<h1 style="text-align:center;">November Resource Blog</h1>Our November Resource Blog takes a look at our favorite articles from this past month. Read through the below to learn more about stories of growth from Kerrygold, Heineken and Lipton.<ul><li><a href="https://www.bloomberg.com/news/features/2019-10-02/how-irish-butter-kerrygold-conquered-america-s-kitchens">Irish Butter Kerrygold Has Conquered America’s Kitchens</a>: The salty, uber-yellow spread has seen double-digit growth almost every year for the past decade. This article covers the story of Kerrygold's growth in an intensely competitive U.S. market, starting with a tiny marketing budget and yet emerging as a top brand. (Bloomberg)</li><li><a href="https://fortune.com/2014/12/03/heineken-charlene-de-carvalho-self-made-heiress/">Heineken’s Charlene de Carvalho: A self-made heiress</a>: This article covers Heineken's succession story and how the family-owned company handled succession, while vowing not to meddle with day-to-day operations and yet reserving the right to shake things up in four areas: the company’s image, its balance sheet, acquisitions, and the selection of board members and key executives. (Fortune)</li><li><a href="https://www.npr.org/sections/thesalt/2016/10/25/498863411/-from-tea-garden-to-teapot-how-lipton-became-an-empire">How Lipton Built An Empire By Selling 'Farm To Table' Tea</a>: Lipton tea can be found in almost any grocery store, and the brand is just about synonymous with industrial Big Tea. So tea enthusiasts who sniff at the familiar square bags might be surprised that once upon a time, Lipton was known as the "farm to table" of the tea world. In fact, it was sold with the catchy slogan "direct from tea garden to teapot." So how did Thomas Lipton build this tea empire? Read this article to find out. (NPR)</li></ul>Interested in learning more about a specific topic? Contact us and let us know what interests you at <a href="mailto:renew@renewcapital.com">renew@renewcapital.com</a>.<figure class="image"><img src="/uploads/screen_shot_2019_11_05_at_10_16_32_am_0_1d7c444d3c.png"><figcaption>Image Source: Bloomberg: <a href="https://www.bloomberg.com/news/features/2019-10-02/how-irish-butter-kerrygold-conquered-america-s-kitchens">Irish Butter Kerrygold Has Conquered America’s Kitchens</a></figcaption></figure>

Our favorite articles from the past month.

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November Resource Blog: 2019

<h1 style="text-align:center;">December Resource Blog</h1>Thinking about starting a company? Looking for some inspiration? Need to learn the basics of cash management? Our December Resource Blog takes a look at our favorite articles on these topics from this past month.<ul><li style="text-align:justify;"><a href="http://grahamduncan.blog/letter-to-a-friend-who-may-start-a-new-investment-platform/">Questions to ask before launching a startup</a>: Almost every wannabe entrepreneur goes through the debate about whether to take the plunge. If you are having similar thoughts, then you might like to ask yourself a series of seven questions as you contemplate the possibility of launching your own startup. (Graham Duncan)</li><li style="text-align:justify;"><a href="https://www.worth.com/how-jonathan-rubinstein-turned-joe-coffee-into-new-yorks-hometown-brand/">How Jonathan Rubinstein Turned Joe Coffee into New York’s Hometown Brand</a>: The article tells the story of Joe Coffee: a burnt-out 33-year-old Manhattan talent agent who leaves his ambitious corporate career, spends seven months subsisting on unemployment checks and then decides to open an artisanal coffee shop. After 17 years in business and a multimillion-dollar investment from Danny Meyer’s Enlightened Hospitality Investments, Joe Coffee is ready for the next level of coffee shops. (Worth)</li><li style="text-align:justify;"><a href="https://avc.com/2019/11/cash-management-in-startups/">Cash management in startups</a>: This article highlights the importance of modelling cash flow on a weekly basis in a startup, as there are all sorts of unpredictable things (revenue, infrastructure costs, hiring pace, receivables, etc.) that might happen. But like all practices, it is about the practice. You have to engage in cash forecasting, you have to engage in it regularly, you have to adapt to changing conditions on the ground, and you have to internalize the puts and takes and their impact on operations. (AVC)</li></ul>Interested in learning more about a specific topic? Contact us and let us know what interests you at <a href="mailto:renew@renewcapital.com">renew@renewcapital.com</a>.<figure class="image image_resized" style="width:100%;"><img src="/uploads/resourceblogdec_0_604ce57238.jpg"><figcaption>Image Source: Government of Canada: <a href="https://www.canada.ca/en/services/science/educationalresources.html">Science Education Resources</a></figcaption></figure>

Our favorite articles from the past month: December 2019.

