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In a world driven by personal branding, curated success stories and constant exposure, Lesedi Metsoamere offers a powerful reminder: build depth before you chase visibility. From leading high-performing teams in South Africa’s competitive financial services sector to completing an executive leadership programme at the Stanford Graduate School of Business, her journey reflects intentional growth, strategic clarity and leadership grounded in substance. Lesedi doesn’t chase the spotlight — she prepares for it. That preparation recently met a powerful moment of recognition when she was featured on Woman Crush Wednesday on East Coast Radio with Carol Ofori. During the conversation, she shared insights on resilience, ambition and what it truly takes to lead in high-performance environments. Her feature on East Coast Radio highlighted more than professional achievements. It showcased a leadership philosophy built on depth, discipline and strategic growth. These moments of visibility are not accidental — they are the result of years spent building credibility. Building Credibility Before Recognition Long before the radio feature and public recognition, Lesedi focused on developing the skills and mindset required to lead effectively. In industries where expectations are high and competition is intense, she prioritised continuous learning, strategic thinking and consistent results. Rather than pursuing visibility early in her career, she concentrated on building a strong foundation — strengthening her expertise, navigating complex organisational environments and learning how to lead teams through pressure and change. This depth allowed her to speak with authority and authenticity when the spotlight eventually arrived. Leadership Rooted in Strategy and Purpose During her conversation on East Coast Radio, Lesedi emphasised that leadership is not about quick success or recognition. It is about preparation, growth and the ability to create lasting impact. Her time at the Stanford Graduate School of Business expanded her global perspective and strengthened her approach to adaptive leadership in a rapidly evolving business landscape. For Lesedi, leadership goes beyond making decisions. It involves influence, responsibility and building environments where people are empowered to perform at their best. Owning Ambition Another powerful theme that emerged from her feature was unapologetic ambition. In many professional spaces, ambition can be misunderstood or discouraged, particularly for women in leadership roles. Lesedi challenges that perception by embracing ambition as a driver for meaningful impact. She believes ambition must be grounded in preparation, integrity and purpose. When these elements align, ambition becomes a force for positive change — both within organisations and for the people leaders serve. Visibility as an Amplifier Her feature on East Coast Radio and recognition among the KZN Top Business Women 2025 reflect the impact of leaders who focus on building depth before stepping into the spotlight. When visibility follows preparation, it amplifies credibility rather than replacing it. Lesedi Metsoamere’s journey is a powerful reminder that true leadership is built long before recognition arrives. And when the spotlight does come — whether on national radio or in the boardroom — it shines brightest on those who have done the work behind the scenes. In a world that often celebrates visibility first, her story proves that the most meaningful leadership journeys begin quietly — with depth, discipline and a clear sense of purpose. Build Depth Before You Chase Visibility: The Leadership Journey of Lesedi Metsoamere

Together with Vodacom, KZN Top Business will host its first client breakfast of the year on 5 May 2026 at the Oyster Box Hotel, Umhlanga. The event will bring together business leaders for a timely and thought-provoking discussion on the future of artificial intelligence. The topic, AI Unlocked: Strategy, Security & Growth for Business Acceleration, promises insightful dialogue as we explore how AI is reshaping the business landscape. As of early 2026, AI adoption is transitioning from simple, task-specific automation to autonomous systems capable of complex decision-making and end-to-end process management. The focus of the event will be on practical strategy, cybersecurity considerations, and leveraging AI to drive sustainable growth. KZN Top Business CEO Grant Adlam commented, “I am learning and applying AI in my business every day. Understanding its value is critical for being efficient, staying relevant, leading digital transformation, and driving innovation.”  A distinguished line-up of expert speakers will share their perspectives, sparking meaningful conversation. Attendees will be have the opportunity to engage, ask questions, and reflect on the evolving role of AI within their organisations. Speaker line-up: ■ Daren Denholm – CEO Genius Series Beyond the Buzzword: Where AI Is and Where It’s Heading ■ Vodacom Representative The Double-Edged Sword: How AI Is Reshaping Cybersecurity ■ Warren Sachs – CEO, Beier Group Practical Implementation of AI in the Manufacturing Process ■ Terry Flack – Business Success Leader, Cannect Digital Smarter, Faster, Further: Leveraging AI to Scale Your Revenue This exclusive event is limited to KZN Top Business subscribers only. Businesses are encouraged to apply to be part of the KZN Top Business Portfolio, granting access to this insightful business function and future events. Existing clients are encouraged to connect with Grant Adlam or Angela Alderton to update their business profiles and ensure inclusion in the portfolio. For more information, contact: Maryke Dickinson M: +27 (0)82 877 7906 E: maryke@kzntopbusiness.com W: www.kzntopbusiness.com www.kzntopbusiness.com UNLOCK AI WITH KZN TOP BUSINESS - KZN Top Business Click on the images to "Read the Full Article".

