This year, one award will be voted for by you, the MiX public, while the other three awards will be voted on by a panel of six expert judges.

The Wildest Idea will be open to you the MiX public to vote on. It’s up to you to recognise ambition and decide which concept you think is the most “out there”, so make your vote count!

Each award will also have an appointed expert judge within the panel to make a swing vote in the event of a close call or draw.

There are four awards you could win, and you may even win all four if your idea is worthy!

The Best Overall Concept, The Game Changer, and The Most Attainable will be voted on by a panel, while The Wildest Idea will be voted on by the audience.

This annual initiative is an opportunity to put your ideas on stage for all of MiX by Powerfleet to see. The event will be streamed and recorded so that we can share the presentations with anyone throughout the business for maximum visibility - who knows what it could lead to!

At the very least, we will get to show off what we are capable of and have fun along the way!

Perhaps this year, you too will join our league of champions as Titans of the Industry.

Rest assured, your hardware devices will remain fully compatible during the transition from GeoManager and PULSE to MiX Fleet Manager.

No need for additional replacements or modifications. Your fleet vehicles will seamlessly communicate with the Fleet Manager platform, ensuring uninterrupted access to critical data.

We are committed to making this transition effortless for you. At MiX by Powerfleet, we strive to provide the best fleet management solutions, and the move to MiX Fleet Manager reflects our innovation and dedication to your success. Visit our Help Center for more information.

In addition to employing more than 1800 people, MiX by Powerfleet has a global network of more than 130 fleet partners. Our vehicle telematics company has offices in South Africa, the United Kingdom, the United States, Uganda, Brazil, Australia, the United Arab Emirates, and Mexico.

Driver Coaching with Telematics

Driver coaching is a crucial component of any fleet’s safety program. And that’s just the beginning. An effective safety program not only keeps your drivers safe and protects your fleet’s reputation, but it also leads to lower driver turnover, better CSA scores, and higher profitability.

At MiX by Powerfleet, we know how critical fleet safety is, and the challenges fleet managers face when creating and fostering a safety culture in their fleets. Faced with statistics showing that the driver was at fault in 84% of fatal truck accidents, fleet managers need a fleet safety solution with the right tools to implement and enhance a fleet safety program.

What Is Driver Coaching?

In the simplest terms, driver coaching is the educational resources you provide to your fleet drivers to help improve driver behavior. This helps drivers implement better driving practices, increasing the number of safe drivers on the road. A fleet safety program is designed to proactively manage safety events and make driver coaching simpler, with the overall goal of improved driving and road safety. With the right program, these two results go hand-in-hand.

As fleets grow, what may have been a more straightforward process becomes more complicated. One-on-one coaching becomes more complex and less effective. With the right tools and the ability to access insightful metrics, a fleet safety program can be effective for fleets of all sizes.

How Driver Coaching and Telematics Helps Identify At-Risk Drivers

Driver coaching and telematics help you monitor potentially unsafe and problematic driving patterns so that you can intervene before they become bigger issues. You can assign your drivers a safety score and rank them based on events that you define, such as speeding, harsh braking, and more. You can then identify high-risk drivers and engage with them to provide the coaching they need to improve. Not only can you get a detailed view by driver and motor vehicle, but you can also get a big-picture view of how the entire fleet is performing.

Telematics apps such as MyMiX track driver performance and give them access to the results, so they can see if they have improved or not. With engaging images and displays, the information is easy to digest and understand. Drivers can see if they have improved, by how much, and behaviors they need to work on.

This app solves one of the most significant issues that can lead to a lack of motivation – drivers not seeing their own progress. Each driver can view their scores and compare them to their previous results. They are also ranked against other drivers, which can promote a friendly, competitive spirit. This provides an incentive to build better habits and improve their scores.

3 Tips for a Successful Driver Coaching Program

To successfully coach your drivers, it’s not enough to track them and let them know what they’re doing wrong. Rather, you need to coach them towards a better safety record and motivate them to change. Developing a driver safety program, clearly communicating it to your drivers, and implementing it throughout the fleet will do precisely that.