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December Resource Blog: 2019

<h1 style="text-align:center;">February Resource Blog</h1>This month’s resource blog takes a look at a wide range of topics from the past month, including how to value a company, unblocking your company's growth and collecting feedback.<ul><li><a href="https://hbr.org/2020/01/the-loyalty-economy#how-to-value-a-company-by-analyzing-its-customers">How to Value a Company by Analyzing Its Customers</a>: The true purpose of a business, Peter Drucker said, is to create and keep customers. This article shows that loyalty leaders—companies at the top of their industries in Net Promoter Scores or customer satisfaction rankings for three or more years—grow revenues roughly 2.5 times as fast as their industry peers and deliver two to five times the shareholder returns over the next 10 years. The author discusses a framework to evaluate customers as a method to value a company. (Harvard Business Review)</li><li><a href="https://www.permanentequity.com/writings/table-stakes">Table Stakes: Unblock Your Business</a>: If a small business stays small, there are two dominant causes. Either the business model or the leadership team, or both, are holding it back. The playbook in this article provides a checklist to help you build your business and increase its value. (Permanent Equity)</li><li><a href="https://venturebeat.com/2020/01/26/i-hate-every-meeting-except-this-one/">I Hate Every Meeting Except This One</a>: In this article, the author highlights the importance of “Voice of the Customer” meetings to solicit feedback from all of the company’s customer-facing departments and deliver it directly to product managers to create a strong product or service. (Venture Beat)</li></ul>Interested in learning more about a specific topic? Contact us and let us know what interests you at <a href="mailto:renew@renewcapital.com">renew@renewcapital.com</a>.<figure class="image"><img src="/uploads/resourcefeb_0_92f255522f.png"></figure>&nbsp;

Our favorite articles from the past month: February 2020

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February Resource Blog: 2020

<h1 style="text-align:center;">Management: The Real Missing Middle Opportunity</h1>As an avid angel investor in Africa and a manager of one of the most active SME investment firms in Ethiopia, seeing the development community take up the ‘entrepreneurship cause’ these last few years is refreshing. It has become popular for big foundations to fund impressive African entrepreneurship pitch days, accelerators and incubators from Lagos, Nigeria to Addis Ababa, Ethiopia. Because of this, Ethiopia is now home to more than a dozen private equity offices; up from only two firms eight years ago when we opened RENEW’s office here.Governments like the Federal Democratic Republic of Ethiopia are working to support the startup ecosystem and are developing local angel networks, rather than focusing solely on attracting large foreign direct investments. By the looks of it, the world is slowly moving in the right direction to fill the “missing middle” in Sub-Saharan Africa by growing a prosperous and vibrant private sector with balanced economies.While these developments are moving in the right direction, I think we are missing a small but critical piece of the puzzle. A piece that I believe could unlock even better, stronger and more sustainable growth.If the first step is building up cadres of promising entrepreneurs, our next job needs to be turning these big ideas into scaling companies. This requires strong management. While not as sexy as hearing a pitch, closing a deal or investing capital, businesses need solid executives and middle management to scale - ideas are good, but execution is everything. Unfortunately, there is a dearth of quality middle management in Africa. I argue the lack of management might be as critical (if not more) as the lack of capital that so many economists talk about.<figure class="image image_resized" style="width:100%;"><img src="/uploads/execsfeb_b5a597cae4.jpg"></figure>After eight years of backing companies in Ethiopia and meeting with hundreds more, we are not consistently seeing entrepreneurs effectively execute on their ideas and scale their companies. Which leads RENEW to a hypothesis: is there a huge opportunity for the development community to widen their lens and partner with investors to build up a class of local executives and managers that can scale companies into market leaders? We certainly believe so.At RENEW, we have been searching for patterns in SME success, looking across our portfolio and beyond to see why some companies fail and others succeed. We have concluded that those that fail have weak management. In markets across Sub-Saharan Africa, where competition is low, it’s not product-market fit or timing, it’s management. This is why we are working on an SME investment playbook that amasses years of best practices and lessons learned for building up the middle management in SMEs.Part of the playbook is training and hands-on experience, working alongside experienced executives that can transfer knowledge to budding CFOs and COOs. To start, we built a frills-free executive training program that teaches managers the basics of running effective management meetings, working their calendars, scanning their cash flow statements, and hiring and firing. Next, our program goes beyond the classroom and into the company - teaching real-world tactics alongside successful executives that we place into companies to mentor and build up local teams around them.We’d like to give a huge hat-tip to <a href="https://www.international.gc.ca/gac-amc/index.aspx?lang=eng">Global Affairs Canada</a> for stepping into the private sector development space and taking the narrative beyond capital and into the critical world of executive and management building by funding <a href="https://www.renewcapital.com/resources/blogs/Key%20Resources%20for%20Executives">The Exec’s Program</a> and <a href="https://www.renewcapital.com/resources/blogs/Building%20a%20New%20Class%20of%20Finance%20Executives%20for%20Ethiopia">CFO100</a>.We regularly hear that the development community wants solutions that create impact at scale. As an investor, I want companies that create profit at scale and, in doing so, create jobs, pay taxes and have a huge multiplier effect. Let’s not just throw capital at the problem. I recommend that the development community take a lesson from Canada - go beyond the glitz of the demo days and start training executives to lead these companies.To dig deeper into this issue of the middle management gap, come see us at Sankalp where we’ll be hosting a panel in conjunction with <a href="https://www.andeglobal.org/">ANDE</a> and Open Capital Advisors. Visit ANDE to find out more and <a href="https://www.andeglobal.org/events/EventDetails.aspx?id=1331628&amp;group=">register for the event</a>.