Today’s customers don’t just want fast service; they demand it. From instant onboarding to real time approvals and automated experiences, speed has become the baseline expectation. And in a highly competitive market, they won’t hesitate to take their business elsewhere if these expectations aren’t met. But speed without accountability is not a competitive advantage; it’s a real risk. We are entering an era where businesses are no longer judged solely on the outcomes they achieve, but on whether they can defend the decisions that led to those outcomes. Rapid action is only an advantage if it goes hand in hand with robust compliance. If your business is making fast decisions, it’s essential that these decisions are also transparent, auditable, and aligned with regulatory standards. For example, an innovative f inancial services provider may be able to approve new customers in minutes rather than days, delivering the fast, frictionless experience customers expect. But if that same process fails to check for sanctions or flag suspicious accounts, the business could unknowingly onboard high-risk individuals, leading to regulatory breaches, penalties, and possible reputational damage. This is especially true when it comes to automation. Automation With Accountability Where automation was originally introduced to reduce human error and improve consistency, today these tools can do far more than execute instructions. Modern algorithms can determine who is approved, who is flagged, who is denied access, and which transactions are escalated. These decisions can have financial, legal, and reputational consequences. But what if the tech makes a mistake? If something goes wrong, simply saying ‘the system decided’ is not an acceptable explanation. Regulators view automated systems as tools used by businesses, not as autonomous decision-makers with legal accountability. This means that if an automated system fails to detect fraud or makes a non compliant decision, regulators will ask whether the organisation had appropriate governance, controls, documentation, and audit trails in place. In this scenario, the critical issue isn’t how quickly a decision was made, but whether it can be explained and justified. Can a business clearly articulate why a customer failed a check? Why was a supplier flagged as high risk? Or why a transaction that passed yesterday no longer passes today? A black-box system that cannot explain itself exposes organisations to regulatory risk and erodes trust. Alternatively, when compliance is embedded into processes, these processes become a source of confidence rather than a point of friction. Automated compliance enables faster onboarding, earlier risk detection, and smoother audits. Today, risk profiles change constantly. A company may expand operations into new markets, or a business owner’s financial circumstances may shift. If an accountable institution decides based on this new information, it must be able to explain how the decision was made, what data was used, and why the particular outcome was justified. When using a platform like VOCA from SW360, accountable institutions have access to detailed, real-time reports on each verification, enabling them to make decisions they can defend later. Speed may be important, but in 2026, businesses that can explain themselves will be the real winners because they can minimise risk without affecting their competitiveness. For more information contact T: + 27 (0)86 034 0000 E: info@searchworks.co.za W: www.searchworks.co.za www.voca.co.za www.kzntopbusiness.com WHY 2026 WILL BELONGTO DEFENSIBLE DECISIONS- Searchworks Click on the images to "Read the Full Article".

