase the region. Joan Ridl from Seeff Midlands, says Midlands’ gated estates have “had a phenomenal few months”.

With Covid, she says, people realised working from home could mean working almost anywhere and lifestyle is key. Ridl says Garlington developers broke ground 12 years ago and is nearing saturation with over 350 houses. Communal facilities include tennis courts, a gym, cricket nets, heated swimming-pool, cycling routes, walking and running trails, a restaurant and a retirement village with a frail care facility. Beyond the gates of any of the Midlands estates is also a mature tourism offering with everything from hikes to fly-fishing on offer. Peter Green started Meander Real Estate 18 years ago when the area was mainly farms and

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“With the workfrom-home phenomenon, people realised travel would be limited and are opting for more freedom and space”

FROM TOP: GARLINGTON ESTATE; THE ROLLING HILLS OF THE MIDLANDS; A MAP OF THE AVENUES AND SURROUNDING ESTATES SHOWING THE CONVENIENCE OF SCHOOLS AND SERVICES. LEFT: THE AVENUES HILTON WITH AN ARTIST’S IMPRESSION SUPERIMPOSED ON AN AERIAL PICTURE.

smallholdings. He initially set up to market Gowrie Village and Gowrie Farm which was launched in 2006. Since then a host of other smaller developments – including Rawdons, Mziki, Oakbrook, Eaglecrest and Windspur – have emerged, catering to parents of children at school in the area, retirees, and those able to live away from cities and commute. “Since the end of lockdown there has been a strong demand for property in the area. Working people have in the past been mainly focused on estates for security reasons as families are often left alone for extended periods of time.

“With the work-fromhome phenomenon, people realised travel would be limited and are opting for more freedom and space.” Green ascribes much of the popularity of the region to the top schools in the area. “This is a significant contributor to property investment here. Every year there are those who decide to sell at the end of their schooling phase and likewise those entering the schooling phase are buying. There are many who have opted for a better quality lifestyle and have moved here in their latter working years. Recently more families with young children are moving into

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the area – this as a result of greater flexibility in the workplace.” Green says market prospects for the area are good. Semigration from Gauteng since Covid has simply bolstered demand and estates continue to be in high demand because of security. Green’s fastest moving properties are in the R2,5-million to R3,5-million bracket in Gowrie Village and R6,5-million to

P R O P E RT Y

R8-million on Gowrie Farm. Miles Taylor of JT Ross says the developers broke ground last month and plan to complete a 10 000m² shopping centre by September 2021 that will have Pick n Pay and DisChem as anchor tenants. There are 176 housing opportunities in The Avenues Residential Estate, including 34 freestanding housing sites and a number of sites to build 140 apartments. There will

ABOVE: BUCOLIC SCENES IN THE MIDLANDS.

Taylor says they are looking for a convenient and contemporary lifestyle destination “with a strong sense of place and lifestyle focus”

be a boutique hotel and an office park. And best of all they are one minute from the N3/Hilton on-ramp. The first phase of the apartment options, Sagewood Apartments, with 32 units of one and two bedrooms upwards of 65m² are being sold off plan starting at R1,35-million. “Aside from The Avenues there are a limited number of gated estates in the area, so demand is high. The appeal is in the good

P R O P E RT Y

LEFT: FLY-FISHING IS A POPULAR MIDLANDS ACTIVITY.

schools, security, a private hospital and easy access to the N3.” Midlands estate buyers are after a holistic living, working and retail environment, and the success of Garlington, Wedgewood eco-housing estate and schools like Grace College entice buyers. Taylor says they are looking for a convenient

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and contemporary lifestyle destination “with a strong sense of place and lifestyle focus”. He says in-depth research went into what was needed and what would best serve residents and promote economic growth. In its design, The Avenues Hilton has green pockets, dams, parks, a small outdoor amphitheatre, and other public nodes. “It will be a place of courtyards, lots of sunlight, wide boulevards and lush, green verges.”

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BOOK REVIEW

A book about TENACITY MDUKATSHANI 50 Years of Beading 19692019 – a 60-page ebook honouring the crafters and bead-workers of the Mdukatshani Rural Development Project, situated in Msinga near Greytown – has been launched online to commemorate their first 50 years. Review by Illa Thompson

ABOVE FROM LEFT: NTOMBIZINI MBATHA AND GCINANI DUMA. LEFT: NONHLANHLA SHEZI.

he enormous body of work created over five decades is beautiful and ever-evolving due to circumstance and available materials: beaded jewellery, basketwork, grass mats, wigs, pottery, wool weaving, sewing projects, scooby wire baskets, copper wire bracelets and ornamental eggs – each made with passion, skill and precision. The magnificent statement jewellery has caught the eye of many international A-listers – Yves Saint Laurent (the beadwork featured extensively in the YSL 1982 collections); Paloma Picasso; Aretha Franklin; Elton