Scaling companies in Africa requires management plus capital.

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Management: The Real Missing Middle Opportunity

<h1 style="text-align:center;">IMF’s USD 2.9 Billion Financing Package for Ethiopia</h1>It has been approximately two years since Prime Minister Abiy Ahmed took power as the head of the government. Since then, the country has gone through various political and economic reform programs.The release of opposition political leaders and journalists are noteworthy events in the political reforms undertaken by PM Abiy. On the economic front, the government has adopted a new Homegrown Economic Reform Program (“Reform Program”) tailored to the country’s needs.The Reform Program was introduced as a tool to leverage the achievements of the Growth and Transformation Plan (GTP) for private sector development. The Reform Program is based on three pillars, i.e., macroeconomic reforms, sectoral reforms and structural reforms. It aims to correct the emerging macroeconomic imbalances prevalent in the country, ease structural bottlenecks and introduce efficient and transparent institutions, among others.<figure class="image image_resized" style="width:100%;"><img src="/uploads/ethiopia_0_154186cf55.jpg"></figure>With this background, the International Monetary Fund (IMF) staff team visited Addis Ababa for consultation with the Government of Ethiopia from October 29 to November 8, 2019. During the meeting, the Government requested a three-year $2.9 billion financing package that could be supported by the IMF under its Extended Credit Facility (ECF) and Extended Fund Facility (EFF). The IMF has approved the loan in support of the Reform Program, which is designed, as per the IMF report, to eliminate macroeconomic imbalances and lay the foundation for sustainable and inclusive growth. This is supported by the Ethiopian Government’s new trend towards allowing the private sector to take the wheel in leading the economy.The IMF financing package will primarily support the implementation of the macroeconomic pillar of the Reform Program. Specifically, the financing will be used to address the foreign exchange shortage prevalent in the country, reduce debt vulnerabilities, reform the financial sector and boost revenue mobilization. Moreover, the IMF package is expected to facilitate the transformation of the economy from public to private sector-led growth.Ethiopia has been one of the fastest-growing economies in the world, averaging around 9% economic growth per year from 2007/08 to 2017/18 (World Bank). However, the economy has recorded a decline in the rate of growth in the past couple years. This is mainly due to the forex crunch that the country is facing. The facilitation of this financing package by the IMF, and its focus, in part, on addressing the foreign exchange shortage, is expected to boost the country’s economic growth. In addition, the IMF funds can be seen as an example that, together with the Reform Program, the government is loosening its stronghold in the economy and providing a new play ground for the private sector.Read more in a recent article by the Financial Times: <a href="https://www.ft.com/content/81993af2-1c23-11ea-9186-7348c2f183af">IMF Poised to Approve Landmark $3Bn Loan for Ethiopia</a>.