Create Awareness

Almost nothing creates awareness more than seeing the numbers. This means tracking and measuring driver behavior and then letting everyone in your fleet see the numbers. This can foster regular conversations with drivers about their data that create coaching opportunities to improve dangerous and risky behaviors. It also helps keep safety front of mind and transforms safety from a talking point or box to be checked into a part of your fleet’s culture. In addition to tracking your drivers’ data, you can post their safety scores and give top-performing drivers recognition. This not only rewards those who improve but helps get buy-in from other drivers.

Coaching and Collaboration

Safety culture doesn’t work if it is only top-down. It needs buy-in from the entire fleet's organization/drivers to be successful. While improving driver behavior is the goal, coaching also helps identify gaps in your business processes as well. In addition to giving feedback to drivers, you can ask them how management can help them improve. Do they need better routes? Letting drivers know you value their input makes them feel like they are a part of the solution. Pairing your drivers’ experience with real-time data will help improve your safety culture initiatives.

Specificity

Coaching conversations can be uncomfortable and unproductive unless they are done right. A general "your driving isn’t up to par” or “your driving isn’t improving the way we’d like” will always put drivers on the defensive. Plus, they may not know what behavior you are referring to. Instead, use a formula that addresses the specific issue and helps the driver find ways to improve, such as:

• The data shows that you were speeding more than usual today, and we’d like to know what conditions may have caused this.
• What can we do better?
• How can we make this easier and safer for you and the fleet?

Asking open-ended questions helps you get actionable insights and identify drivers who exhibit exemplary driving behavior. With ongoing coaching and measurement, you can improve driver behavior and overall fleet safety.

Features of Driver Coaching with Telematics

Driver coaching and telematics are powerful tools used to not only modify driver behavior but generate important, actionable data when integrated into fleet management solutions.

Real-Time Fleet Safety Monitoring

With telematics, you can track risky and dangerous driving such as speeding, harsh cornering, and harsh braking in real time. The software can be configured to update you when risky driving is detected. The software can also log this behavior, and you can review it to identify any fleet drivers that need additional coaching.

Driver Engagement Apps

Driver engagement apps track the performance of drivers and give them access to their results so they can see how they are doing. Drivers can see their progress and interact with a performance dashboard. You can use this to create a driver incentive program to motivate drivers to improve.

In-Vehicle Driver Feedback

Real-time driver feedback helps drivers correct their behavior before it gets worse or causes an accident or crash.

In-Cab Displays

With different warnings and notifications that you can customize, in-cab displays are useful tools for driver coaching. You can choose visual or audible notifications to help your drivers improve their behavior.

In-Cab Video

In-cab videos can be an effective learning tool when you need to help your drivers better understand what they did wrong and why they need extra coaching or training.

Benefits of Driver Coaching with Telematics

Driver coaching with telematics can improve driver behavior and performance, boost fleet fuel economy, and improve safety. Because of all the data you get, you can focus training on the areas where it is needed the most.

Speeding, idle time, hard braking, distracted driving, vehicle inspections, and fuel consumption are just a few of the driver behaviors MiX by Powerfleet'sssolutions can capture. But collecting the data is one thing, analyzing it and following up on it is another. Using this information to effectively coach drivers delivers the best results. Here are some of the benefits of telematics-based driver coaching.

Improve Fleet Safety

Real-time alerts let a driver know when their behavior is dangerous or risky and allow them to self-correct. They can also alert you and, if needed, you can provide coaching in real time.

Reduce Driver Turnover

The most costly option for any fleet manager is when they have to fire someone. This entails hiring and training new drivers, which takes up valuable time and can cost real money. With driver coaching and telematics tools, you can help drivers improve their behavior by customizing a training program that speaks to their weaknesses. You can give them individualized attention without having to be there with them. In addition, you can tailor the training to the type of vehicle or equipment they use.