John; Princess Michael of Kent; statuesque German supermodel, Veruschka; and beaded wigs worn by the witches in Welcome Msomi’s iconic 1970’s stage show, UmaBatha. Paging through the ebook, one feels as though one has discovered a forgotten

collection of precious family diaries, correspondence, scrapbooks and pictures that have been tucked away in the attic. The book takes the form of a collection of themed essays accompanied by a selection of archive and portrait photographs. It

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is not so much a thorough recorded history of the project (which of course it is) as much as a testimony honouring the tenacity of the people involved in creating this unlikely arts oasis. The book pays tribute to the crafters and designers; curators and makers; volunteers and the visionaries – notably the Alcock family whose presence and commitment to the Masinga region is the project’s cornerstone. Tales of debilitating challenges and unwavering faith are punctuated by devastating violence and overwhelming grief. The story reminds us of the repercussions of apartheid’s abhorrent laws, but most importantly, it reminds us of our incredible ability to overcome seemingly insurmountable odds with grace, good humour, resolve and endless creativity. Birthed as a small part of an ecumenical organisation, Church Agricultural Projects in 1965 was then based on Maria Ratschitz Catholic Mission near Wasbank, KwaZulu-Natal, to develop neglected church land to produce food and training for rural communities. The turbulent sociopolitical history of the area is complex and layered, being at the mercy of both stringent government and church policies. The people of Msinga suffered through 21 local wars that have deeply scarred virtually every family. The project, which was created as a mechanism to navigate forced removals, has, over the decades been further ravaged by sabotage, flooding, international tragedies and global recession. But, 50 years on, it continues to allow a community of art makers to flourish.

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CO N S E R V AT I O N

For the love of ELEPHANTS Meet Francoise Malby-Anthony, the passionate woman who keeps the late elephant whisperer’s legacy alive – and more, writes Katrine Anker-Nilssen

rancoise left France for South Africa 33 years ago. And yes, it was for love. “I met Lawrence in 1987, while waiting for a taxi in London,” she smiles. “And that’s how it all started.” In 1998 Francoise and renowned conservationist Lawrence Anthony bought a rundown 1 500 hectare hunting game reserve in Zululand. “Lawrence had the vision of a large conservation area, and Thula Thula was going to be the first step,” says Francoise. “We welcomed our famous herd of seven elephants in 1999 – and today we have 29!” Hunting has not been permitted for the past 22 years, and the Thula Thula wildlife population has grown beautifully – as well as the land. “We have increased to 4 500 hectares and are planning to expand further soon,” says Francoise – adding there are plenty of other beautiful creatures at Thula Thula, including rhino, hippo, buffalo and giraffe. Francoise was thrown into the deep end when Lawrence passed away in 2012. “I was totally unprepared for my new responsibilities in conservation. A woman, a blonde and a foreigner … no one believed I was going to make it,” she laughs. “I realised how much I had to learn. Although I had been in the bush for 14 years, I had been dealing mainly with the admin, marketing and the running of both our lodges.” But Francoise grabbed the challenge headfirst, and was also inspired to create the Volunteers Academy – a centre aiming to educate on the subject of nature and wildlife conservation. The NPO opened in July 2018 and is a huge success. “Education is key to

THE ELEPHANT WHISPERER

Lawrence Anthony took in a herd of wild elephants and communicated with the matriarch through the tone of his voice and body language. In time he came to be known as the elephant whisperer, and his wonderfully written book The Elephant Whisperer (2009) is a true reflection of his ability to be one of the pachyderms. Francoise’s recent book An Elephant In My Kitchen (2018) is equally inspiring.

conservation, and we need to inspire future generations to raise awareness on environmental issues and the necessity to protect endangered species,” says Francoise. With the elephants visiting Francoise at the main house after Lawrence passed away, she sensed the importance of the need to carry on. “It was as if they were trying to tell me something. And it was a powerful message: I was not alone, I had a family to look after, I had a responsibility that I could not give up,” says Francoise. “The legacy was now in my hands, and this gave me direction and purpose.” The elephants’ presence and returning visits encouraged Francoise to lead the Thula Thula team to where they are now, despite all storms, conflicts and numerous challenges. “There is never a dull moment, always something unexpected

CO N S E R V AT I O N

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FAR LEFT: THE RENOWNED THULA THULA ELEPHANT HERD. LEFT: LAWRENCE AND FRANCOISE. BELOW LEFT: THE FANTASTIC THULA THULA STAFF.