A look at the Economic Reform Program and the recent IMF loan.

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IMF’s USD 2.9 Billion Financing Package for Ethiopia

<h1 style="text-align:center;">Is Money the Problem or is it Management?</h1>On February 27th, RENEW and the <a href="https://www.aspeninstitute.org/programs/aspen-network-development-entrepreneurs/">Aspen Network of Development Entrepreneurs</a> (ANDE) co-hosted a panel at SANKALP in Nairobi called “Is Money the Problem or is it Management?”. The panel was moderated by RENEW’s <a href="https://www.linkedin.com/in/matthew-davis-a948772/">Matthew Davis</a>, and the panel was made up of <a href="https://www.linkedin.com/in/nathalie-gogue-ebo-53a7602/">Nathalie Gogue-Ebo</a> of <a href="https://opencapital.com/">Open Capital Advisors</a>, <a href="https://www.linkedin.com/in/rebecca-harrison-2730bb18/?originalSubdomain=ke">Rebecca Harrison</a> of <a href="https://www.africanmanagers.org/">African Management Institute</a> and <a href="https://www.linkedin.com/in/paul-breloff-5638b67/?originalSubdomain=ke">Paul Breloff</a> of <a href="https://www.shortlist.net/">Shortlist</a>.The goal of the session was to help business owners, investors and the development community get away from thinking that the missing middle gap is just a money problem. At RENEW, we believe that if a stakeholder is ignoring the management gap, it could damage the small and growing business (SGB) impact investing space. The panelists questioned whether anyone would even attend as the venue is known to be a conference for companies to connect with capital. But the fears were unfounded –all the target stakeholders attended, it was standing room only and the panel received great feedback after.<figure class="image"><img src="/uploads/sankalp_kenya_2020_9405_fotor_0eb8fdeafb.jpg"></figure>Here are some of the key takeaways and comments from the panelists.<ul><li>CEOs are very aware of the management gap.</li><li>Recruiting is broken. Often, men over-glorify their CVs while women downplay them. If you just use CVs to recruit, you'll miss good talent. Using data to drive vetting is a better way.</li><li>Many employees and managers don't know what good looks like. There are not enough good models to point too. What leaders are looking for is people to come in and help them build systems, but if they don’t know what a good finance department, sales department, marketing department, etc. team and systems looks like, how can they build it?</li><li>The pay gap between what people think they should get and what they are getting is a problem. Also, remuneration in sub-Saharan Africa is all over the board. There is as much as a 2.5x distribution for similar positions.</li><li>Companies should look to hire managers that buy into the organization’s mission.</li><li>Listen to a potential employee describe the mission of the company back to you and see if they are excited. Ask what the last books were that they read. Consider compassion in your recruits. This is an overlooked attribute.</li><li>Timing is an issue with companies. If you know you need to hire management and you need to raise capital to do that, fine. Investors in the room agreed that it’s ok to pitch for capital and explain which positions you are hiring for. That will help you.</li><li>As a CEO, if you aren’t investing 40-60% of your time finding and developing your staff, you aren’t focused right.</li><li>The people who recruit the best on small budgets are good at storytelling. Up to a point, it’s money, but after that, it’s not. If your employees don’t feel connected to the vision, they will leave. You also need to get success. People want to feel like they are on a winning team.</li><li>Pay people what they are worth even before they ask!</li><li>We don’t have a shortage of talent, just a shortage of good management practices and models.</li><li>Generally, people hire too fast and fire too slow. The advice of "when should you fire someone? When you first think of it" might not be quite right. Perhaps an employee is in the wrong position. However, you should fire employees as soon as you know they don’t align with your company’s values.</li><li>Fall in love with the problem. Everyone on the panel agreed that entrepreneurs aren’t spending enough time developing human capital. The development community isn’t spending enough investing in the ecosystem. Investors aren’t investing enough in it.</li><li>Companies should consider coaches or advocates for women. Men need to step in to help their partners do more for their careers.</li></ul>In summary, it is important to first recognize that there is a management gap. If you do, you are ahead of your peers. Recognize that investing in your people and your culture is one of the best investments you can make. To help you, Open Capital Advisors is augmenting to help fill the management gap; Shortlist is redesigning recruiting; and Africa Management Institute is developing world-class management teams. These are three pieces of the puzzle. ANDE, on the other hand, will continue to serve as the leading champion for the SGB sector and work with its members to address some of the key sector challenges including SGB investing, impact management and talent development.<figure class="image"><img src="/uploads/logos2_dcf60d907d.jpg"></figure>A big thank you to ANDE for co-hosting this event with RENEW. For those of you reading this who aren’t familiar, ANDE is an incredible convener of organizations and practitioners involved in supporting SBGs and entrepreneurship in emerging markets with the purpose of creating jobs, stimulating long-term economic growth, and producing environmental and social benefits. At RENEW, we strongly align with ANDE in believing that SGBs are one of the main drivers that will lift entire countries out of poverty.For the last 10 years, ANDE has been addressing talent development challenges through their talent learning labs and by providing funding opportunities like the <a href="https://www.andeglobal.org/page/AATC">Argidius-ANDE Talent challenge</a> that sought to find highly promising solutions to human capital constraints.Under their <a href="https://www.andeglobal.org/page/ANDEStrategy2019">new strategy</a>, ANDE will continue to serve as the leading champion for the SGB sector and work with its members to address some of the key sector challenges including SGB investing, impact management and talent development.To learn more about becoming a member, visit: <a href="https://www.andeglobal.org/page/Membership">www.andeglobal.org</a>.