Reduce Speeding and Idling

Speeding and excess idling are two of the least fuel-efficient behaviors. Reducing instances of these behaviors can help reduce your fleet’s fuel consumption and therefore reduce overall fuel costs. It can also reduce the occurrence of accidents and improve fleet safety. Often, drivers speed without even realizing it, with telematics coaching tools, you can alert them in real time so that they can reduce their speed and build good driving habits.

Increase Driver Motivation

By identifying your top-performing drivers and publicly recognizing their contributions with driver scorecards, you can motivate drivers to improve their performance. You can encourage friendly competition with a fleet-wide gamification program.

How Dashcams Improve Driver Coaching

Dashcams are a valuable tool for coaching drivers on being safer on the road and reducing or eliminating risky behaviors. Sometimes, drivers may not realize or be skeptical about whether their driving habits are risky. Video footage provides evidence that can help drivers better understand their behavior.

In general, in-cab video systems only record footage when a predefined event is triggered. As soon as that event happens, you can review it and decide if you need to discuss the footage with the driver. You can then offer the relevant training based on the conversation.

You can also use video footage to assign scores to drivers based on their performance in accordance with company policy. Using these scores, you can reward good drivers and provide coaching to drivers who need it.

In this regard, you can gamify your training program. Gamification is the act of applying game mechanics or theory to non-game contexts. Gamification has been proven to motivate behavioral changes. When drivers have access to their scores, they can track their performance and see themselves improve. In addition, video footage can make it easier for drivers to learn and retain new knowledge.

If you’ve ever had to contend with manual journey management planning, then you’ll know how tedious and error-prone it can be. MiX Journey Management offers an easy-to-use electronic alternative to paper-based systems that ensures all risks relating to journeys are readily visible to decision makers when it matters most.

MiX Journey Management suits fleet operators across diverse industries, and is especially ideal for those with large fleets of vehicles that travel long distances and carry passengers or cargo.

Not only does MiX Journey Management help deal with the major issue of risk exposure, but it improves safety as well as the quality of customer service, while ensuring compliance.

Fully Integrated

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Fully integrated

Journey requests and approvals

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Journey requests and approvals

Journey Monitoring

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Journey monitoring

Real-Time Notifications

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Real-time notifications

Road hazard assessment

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Road hazard assessment

Static compliance checks

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Static compliance checks

Robust reporting

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Robust reporting

MiX Journey Management allows each journey to be challenged, unnecessary journeys to be eliminated, and informed risk-based decisions to be taken for journeys that are needed – resulting in a number of benefits.

Risk is lowered
With MiX Journey Management, the safety of people, vehicles and cargo is prioritized, while reputational risk is lowered, too.

Efficiency is improved
Business efficiency is improved, resulting in better vehicle and asset utilization and reduced overall operational costs.

Standards are met
The solution facilitates transparency and compliance with even the strictest Health, Safety and Environment (HSE) policies and procedure

Using the Software-as-a-Service (SaaS) delivery model, MiX by Powerfleet leads telematics services providers in the USA and globally, delivering its solutions to customers in more than 120 countries. More than 914,000 mobile assets are actively managed by MiX by Powerfleet, a number that’s steadily growing. In addition to employing more than 1000 people, MiX by Powerfleet has a global network of more than 130 fleet partners. Our telematics company has offices in South Africa, the United Kingdom, the United States, Uganda, Brazil, Australia, the United Arab Emirates and Mexico.

MiX by Powerfleet shares are publicly traded on the Johannesburg Stock Exchange (JSE: MIX) since 2007 and on the New York Stock Exchange (NYSE: MIXT) since 2013.

The listing of MiX by Powerfleet on the JSE marked the birth of a new global leader in the vehicle tracking and fleet management industry. The company’s success is a culmination of numerous business wins, innovative leadership, focused expertise and strategic decisions which have yielded the desired results.

The business started out in South Africa in 1995 as Matrix Vehicle Tracking, a consumer-facing business focused on superior vehicle recovery and personal safety. Services were delivered using cutting edge GSM–based tracking technology.