happening,” says Francoise. “But I am blessed to be working with a wonderful team who have been with me for many years and share my passion and vision for Thula Thula and its conservation projects.” The expansion of Thula Thula, with some private and some community land for elephant habitat, is one of the most exciting projects currently on the go. “We have almost reached our maximum capacity in terms of habitat for our special elephant family, and had to implement a reversible male elephant contraception programme a few years ago to allow controlled breeding,” explains Francoise. “With this expansion, our special herd will be able to enjoy much-needed bigger space and renewed happy family life with new births.” The development will also improve employment and education in the local communities involved – with

I have learnt that adversity and tragedy has got a way to open doors to new roads of hope and opportunities, and that the most important thing when faced with difficulty is the way we respond to it” – Francoise Malby-Anthony more land to protect and manage. “Twenty kilometres of new fencing, essential access roads, extra security, guards training and equipment, land management, removing nonindigenous plants and trees … the list is endless,” says Francoise. The introduction of a new

endangered species is also on the cards – still confidential at this stage, but to be revealed soon. “We are also planning to introduce more rhinos to increase our rhino population,” says Francoise. After the reserve’s last rhino, Heidi, was slaughtered for her horn in 2009, Thula Thula adopted two baby orphans called Thabo and Ntombi – and hand-reared them until they were 18 months old. “They were then released into the reserve under 24/7 surveillance by armed guards. In 2013 their horns were infused with a special dye to further protect them, and in 2016 we were forced to take the drastic measure of removing their horns,” says Francoise. In 2017 satellite and GPS tracking collars were also fitted on the rhinos. “Despite the tragedy of our rhino orphanage in February 2017, where two of our orphan rhinos, Impi and Gugu, were slaughtered by poachers for their horns, we decided not to give up on our actions to save more rhinos,” says Francoise. “In May last year we acquired two female rhinos, mother and daughter Mona and Lisa, with the vision of creating a growing rhino family at Thula Thula. Sadly, Lisa passed away in January of a viral infection. But in March we had the most amazing surprise when Mona gave birth to a baby girl,” beams Francoise. “We named her Sissi, short for Busisiwe in Zulu, which means blessing.” With a woman like Francoise at the helm, the fighting spirit of Lawrence and Thula Thula will never cease. “I have learnt that adversity and tragedy has a way of opening doors to new roads of hope and opportunities, and that the most important thing when faced with difficulty is the way we respond to it,” says Francoise.

THULA THULA HAS CREATED A FUN AND EXTREMELY POPULAR ADOPTION PROGRAMME TO ASSIST WITH FUNDRAISING FOR THEIR CONSERVATION PROJECTS. info@thulathula.com // www.thulathula.com

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CO N S E R V AT I O N

urban is wellknown for many things, including some pretty kiff beaches, gorgeous weather and flippen hot curries. But now there are further reasons for the city to boast: two of Durban’s tallest, biggest and oldest citizens have just been recognised as “champion trees”. Nationwide, there are fewer than 100 trees that have been awarded this status under a National Forests Act project to safeguard the country’s most outstanding trees, or groups of trees. Not just sommer any old tree can be chosen, explains Izak van der Merwe, founder and national co-ordinator of the Champion Tree project. “There has to be a definite ‘wow factor’ to justify a nomination,” he says, noting that the two newest

We are the CHAMPIONS!

Two new – or rather old – Durban trees recently impressed the judges with their “wow” factor and have been recognised as “champion trees”, writes Tony Carnie champions are both worthy recipients of this honour. The two city champions – both exotic figs growing in the Durban Botanic Gardens – were among 11 trees added to the national list recently after a public nomination and evaluation process. The scheme started nearly 17 years ago when Van der Merwe received a call from a local councillor

who was worried about the fate of a large English oak – the only large tree to have survived the 1950s demolition and apartheid removals in Sophiatown, Johannesburg. As things turned out, the old oak died soon afterwards because of a savage pruning, but this galvanised Van der Merwe and fellow tree experts to proactively secure legal

Trees are poems the earth writes upon the sky, We fell them down and turn them into paper, That we may record our emptiness – Kahlil Gibran

protection for trees judged to be of national importance. The oldest champion tree in the Durban Botanic Gardens – a Ficus benghalensis – was planted here in 1871 and has since become one of the mostphotographed trees in the city. Also known as the Durban Banyan Tree, the largest specimen near the main tea garden entrance is

CO N S E R V AT I O N

one of three such strangler figs in the country’s oldest surviving botanical gardens. The largest of the three is just over 37m high, with a trunk diameter of 3,5m, a circumference of 11m and a crown width of over 30m. Originating from South East Asia, there are several notable banyan trees around the world, including a monster-size specimen in Kolkata, India, thought to be at least 250 years old. The second Durban