Right now, South Africa is entering an extremely interesting time for the property sector. Whether buying or selling the family home or snapping up a bargain buy for rental, those expecting to make substantial investments in property need to be aware of some key potential policy shifts as they move on to or even further up the so-called property ladder, advises Tyson Properties founder and CEO, Chris Tyson. He has identified three key areas as potential game changers: 1. SCRAPPING THE PRIME RATE: Reserve Bank governor Lesetja Kganyago’s announcement in Davos that it was looking into scrapping or restructuring the prime lending rate in order to modernise the financial system suggests a major realignment which is encouraging but probably less cataclysmic than the uninitiated might think. In short, the announcement surrounding the longevity of the prime rate did not stipulate the timing and talks to an ongoing investigation that could take a year or more. T he prime rate – which is 10.25% following an interest rate cut in November last year – has been the benchmark for the rate that banks offer clients since 2001, reflecting the addition of a standard 3.5% to the base rate offered by the central bank. When applying for a home loan, clients are offered a rate that centres on the prime rate and is then adjusted depending on the cost of funding, risk appetite and creditworthiness. “Doing away with the prime rate will increase competition for loans between lenders and see banks offering more market related options to potential clients. This comes at a time when there is evidence of greater demand for home loans as well as greater enthusiasm on the part of financial institutions to lend. However, in itself, scrapping the prime rate will not materially impact the cost of existing debt. Instead banks will compete more for loan business using more market related and transparent prices going forward,” he says. Tyson warns that this will however put pressure on consumers to closely guard their credit health – bearing in mind that, on a R2-million bond, banks pocket at least R300 000 for every 1% in additional interest that they charge. With banks already under the watchful eye of the Competition Commission for alleged potential price fixing, the role of credit risk and the cost of lending will play a greater role in negotiations with lenders going forward and pave the way for better deals for first time borrowers. For those already paying off a mortgage, little is likely to change. 2. THE INFLATION FACTOR Tyson adds that, what is potentially even more significant in the shorter term is how the Reserve Bank’s new 3% inflation goal beds down during 2026 as this will determine further interest rate cuts throughout the rest of the year. “It is this that will revive the market and give both existing and new homeowners ongoing relief. Towards the end of last year, inflation edged above the Reserve Bank’s 3% new target which explains the pause in interest rate cuts at the beginning of the year. If all goes well, inflation is expected to level off during the latter half of 2026 sparking at least two further cuts,” he says. However, even this entails some crystal ball gazing and, if the positive factors that have lent government some leeway on reducing debt and improving fiscal governance lose their edge, there’s the possibility of inflation inching upwards and out of the range for further relief. Increased geopolitical and trade tensions could drive something like the oil price higher – with an obvious negative impact on inflation and household disposable income. For this reason, Tyson always advises buyers to create a contingency fund or buffer when setting affordable mortgage repayments. Work on a worst-case scenario and save by either by overpaying your bond when times are good or by paying the required a mount and using the remainder to build up a savings fund on the side for tougher time, he advises. 3. LOCAL GOVERNMENT LEVERAGE With the local government elections looming and pressure building on municipalities to get their houses in order, this will have important consequences for property owners, according to Tyson. The most obvious implication is that property values are closely impacted by local authorities’ abilities to provide services and ensure the health of local infrastructure. Constant outages – especially when it comes to water – tend to put downward pressure on property prices, leaving the better performing municipalities in the Western Cape leading the charge in this area. However, President Cyril Ramphosa’s announcement during SONA that a white paper that will look at the structure of local authorities and potentially eliminate small dysfunctional authorities that have neither the funding nor the skills to meet their obligations is just months away and could be a game changer. The same goes for the ongoing drive to ring fence revenues so that, instead of putting ratepayers’ payments into a single pot for general usage, specific payments will go to the relevant areas. So, for example, water revenue will be used for upgrading and maintaining only water related infrastructure – a move that will yield positive outcomes in this department. The flip side, however, is that all households need to factor in rates, electricity and water service increases when determining affordability. See these as part of your bond and budget for them year-on-year, Tyson suggests. W: www.tysonprop.co.za www.kzntopbusiness.com PLANNING COMMUNITY EVENTS THAT DELIVER REAL VALUE- SkyTents Click on the images to "Read the Full Article".

