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MANHAR PARSHOTAM is the founder, a shareholder and a director of Dragon Protection Services Subscribe Home KZN Leaders Up Up Manhar Parshotam MANHAR PARSHOTAM is the founder, a shareholder and a director of Dragon Protection Services In the joy of others lies our own MANHAR PARSHOTAM is the founder, a shareholder and a director of Dragon Protection Services, which was established in 1996. He is adept at multitasking and takes responsibility for many aspects of the business’s functioning from operations to finance. Manhar grew up in Durban and attended Burnwood Secondary School in Sydenham. After he completed his schooling, Parshotam spent two years studying for a degree in engineering until he switched to a BCom degree. Parshotam reflected that his dream had been to become a pilot, but his parents had wanted him to study for a profession. During his university years, he was a voluntary policeman and subsequently served as a police reservist for 15 years. Manhar’s explains that his career in the security field ‘happened by accident’. In the 1990s he worked parttime in security during the South African Amnesty process, which boosted his interest in the field. In addition, he believes that this experience helped him gain a better understanding of general life skills, which a school education alone does not provide. Whilst working in security during a huge petrol strike, a chance encounter changed his life’s direction. A medical doctor approached him and gave him his business card, asking Manhar to give him a call as he had an opportunity for him. Manhar was requested to perform a security assessment of one of the doctor’s buildings. Following this assessment, he was offered the security contract for the building. Manhar explained, “Both sides were completely honest with each other. They were prepared to give me a chance and understood that I had no experience.” The doctor mentored and carried him financially for three months. “I did not have a bank account and I had never handled a cheque in my life. I had no cash to pay my staff. This was a huge learning curve,” explains Manhar. In his final year of BCom, Manhar had to make a choice to either complete his studies or go full time into business. “This decision was hard as there were more cons than pros and was based on the opportunity to train ex-soldiers in security so that they could be reintegrated back into society and obtain jobs.” After much deliberation Manhar left university and the business grew from there. “I had no office and had to work out of my car. I would use the Telkom telephone box at the local garage as my office line, even paying a garage attendant to answer the phone for me after hours. Once cell phones were introduced, life became a lot easier.” Apart from learning about financial management, the administration of 50 employees, as well as the need to meet the registration requirements of the security board, were early business challenges. Another challenge Manhar faced was his youth. “It was often difficult to convince people that I was capable of doing the job and I had to ‘do a lot’ to be given opportunities.” In addition, he said, “At that time there were few security specialists and the security profession was very much looked down upon in the society that I lived, which at times I found difficult to cope with.” Running a 24-hour business took its toll, as Manhar often went to bed late and had to cope with very little sleep. This continued for a few years until he was able to employ a manager to assist with the business operations. Some of the highlights of his career included seeing Fidel Castro and Muammar Gaddafi in person. A standout moment was watching Nelson Mandela arrive at the Durban ICC. “I got to see an icon – there was an aura about him which gave me goose bumps,” said Manhar. During 2001 Manhar was provided the opportunity by the South African Government to attend internationally recognised protection training courses in the United Kingdom and the United States. On his return to South Africa, he re-evaluated his career and entered the finance sector. However, after a three-year sabbatical he returned to the security business. Of his choice he explains, “This is my passion and keeps me happy.” Reflecting on his journey, Manhar commented, “There is only one word that I can use to describe my career – perseverance.” Manhar commented that the security business is a hard industry, which requires strong leadership. However, he says, “I never ask anyone to do anything that I cannot do myself. It is important to be fair and set rules and boundaries, which you must follow yourself to earn respect.” In his down time, Manhar enjoys competitive shooting as well as spending time with his family. “They help you relax, keep you calm and put a smile on my face.” He concluded, “Be happy, do what you love. If you love what you are doing, then every day is a holiday.”