ABOVE: FICUS ANNULATA – THE LARGEST TREE ON RECORD IN THE CITY IN TERMS OF ITS OVERALL SIZE. PICTURE: SUPPLIED RIGHT: FICUS BENGHALENSIS – THE OLDEST CHAMPION TREE IN THE DURBAN BOTANIC GARDENS. PICTURE: SUPPLIED BELOW: THIS AVENUE OF LONDON PLANE TREES WAS PLANTED IN THE PIETERMARITZBURG BOTANICAL GARDENS IN 1908. PICTURE: DUNCAN KELLY

champion is a Ficus annulata (var valida), and is the largest tree on record in the city in terms of its overall size. There is some uncertainty about its exact age, with some accounts suggesting it was planted in 1937 or even later. But Durban Botanic Gardens curator Martin Clement says the best evidence suggests it is well over 100 years old. Located just above the garden’s popular picnic lake, the annulata fig is

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31m high with a trunk diameter of 3,6m, a circumference of 11,5m and crown width of 38m. Clement is thrilled by the news: “Champion tree status certainly puts the Botanic Gardens and the city on the map, as the national list of champion trees is iconic and highlights an important part of our national heritage.” Elsewhere in the province, KwaZulu-Natal has six other champion trees. They include the spectacular lane of London plane trees in the KZN Botanical Garden in Pietermaritzburg (planted in 1908); a massive mountain ash tree at New

The oldest champion tree in the Durban Botanic Gardens – a Ficus benghalensis – was planted here in 1871 Hanover; a 34m high tulip tree at Baynesfield Estate near Richmond; the largest Common wild fig in SA (at Eden Park, Umtentweni); a collection of 60m-high gum trees in Pietermaritzburg; and a magnificent sycamore fig (the Ilembe Tree) near Kranskop. At a national level, other champion trees include the Wonderboom tree (a 1 000 year old Ficus salicifolia near Pretoria); the Sagole Baobab (the largest indigenous tree in the country); and the Magoebaskloof Giants (a group of at least three 80m-high eucalyptus trees which are thought to be the tallest trees in South Africa and Africa).

durbanbotanicgardens.org.za

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R E C R E AT I O N

his distinctly Durban treat – available from one of two branches of Sugarlicious (one in uMhlanga, the other on Florida Road) – is on a great trek, with a branch already open in Johannesburg. The ice-cream itself is available from outlets as far afield as Nelspruit, with an outlet in Cape Town on the cards, and talk of the dreamy delights soon becoming available on the KZN North Coast. The creator of Sugarlicious is patisserie chef Zakeeya Mitha. Ice-cream, yes; macarons, yes. But what led to this heady combination? I’d seen ice-cream macarons overseas and had to try it for myself, so began playing around in 2014. Initially it was just for the family, but my husband persuaded me to take it public. I thought it wouldn’t work but it was an instant success. We began with six flavours, and now have between 18 and 20 at any one time, with limited editions, and products that we occasionally bring back. What has been the Sugarlicious experience of Covid-19? It’s been really tough. Sales plummeted after the first speech and after the hard lockdown we had to choose between paying our suppliers or paying our staff. Of course we paid the staff, and so had unpaid accounts for the first time in our lives. We had to innovate and act quickly in order to get cash flow going. We had been planning 120ml ice-cream cups, but we launched early and found stockists all over the province, many at service stations. We also

a jalebi ice-cream. I thought it would be far too sweet – it’s gooey dough, soaked in sugar syrup – but I paired it with sev (salty, crunchy noodles) and it’s a huge hit. What are the crowd pleasers? And what is your favourite flavour? The Burfee with its rose and cardamom notes is our most iconic and most popular, probably followed by Cookies & Cream, because who doesn’t love an Oreo? The Chocnut Delux, dipped in premium Belgian chocolate and roasted

Q A

Distinctly Durban DELIGHT

Q A

Home-made, quality ice-cream is almost impossible to resist, and when sandwiched between delicate French macaron shells it is as close to heaven on earth as you are likely to get, writes Shelley Seid launched a delivery service as soon as that was allowed, and are now delivering to as far as Kimberley and Bloemfontein. You once called your husband your “test kitchen”. Is he a good measure of what will be a success and what might not? He has such a good head for business and is so supportive. In 2015 he told me I was going to be on Top Billing! He is also my biggest critic. If the flavour is not 100% perfect it doesn’t go out. He has wild ideas, the latest being

peanuts, is the most popular in our signature collection. My favourite is whatever flavour I’ve just worked on, so – much to my husband’s delight – I’m now in love with Jalebi and Sev! What was your least successful flavour? Lavender. It tasted like soap, and never made it out the kitchen. Any odd requests? We had a customer who wanted a dairyfree, colour-free, vegan product. Sadly, the only suitable product in our shop was bottled water.

Q A Q A

ABOVE: PATISSERIE CHEF ZAKEEYA MITHA. PHOTO: YUSUF MITHA

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