A Panel on the Real Missing Middle Opportunity

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Is Money the Problem or is it Management?

<h1 style="text-align:center;">Find Resources and Tools to Help Your Business Survive and Thrive</h1>To say this is a challenging time globally is a massive understatement. In many ways, the world is on fire and no matter what the nature of your business, no matter what countries you operate in, you likely are impacted. Now, more than ever, it’s time to get back to the basics of business, to breathe deeply, to find cash wherever you can, internally or externally, to pivot where needed and hopefully even leverage the crisis to grow your business. Your family, your neighbors, your country is depending upon you to do just that. So get your head in the game and let’s do this!But you’ll need support. RENEW has launched a channel on Telegram <a href="https://t.me/OrangeBusinessNetwork">https://t.me/OrangeBusinessNetwork</a> to provide resources, tools and encouragement to help you press forward.Through the channel, we will invite you to virtual seminars on where to find cash, what the government is doing to help, how to survive a crisis and even current sources of grant capital. We will direct you to seminars that other organizations have organized, and we will even be providing snippets from our invite-only Exec’s Program that we run 1-2 times a year. Our thesis is that with a little planning and disciplined execution, companies in Ethiopia can have a huge competitive advantage over others in the market. Most CEOs, often founders, don’t know or apply some of the most fundamental disciplines that have been proven to work around the world.So get your head in the game. Join <a href="https://t.me/OrangeBusinessNetwork">@OrangeBusinessNetwork</a> on Telegram today and let’s get to work.<figure class="image"><img src="/uploads/skyline_1_2a7bf97b0a.jpg"></figure>

RENEW launches on Telegram @OrangeBusinessNetwork to support private sector

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Find Resources and Tools to Help Your Business Survive and Thrive

<h1 style="text-align:center;">May 2020 Resource Blog</h1>For this month’s resource blog, we’re focusing on leadership. What good looks like, the best traits leaders have and successful leadership stories. If you’re a leader, do you embody these traits? Read the articles below to learn more.<ul><li><a href="https://hbr.org/2020/04/what-good-leadership-looks-like-during-this-pandemic">What Good Leadership Looks Like During This Pandemic</a> - This article explains the traits of good leadership when the situation is uncertain. Passing the good leadership test requires leaders to act in an urgent, honest, and iterative fashion, recognizing that mistakes are inevitable and then correcting course — not assigning blame — is the way to deal with them when they occur. (Harvard Business Review)</li><li><a href="https://hbr.org/2019/01/the-best-leaders-arent-afraid-to-ask-for-help">The Best Leaders Aren’t Afraid to Ask for Help</a> - And needing help — asking for help — is an essential part of being a leader. (Harvard Business Review)</li><li><a href="https://www.barrons.com/articles/how-ron-kaplan-rescued-trex-1428109386">How Ron Kaplan Rescued Trex</a> - Ron Kaplan is the CEO of Trex, a leader in making synthetic wood for backyard decks. This article describes how he turned around the company. (Barrons)</li></ul>Interested in learning more about a specific topic? Contact us and let us know what interests you at <a href="mailto:renew@renewcapital.com">renew@renewcapital.com</a>.<figure class="image"><img src="/uploads/resource_may_1_ef74569a26.png"><figcaption>Image Source: Harvard Business Review: <a href="https://hbr.org/2019/01/the-best-leaders-arent-afraid-to-ask-for-help">The Best Leaders Aren’t Afraid to Ask for Help</a></figcaption></figure>&nbsp;