Colle has spent the last eleven years with Belgotex and was appointed as CEO of Belgotex in August 2018. He has a passion for the industry which motivates him daily and is committed to building the company's brand. Sustainability in all aspects of the business is central to the way Belgotex does business. Colle brings a unique perspective to the business Subscribe Home KZN Leaders Up Up Edward Colle Colle has spent the last eleven years with Belgotex and was appointed as CEO of Belgotex in August 2018. He has a passion for the industry which motivates him daily and is committed to building the company's brand. Sustainability in all aspects of the business is central to the way Belgotex does business. Colle brings a unique perspective to the business Through my eyes, there can't be black and white EDWARD COLLE, after completing his studies at Stellenbosch, Colle spent four years working in one of his mother's businesses before officially joining Belgotex. He views this time as vital to his professional development, and the broad foundation he gained in this smaller business has stood him in good stead in his career at Belgotex. Belgotex was founded in the 1950s and evolved into a multi-national corporate spanning five continents. Despite being brought up in the flooring industry and being the third generation in this family-owned business, Colle earned his stripes before being promoted to the executive team. Starting on the factory floor, he moved slowly through the business, taking learnings from each stage of his journey and getting to know the staff on a personal level. Colle has spent the last eleven years with Belgotex and was appointed as CEO of Belgotex in August 2018. He has a passion for the industry which motivates him daily and is committed to building the company's brand. Sustainability in all aspects of the business is central to the way Belgotex does business. Colle brings a unique perspective to the business. He is acutely aware of the value of multiple insights and diversity of opinion, and says this inclusive attitude allows him to have an objective view of the world. This embodies his philosophy that there is no black or white in life and that your experiences and exposure to life are going to inform your perspective. Colle has a progressive management style and strongly supports the concept of the win-win approach. He has a clear vision for the future of Belgotex and the company continually strives to develop the business and inspire their people to achieve the unimaginable. Colle credits his ability to empathise with others, and trying to understand other people's viewpoints, as a strength that he contributed to his success. He points out that challenging the status quo is not always plain sailing, but by doing so they create greater opportunities and a greater meaning in what they do. "When facing challenges," says Colle, "managing your frustrations and focusing on your objectives are essential." The "Belgotex Green Journey" was initiated well before he joined the company, and he is committed to taking it to the next level. He views the environmental sustainability of the business as best practice, and as a never-ending journey. "On a fundamental level, if we cannot look after our planet and the society that occupies it, we will have a very dysfunctional set of circumstances which will put immense pressure on business, as the environment will not be conducive to any form of growth." Belgotex believes wholeheartedly in a 'hand-up' rather than a 'hand-out' approach, and Colle is co-founder of the Belgotex Foundation which was established seven years ago. The Foundation's focus was initially focused on three key areas: wildlife conservation, early childhood development and economic upliftment through vocational training, but has recently morphed into something much bigger. "We're proud to be associated with initiatives that support the efforts of communities and individuals to improve their socio-economic circumstances," says Colle. "And we have the opportunity to make a significant difference in society through the scale we've created." On a personal level, Colle and his wife Sarah are embarking on a 90-hectare agricultural restoration project. Sarah is a chef by profession so has always had a passion for food. Their plan is to run a training facility for the community in which they live so that these skills can be transferred and create a restaurant and deli which serves all the local ingredients to its patrons. "I'm not sure that we will ever find the perfect balance in life between work, family and social," says Colle, "but we try to juggle these three balls as effectively as possible."