Matrix soon became one of the leading vehicle tracking and stolen vehicle recovery service providers in South Africa, and the first to emphasise the safety of the individual as opposed to focusing solely on the vehicle – a value that still applies today. While Matrix Vehicle Tracking was growing its consumer base in South Africa, another South African business known as Omnibridge was gaining significant ground in the international commercial fleet management market. Omnibridge, which was originally founded as CI Fleet Management, was responsible for the design and development of the VDO Fleet Manager (FM) product range. This product was eventually sold by Siemens worldwide.

In May 2007, Omnibridge acquired the distribution rights for its Fleet Manager product range from Siemens VDO, while simultaneously acquiring Siemens VDO’s UK-based fleet management and commercial vehicle outfitting businesses, which included the Datatrak product range and network. In 2007, Matrix Vehicle Tracking acquired Omnibridge, which led to the merger of these two businesses and went on to list on the Johannesburg Stock Exchange.

Given the company’s vision to become the leading global provider of information and related services for mobile assets, the decision was made to rebrand as MiX by Powerfleet in early 2008.

The new brand captured the core of the business by combining ‘Mobile Information Exchange’ and telematics expertise. It enables all business aspects, past and present, to come together and adopt a shared vision and philosophy.

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MiX by Powerfleet is governed by a board of directors whose unique skills and experience combined, contribute to the realisation of our vision to become the leading global provider in mobile resource management.

Our Leadership's unique skills and experience combined, contribute to the realisation of our vision to become the leading global provider in mobile resource management.

Steve Towe

Chief Executive Officer

David Wilson

Chief Financial Officer

Melissa Ingram

Chief Corporate Development Officer

Melissa Garza

Chief Human Resource Officer

Jim Zeitunian

Chief Technology Officer

Charles Tasker

Chief Revenue Officer

Jonathan Bates

Chief Product Officer

Catherine Lewis

Chief Customer Officer

Offer Lehmann

Chief Operating Officer

Brendan Horan

Managing Director, South Africa

Pablo Porto

VP & General Manager, Argentina

Brodie Von Berg

Managing Director, Australasia

Luiz Munhoz

Managing Director, Brazil

Eoin Gallagher

Managing Director, Middle East

Eduardo Chavez

Managing Director, Mexico

Josh Betz

General Manager & Head of Sales, North America

Concerns relating to ethical or business conduct matters may be brought to the Company’s attention by sending an email to This email address is being protected from spambots. You need JavaScript enabled to view it.. Alternatively, you can raise your concern by calling 0800 872 204 within South Africa or +27 21 880 5501 from outside of South Africa. An independent person who will treat your personal information in the strictest confidence controls the Ethics Hotline. This email address is being protected from spambots. You need JavaScript enabled to view it.

MiX’s shares are publicly traded on the Johannesburg Stock Exchange (JSE: MIX) and MiX’s American Depositary Shares are listed on the New York Stock Exchange (NYSE: MIXT).  Accordingly, the Company is subject to and has implemented controls to provide reasonable assurance of its compliance with all relevant requirements in respect of both listings.  These include the South African Companies Act 71 of 2008 (“the SA Companies Act”), the JSE Listings Requirements, and the Securities and Exchange Commission (“SEC”), the New York Stock Exchange (“NYSE”) and US legal requirements such as the Sarbanes-Oxley Act 2002 (“SOX”), insofar as they apply to foreign companies listed on the NYSE.

MiX is fully committed to ensuring adherence to the strictest standards of ethical conduct, fair dealing, and integrity in our business practices. In support of this commitment, MiX endorses the principles and recommendations of the King Report on Corporate Governance, which is a booklet of guidelines for the governance structures and operation of companies in South Africa which was compiled when the Institute of Directors in South Africa asked retired Supreme Court of South Africa Judge Mervyn E. King to chair a committee, the King Committee on Corporate Governance.