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May 2020 Resource Blog

<h1 style="text-align:center;">COVID-19 Q&amp;A - Operating Your Business in Uganda</h1>Uganda has taken one of the strictest stances on the African continent in efforts to prevent <a href="http://statehouse.go.ug/sites/default/files/files/presidential-statements/address-corona-virus-4-may-2020-converted.pdf">COVID-19</a> from spreading in the country. On May 4, 2020, the President of Uganda provided an updated statement on matters regarding COVID-19. According to the statement, a few essential industries and businesses are now allowed to operate. These include (i) agricultural farming; (ii) food markets; (iii) factories; (iv) wholesalers to supply to factories; (v) hardware shops to sell factory goods and supply construction sites; (vi) repair workshops (garages) to operate on the cargo trucks; (vii) metal and wood workshops; (viii) insurance providers; (ix) select lawyers; (x) restaurants; and (xi) warehouses.Now that many businesses have been allowed to re-open, there are a few things you need to know.How can my staff get to work?With public and private transport still restricted in Uganda, employers are asked to shuttle their staff to work or encourage their staff to either cycle or walk to work.What protective equipment should I provide my employees?It is mandatory for all persons to wear face masks in public, therefore employees should ensure that their workers have the required protective gear.My business interfaces with the public. What do I need to know?If you have a business that’s open to the public, please ensure that your staff can safely remain 2 meters away from your customers. All customers who enter your facility must wear a mask. Please ensure that your customers have space and abide by the rule of remaining 4 meters apart from each other. Further, there is a concern that forced air will cause the virus to spread so shops should not operate air conditioning. For restaurants, only takeaway services can be provided at this time.<figure class="image"><img src="/uploads/uganda_0_e5713c583b.png"><figcaption>Image Source: Wild Uganda Blog: <a href="http://www.wildugandablog.com/things-to-do-in-kampala/">10 Things to do in Kampala</a></figcaption></figure>What should I do if an employee is suspected of having COVID-19?As an employer, under the <a href="https://ulii.org/ug/legislation/statutory-instrument/2020/52">Public Health (Control of COVID- 19) Rule2 2020</a>, you have a duty to notify a medical officer or medical practitioner if you believe one of your employees has COVID-19. Please call the Ministry of Health toll-free line on 919/ 0800 1000661/ 0800 203033, if you believe one of your employees should be checked.If COVID-19 is confirmed, you can expect a site visit from a medical officer. They will assess the situation and may: (i) order all persons who have been in contact with the COVID-19 patient to remain at the premises; (ii) cause the staff who were in contact with the COVID-19 patient to be removed to a regional referral hospital or another suitable place for quarantine. Please note that the health inspector must have written instructions from a medical officer to conduct a search or inquiry.I have to import/export or export goods and supplies to run my business. What do I need to know?<a href="https://ulii.org/ug/legislation/statutory-instrument/2020/53">Public health (Prohibition of Entry into Uganda) Order, 2020</a>. Businesses are allowed to import and export cargo only, through the different border posts in Uganda via vehicle, air or water transport. Only the United Nations and other humanitarian organizations are able to bring people or animals into Uganda at this time.<a href="https://ulii.org/ug/legislation/statutory-instrument/2020/46">Public Health (Prevention of COVID-19) (Requirements and Conditions of Entry into Uganda) Order, 2020</a>. At the border, all persons and cargo/vehicles/aircraft or vessels will be subjected to an examination conducted by the government medical officers of health. The medical officers of health have the power to isolate or quarantine the personnel, e.g. truck drivers, cargo crew. Upon examination, such personnel may be quarantined at a designated place or placed under observation for 14 days or more, while other personnel may be advised on the measures to take to avoid being infected with COVID-19. These interventions put in place to curb the spread of COVID-19 may result in delays for logistics; therefore, businesses should plan for this potential risk.

Understanding the UG Government COVID-19 Regulations & What They Mean for Your Business

Business Resources