His early career, he says, was based on a lot of hard work and some luck. In addition, Jackson said that he was fortunate to work with some good people. Subscribe Home KZN Leaders Up Up Michael Jackson (Retired) His early career, he says, was based on a lot of hard work and some luck. In addition, Jackson said that he was fortunate to work with some good people. You must always remain humble and you must take nothing for granted MICHAEL JACKSON's strong adherence to the core values of integrity and client service, as well as a good sense of humour, have served him well in his professional career. He was appointed as managing partner of Durban law firm Cox Yeats in 2011. In January 1998, Jackson joined Cox Yeats as a candidate attorney. He commented that starting there was really tough. Jackson was articled to Graham Cox, who checked every document that he produced. Jackson said, "Graham Cox told me that I needed to learn the basics of writing and suggested that I read a book or two." This advice came as quite a shock especially after having studied at university for seven years. "This somewhat Victorian introduction to law and work taught me that in law you are never an expert. You must always remain humble and you must take nothing for granted," added Jackson. His early career, he says, was based on a lot of hard work and some luck. In addition, Jackson said that he was fortunate to work with some good people. "I was privileged to work closely with Graham Cox (who at that time was undoubtedly the best lawyer in Durban) and with Jeremy Yeats. In many respects they were complete opposites. Graham economic with words and decisive; Jeremy amiable, who pondered and weighed the various options in committee." A highlight of his career was making partner in 2000, after only one year out of articles. From the outset, Jackson said that he was exposed to large clients and important matters. A big opportunity arose when Jeremy Yeats fell ill, and Jackson took over the work that he handled for Richards Bay Minerals and Tongaat Hulett on land, the environment and minerals. It was through this exposure that he then specialised in natural resource law, which was something that he had not considered at university, where he had focused on tax, finance and corporate law. Jackson says that he is quite old fashioned in his approach to his career as he believes that "You should make a place work, if it is an environment that works". His 30 year employment history at Cox Yeats is in great contrast to the modern trend of job hopping, which is also a challenge for employee retention. Jackson says that it is important to have a culture that builds people from a young age and grows their careers so that they stay with the firm. However, this does require a reciprocal relationship of trust and organisational commitment. Leading a law firm and dealing with a range of diverse personalities requires much responsibility, especially with 28 partners making a total of 45 professionals. As such Jackson favours a participative management style and is as inclusive as possible in allowing everyone to air their voices to reach consensus. He commented that it has been very fulfilling to develop a team of professionals around him and work collectively, as opposed to individually. The Cox Yeats' way values independence and participation. However, he added, "We have found that focussing on our core values and measuring all decisions in reaction to these values has given us much relevance. Our model in recent years of living true to these values has been very successful." An important part of these values is offering outstanding client service and being quite bold. "We regard ourselves as the best KZN law firm and have an increasing amount of international reach, which in the future we would like to grow," concluded Jackson. Jackson is married to Helen who is also a lawyer and has two children. In his free time, he enjoys rowing three times a week on Durban Harbour, the office exercise class and hobbling around the neighbourhood. Apart from international travel, a favourite breakaway spot is a cottage on the Transkei wild coast, which has been in the family for nearly 80 years.

In his current role as Provincial Head of the KwaZulu-Natal province, Imraan 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. Subscribe Home KZN Leaders Up Up Imraan Noorbhai In his current role as Provincial Head of the KwaZulu-Natal province, Imraan 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. Over and above being a servant leader, leading by design is also a key success factor in being an effective leader of today IMRAAN NOORBHAI, Standard Bank Provincial Head KwaZulu-Natal says, "Standard Bank is an African-focused, client-centric, digitally enabled and integrated financial organisation. In line with our vision of being the leading financial services organisation in, for and across Africa delivering exceptional client experiences and superior value, we continue to work more closely with our clients to ensure that we can deliver fully integrated, full-service solutions that meet all their financial services needs." Imraan has a deep and diverse financial services background spanning over 20 years with Standard Bank across various roles, from sales and distribution to being Director of Finance for the Customer Channels division within Personal and Business Banking South Africa as well Head of Retail Banking for KwaZulu-Natal. In his current role as Provincial Head of the KwaZulu-Natal province, Imraan 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. Whilst embracing a continuously evolving leadership style, Imraan is the first to admit that servant leadership is at the core of his leadership philosophy. Imraan says, "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 your teams to explore the endless possibilities that exist within their DNA." A seasoned banker with a proven track record, Imraan'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. This success and contribution has 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 to gain invaluable banking exposure. Imraan is passionate about entrepreneurship, empowerment and the digital revolution. He believes that the current digital revolution presents immeasurable opportunities to navigate the complex economic landscape to enable businesses to serve their clients better. Imraan continues to contribute actively in shaping the dialogue in industry through his membership in the KZN Growth Coalition, SAIPA, SAICA, the Durban Chamber of Commerce and Industry, the Minara Chamber of Commerce and and most recently as a Non-Executive Director on the Diners Club SA Board. "My vision is to leave a legacy at Standard Bank where I am remembered for my positive contribution to the Fourth Industrial Revolution, where digitisation creates an enabling environment for our customers to transact seamlessly. More importantly for me is to leave the business in a better shape than I found it, to inspire leaders that follow 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."