Four reports have been issued: in 1994 ("King I"), 2002 ("King II"), 2009 ("King III"), and a fourth revision ("King IV") in 2016. Compliance with King IV is a mandatory requirement for companies listed on the JSE. Unlike the requirements of SOX, King IV is non-legislative and is based on principles and recommended practices. The underpinning philosophies of King IV consist of integrated thinking, seeing the organization as an integral part of society, stakeholder inclusivity, and corporate citizenship. It views good corporate governance as the exercise of ethical and effective leadership by the Board towards the achievement of the following governance outcomes: ethical culture, good performance, effective control and legitimacy.

A register of the 17 King IV principles, indicating where the appropriate disclosure is made or where relevant policy documents are located in the public forum, can be found here. MiX hereby confirms that we will continue to endorse the principles and recommendations under King IV and will continually report on our compliance at each fiscal year-end. Mechanisms and policies appropriate to our business have been established in keeping with this commitment to best practices of corporate governance and integrity, and to ensure compliance thereto.

Further to this, MiX has a Code of Ethics and Conduct (the "Code of Conduct"). The Code of Conduct, which must be read in conjunction with the Anti-Bribery and Corruption Policy and Whistleblower Policy, applies to all of our Directors, Officers and employees, including our Chief Executive Officer, Chief Financial Officer, Chief Operating Officer, Chief Accounting Officer or Group Financial Controller or persons performing similar functions. The principles of the Code of Conduct include integrity, competence, responsibility, accountability, fairness and transparency in achieving MiX’s strategy and leadership. These ethical characteristics are considered during the Board evaluations of each Director.

MiX’s Board ("Board") has adopted an Insider Trading Policy, which applies to all of our Directors, Officers and employees as well as to members of their families and others living in their households. The policy prohibits our Directors, Officers and employees from (i) engaging in transactions involving MiX’s securities at any time while in possession of material information that has not yet been publicly released, or during a restricted/closed period; and/or (ii) engaging in hedging or monetization transactions, such as zero-cost collars and forward sale contracts; short sales; and transactions in publicly traded options, such as puts, calls and other derivatives involving our equity securities.

The Board assumes overall responsibility for compliance with applicable laws and regulations and adopted non-binding rules, codes and standards and has implemented a Group Compliance Risk Management Policy to ensure that MiX complies with all applicable laws and regulations and reinforces a compliance culture.

The Board has the overall responsibility for risk oversight, including, as part of regular Board and committee meetings, general oversight of Executives’ management of risks relevant to MiX. A fundamental part of risk oversight is not only understanding the material risks a company faces and the steps management is taking to manage those risks, but also understanding what level of risk is appropriate for a company. The involvement of the Board in reviewing our business strategy is an integral aspect of the Board’s assessment of management’s tolerance for risk and its determination of what constitutes an appropriate level of risk for MiX. While the full Board has overall responsibility for risk oversight, it is supported in this function by its Audit and Risk Committee and the Nominations and Remuneration Committee. Each of the committees regularly reports to the Board.

The Audit and Risk Committee assists the Board in fulfilling its risk oversight responsibilities by periodically reviewing MiX’s accounting, reporting and financial practices, including the integrity of our financial statements, the surveillance of administrative and financial controls, our compliance with legal and regulatory requirements and our enterprise risk management program. Through its regular meetings with management, including the finance, legal, internal audit, tax, compliance, and information technology functions, the Audit and Risk Committee reviews and discusses significant areas of MiX’s business and summarizes for the Board areas of risk and the appropriate mitigating factors. The Nominations and Remuneration Committee assists the Board by overseeing and evaluating risks related to our compensation structure and compensation programs, including the formulation, administration and regulatory compliance with respect to compensation matters, and coordinating, along with the Board’s Chairperson, succession planning discussions. The Nominations and Remuneration Committee assists the Board by overseeing and evaluating programs and risks associated with Board organization, membership, structure and corporate governance. In addition, our Board receives periodic detailed operating performance reviews from management.

The Board is MiX’s focal point and custodian of corporate governance. Board members are expected to act in MiX’s best interest, and the Company Secretary maintains a register of directors’ interests, as required by law. The Board appoints (i) the Chairperson and (ii) the President and Chief Executive Officer. The roles of the Chairperson and President and Chief Executive Officer are distinct. As the current Chairperson is not considered independent from a JSE Listings Requirements perspective as well as from a King IV perspective by virtue of his significant individual shareholding in MiX, a Lead Independent Non-Executive Director has been appointed to provide leadership and advice to the Board, without detracting from the authority of the Chairman, when any actual or perceived conflict of interest may arise. The Board believes that MiX’s current leadership structure of President and Chief Executive Officer and Chairperson being held by two separate individuals is in our best interests and in the best interests of our shareholders. It strikes the appropriate balance between the President and Chief Executive Officer’s responsibility for the strategic direction, day-to-day leadership and performance of MiX as well as the Chairperson of the Board’s responsibility to guide the overall strategic direction of MiX, provide oversight of our corporate governance and guidance to the President and Chief Executive Officer and to set the agenda for and preside over Board meetings. MiX recognizes that different leadership structures may be appropriate for companies in different situations and believe that no one structure is suitable for all companies. Accordingly, the Board will continue to periodically review MiX’s leadership structure and make such changes in the future as it deems appropriate and in our best interests and in the best interests of our shareholders

At least one-third of the Non-Executive Directors retire by rotation each year and stand for re-election at the annual general meeting, in accordance with MiX’s Memorandum of Incorporation. Directors’ appointments during the year are ratified at the annual general meeting. An Executive Committee is in place that is responsible for devising MiX’s strategy for recommendation to the Board and to implement the strategies and policies approved by the Board. The Executive Committee is also responsible for MiX’s day-to-day business and affairs.

There is a clear balance of power and authority at Board level to ensure that no one Director has unfettered powers in decision making. All appointments to the Board are done in a formal, transparent manner and are a matter for the Board as a whole. The Board sets the parameters for the powers that are delegated to the Executive Committee and to management. The Board has developed an approvals framework, which delegates specific powers and delegations of authorities to the Executive Committee and operating management, and the approvals framework is updated at least annually, or when required. The Board is satisfied that the approvals framework contributes to role clarity and the effective exercise of authority. The Board has a succession plan in place for the members of the Board, as well as for the President and Chief Executive Officer, which is reviewed annually and is satisfied that MiX will continue to function effectively if there is ever a need to implement the plan.

Directors are appointed on the basis of skill, experience and their contribution and impact on MiX’s activities. MiX recognizes and embraces the benefits of having a diverse Board, and sees increasing diversity at Board level as an essential element in maintaining a competitive advantage. A truly diverse Board will include and make good use of differences in the skills, regional and industry experience, background, race, gender and other distinctions between Directors. These differences will be considered in determining the optimum composition of the Board and when possible, will be balanced appropriately.

The Board is satisfied that the current composition reflects the appropriate mix of knowledge, skills, experience, diversity and independence and is in accordance with the Board Diversification Policy. The Board decides on the appointment of Directors based on recommendations from the Nominations and Remuneration Committee. The Nominations and Remuneration Committee annually discusses and agrees all measurable objectives for achieving diversity on the Board and recommends them to the Board for adoption. The Nominations and Remuneration Committee will also consider director candidates recommended by shareholders, and such candidates will be considered and evaluated under the same criteria described above. At any given time, the Board may seek to improve one or more aspects of its diversity and measure progress accordingly.

In terms of MiX’s Board Evaluation Policy, the Board evaluates its own performance and that of its committees, its Chairperson and its individual members, to support continued improvement in its performance and effectiveness. A formal evaluation is conducted every second year. A description of the formal evaluations undertaken and an overview of the results and remedial actions taken, if any, are disclosed in the Nominations and Remuneration Committee Report contained in MiX’s Proxy Statement.

Our Board must comply with the independence standards required by the NYSE, the principles of King IV and the JSE Listings Requirements. In addition, committee members are subject to any additional independence requirements that may be required by applicable law, regulation, King IV, the JSE Listings Requirements or NYSE listing standards.