< Back Next Ismail Simjee Ismail Simjee, chief executive officer of Tropic Plastic & Packaging Ismail Simjee, chief executive officer of Tropic Plastic & Packaging, has helped transform a family owned enterprise into South Africa’s largest flexible packaging manufacturer. Under his leadership, the Durban-based business has evolved into a technologically advanced operation serving leading local and international brands while expanding its footprint across Africa. For Ismail, success has been about creating an organisation built on innovation, operational excellence and, above all, people. “Tropic Plastic and Packaging is the largest flexible packaging company in South Africa,” he explains. “We manufacture FMCG products, bread bags, poultry bags, collation shrink and printed shrink. Our business model is that we want to be in your trolley.” That philosophy has driven the company’s evolution over the past decade. “What we’ve adapted to over the last eight to ten years is being that one-stop packaging shop for the majority of the blue chips nationally and internationally. We’ve grown our footprint into Africa, diversified our basket quite significantly and set up an extremely efficient executive team.” TRANSFORMING A BUSINESS Born and raised in Durban, Ismail’s roots in KwaZulu Natal have shaped both his personal and professional journey. After attending Westville Boys’ High School, where he represented KwaZulu-Natal and South Africa at youth level in football, he completed a Bachelor of Commerce degree at the University of KwaZulu-Natal. He joined the family business more than 14 years ago. “My first job was here where I sit today,” he says. “I started off in finance and I took a liking to technology, operations and business development. I love meeting new people.” That exposure provided him with an understanding of every aspect of the organisation before he became managing director in 2018 and later chief executive officer. One of his proudest achievements has been steering the company from a family business into one of the largest South African packaging businesses and driving the majority acquisition with Nedbank Private Equity and the Mine Workers Investment company. The partnership has unlocked significant opportunities for growth. “It really makes the world your oyster. It’s allowed us to look at further capital investment and we’re now looking at acquiring other businesses. We don’t just want one Tropic Plastic and Packaging. It’s going to allow us the opportunity to create a group, something special, and be part of something bigger.” Ismail is quick to acknowledge that such growth would not have been possible without the support of the founding family. “One of the critical success factors was the buy-in from the family up front. They bought into the vision of the business and allowed me to be responsible for the decision making. They invested significantly in both the people and the operation.” PEOPLE AND RESILIENCE Although Tropic Plastic & Packaging has invested in technology, automation and artificial intelligence, Ismail firmly believes that people remain the company’s greatest competitive advantage. “We employ over 700 staff and I say it over again, our greatest asset is our staff.” The company’s exceptionally low staff turnover reflects the culture he has worked hard to build. “We’ve got over 100 staff with more than ten years’ service and over 50 staff with more than 20 years’ experience. That tells you the culture is a place where people want to work.” As CEO, his approach to leadership has always been understanding that each individual is unique. “The approach I need to take with each person needs to be different. Communication is essential and recognition is important when people are doing things the right way.” His own leadership philosophy has been shaped by resilience and an unwavering work ethic. “The best advice I’ve ever received is every setback is preparing you for a greater comeback.” He also challenges the popular notion that success comes simply from working smarter. “Many people use the term ‘work smart, not hard’. But every entrepreneur, to get where they are, has those 15- to 20-hour days. You can’t achieve it without hard work.” Much of that work ethic was instilled by his father-in law and the company’s founder. “He really did instil my work ethic at a very young age. It influenced my thinking and helped me overcome all the challenges that I’ve faced.” Those challenges have included navigating the Covid-19 pandemic, global supply chain disruptions and geopolitical instability. Rather