In making its independence recommendations, the Nominations and Remuneration Committee evaluates the various commercial, charitable and employment transactions and relationships known to the Committee that exist between MiX and our subsidiaries and the Directors and the entities with which certain of MiX’s Directors or members of their immediate families are, or have been, affiliated (including those identified through our annual Directors’ questionnaires). Furthermore, the Nominations and Remuneration Committee discusses other relevant facts and circumstances regarding the nature of these transactions and relationships to determine whether other factors, regardless of the independence standards, might compromise a Director’s independence.

The Board operates under a written charter (a link to the charter can be found on this page, under "Important Documents").

In the execution of its duties, the Board is assisted by various committees to which specific responsibilities have been assigned. This delegation promotes independent judgment and assists with balancing power and with the effective discharge of the Board’s duties. The committees are; an Audit and Risk Committee, a Nominations and Remuneration Committee and a Social and Ethics Committee. The committees operate in accordance with approved terms of reference (links to which can be found on this page, under "Important Documents") and report to the Board on their activities. A formal evaluation of the committees’ performance is performed on a bi-annual basis.

MiX has combined the audit committee and the risk committees into one Audit and Risk Committee.

The Audit and Risk Committee assists the Board in matters relating to internal controls, financial reporting, external audit, internal audit, risk management and regulatory compliance. The Audit and Risk Committee operates under written terms of reference (a charter) that satisfies the applicable standards of the JSE, Companies Act, SEC and the NYSE (a link to the terms of reference can be found on this page, under "Important Documents").

The Audit and Risk Committee currently comprises three members and consists only of Non-Executive Directors, each of whom is expected to be financially literate and at least one member is required to have accounting or related financial management expertise under the NYSE listing standards. Since MiX’s listing on the NYSE, the Audit and Risk Committee has been comprised solely of independent Board members within the meaning of SEC and NYSE rules for purposes of the audit committee. This composition is also in accordance with the Companies Act and JSE Listings Requirements. A representative from both the outsourced internal audit function and the external auditors attend meetings. The Chairperson of the Social and Ethics Committee is also a member of the Audit and Risk Committee due to the close working relationship required between the two committees. The Chief Financial Officer and the President and Chief Executive Officer attend all meetings by invitation.

The nominations committee and the remuneration (compensation) committee have been combined into one Nominations and Remuneration Committee.

The Nominations and Remuneration Committee meets at least four times a year and is composed solely of three independent Non-Executive Directors within the meaning of SEC and NYSE rules of independence. The President and Chief Executive Officer are invited to attend all meetings.

The Nominations and Remuneration Committee operates under written terms of reference (a charter) (a link to the terms of reference can be found on this page, under "Important Documents").

In accordance with the Companies Act, MiX established this Committee in the fiscal year 2012. The Social and Ethics Committee monitors our activities, particularly with respect to any relevant legislation, other legal requirements or prevailing codes of best practice, regarding matters relating to:

1. Social and economic development, including our standing in terms of the goals and purposes of:

• the ten principles set out in the United Nations Global Compact Principles;
• the Organization for Economic Cooperation and Development recommendations regarding corruption;
• the South African Employment Equity Act; and
• the Broad-Based Black Economic Empowerment Act;

2. Good corporate citizenship;

3. The environment, health and public safety, including the impact of our activities, products and services;

4. Consumer relationships, including our advertising, public relations and compliance with consumer protection laws;

5. Reviewing the process for monitoring compliance with laws, regulations and our Code of Conduct; and

6. Labor and employment, including our standing in terms of the International Labor Organization Protocol on decent work and working conditions, our employment relationships and our contribution toward the educational development of our employees.

The Social and Ethics Committee meets at least three times a year and currently comprises of three Non-Executive Directors and our Chief Financial Officer (an Executive Director appointed to the Committee as recommended under King IV). The President and Chief Executive Officer are invited to attend all meetings.

The Social and Ethics Committee operates under written terms of reference (a charter) (a link to the terms of reference can be found on this page, under "Important Documents").

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Important Documents