than viewing them as setbacks, Ismail has consistently looked for opportunities to adapt. “When the beverage sector shut down during Covid, we diversified into the hygiene sector. Toilet paper and nappies were flying off shelves. It was something we didn’t produce before, but it allowed us to pivot and today we’re one of the leaders in that hygiene sector.” CREATING A LEGACY Ismail remains optimistic about the future of KwaZulu Natal and South African manufacturing. However, he believes, “Businesses need to couple technology and AI without compromising the people who work for us. Our people are our greatest asset, and South African people are very resilient.” That balance between innovation and humanity defines Ismail’s leadership style. While responsible for driving, business development and operational excellence, he remains grounded by the importance of family and personal relationships. He says, “People don’t put enough importance on having a stable home and a safe place to go back to. I think that’s one of the major reasons I’ve been so successful as a businessman and entrepreneur.” Recognition has followed, including being named Minara Chamber of Commerce Business Person of the Year and the 2025 KZN Top Business Manufacturing Business of the Year Award. Yet these accolades are secondary to the legacy he hopes to leave behind. “What keeps me motivated is trying to be part of a bigger picture. I want to build a legacy. I want to build something that I’m remembered for many years after I’m gone.” Ultimately, the principle that guides every decision is remarkably simple. “The motto I live by is reputation is your greatest asset. everyone leaves the world at some point, but all you leave behind is your reputation and what people think of you.” Previous Next

Nicholas Carroll 2021 Collection Portio Dlamini Managing Director of Emakheni Cleaning & Industrial Solutions I would start a business that would not only be profitable and sustainable but a business that will empower people Read More Thandi MaThabethe Ngxongov Founder and Director of Thandekile Projects It is very important that you’re passionate about your career choice because if you do something that you are passionate about you are bound to succeed Read More Monique Labat Founder of Monique Labat Consulting Being mindful to others stands you in good stead. Rather ask questions and listen to those responses Read More Nomfundo Mcoyi CEO of the Icebolethu Group Don’t take shortcuts, they’re not the answer. 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< Back About the chamber While the Zululand Chamber of Commerce & Industry is autonomous to the Zululand Chamber of Business Foundation, the Foundation community park continues to provide a home for its associated organisations. The Zululand Chamber of Commerce & Industry continues to enjoy a close relationship with the Foundation while Business Against Crime no longer reports to the Foundation. The Zululand Chamber of Commerce & Industry continues to grow with increased membership and during 2009 the Chamber Executive Committee had 19 sub committees reporting to it.At the Executive Committee meeting held on the 8th August 2007 under the chairmanship of Mr Garth McCartney, the Chamber took the decision to become affiliated with SACCI (South African Chamber of Commerce & Industry, formally known as SACOB). President: Hlengiwe Mvubu President: Hlengiwe Mvubu Manager: Vanessa Ncobela ZCBF Community Park, Gate 5, Business Community Centre, 1st Floor, Guldengracht Street, Alton,Richards Bay Tel:+27 35 797 1870 Fax:+27 35 474 4102 info@zcci.co.za https://www.zcci.org.za/ Appointment

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Team Members Brian Chung VP Product This is placeholder text. To change this content, double-click on the element and click Change Content. Read More Camilla Jones Content Manager This is placeholder text. To change this content, double-click on the element and click Change Content. Read More Kelly Parker HR Representative This is placeholder text. To change this content, double-click on the element and click Change Content. Read More Marcus Harris Account Director This is placeholder text. To change this content, double-click on the element and click Change Content. Read More Brad Grecco Marketing Associate This is placeholder text. To change this content, double-click on the element and click Change Content. Read More Ashley Amerson Product Manager This is placeholder text. To change this content, double-click on the element and click Change Content. Read More