From a business perspective, a successful community event doesn’t happen by chance. It relies on three fundamentals: clear communication, disciplined budgeting, and a venue that is accessible, practical, and fit for purpose. Before any planning begins, organisers need to define the objective of the event. Is the goal to raise funds, establish a long term community initiative, or simply create a shared space for people to connect? The answer will influence every decision that follows, in particular the choice of venue. For organisations, churches, schools, and community groups that host events regularly, investing in a reliable, mobile venue can be a strategic decision. Purpose-built tents offer a cost-effective solution that accommodates large gatherings while eliminating long-term venue hire costs. With a quality tent, the venue comes to you; wherever the community needs it most. Key Considerations for Hosting a Successful Community Event. 1. Build A Capable Team Strong execution starts with the right people. A small, dependable team with clearly defined roles will streamline decision making and reduce operational risk. Where necessary, divide responsibilities into focused sub teams with accountable leaders to maintain efficiency. 2. Set And Manage A Realistic Budget Financial transparency is essential. Event organisers should be upfront about available funds, prioritise essential expenses, and identify areas where costs can be reduced. Equally important is understanding revenue streams, whether through donations, food sales, sponsorships, or advertising, to ensure the event remains financially viable. 3. Communicate Strategically Attendance depends on awareness. Focus on communication channels that are already embedded within the community, such as WhatsApp groups, Facebook pages, church networks, or local newsletters. Targeted, consistent messaging is often more effective than broad, unfocused promotion. 4. Keep Operations Simple And Compliant Overcomplicating an event can introduce unnecessary risks, from security concerns to regulatory issues. Limiting promotion to closed community platforms, encouraging in-kind contributions instead of ticket sales, and keeping the event local can help organisers avoid licensing challenges while maintaining control. Choosing the right infrastructure also plays a role here. A durable, versatile tent provides a controlled environment that is easy to manage, adaptable to different event sizes, and suitable for repeated use. A Smarter Long-Term Investment For organisations that host regular gatherings, purchasing a tent is often more economical than repeated venue hire. Sky Tents designs and manufactures world-class tents built for longevity, mobility, and large scale use, making them a practical asset for community focused organisations. To explore a permanent, cost-effective venue solution for your next community event, contact Sky Tents on, +27 (0)31 700 2863. W: www.skytentsa.co.za www.kzntopbusiness.com PLANNING COMMUNITY EVENTS THAT DELIVER REAL VALUE- SkyTents Click on the images to "Read the Full Article".

Reading is a deep passion of mine. From cold war spy novels to meaningful, value adding business books. Top of the pops right now (and top of the pile on my bedside table) is Quantum Marketing by Mastercard CMO, Raja Rajamannar. Highly recommended. In the foreword, Mastercard Executive Chairman, Ajay Bangu, encapsulates exactly what this article is all about when he simply states, “There is one word that comes to mind when I think about marketing these days: trust.” In the traditional marketing playbook, ‘the brand’ was king. Businesses spent millions crafting the perfect visual identity and narrative to project an image of success. However, as the 2024 Edelman Trust Barometer highlights, we have entered an era where consumers no longer buy what you say, they buy what you do. For businesses in KwaZulu Natal and beyond, the shift from building brands to earning trust is not just a marketing pivot. It is a survival strategy. Brand building is what you say about yourself. Trust is what others believe about you after they’ve experienced you, and what they’ll repeat publicly. In a reputation driven economy, the gap between the two is where growth is either unlocked or destroyed. Your potential client is short on time, deep on tech utilisation and is marketing savvy, sniffing out the real from the real chancers. So authentic, real trust that is earned, and shared, is the new currency for commerce. Well, not that new, really, as we have always bought from those we like and trust. It’s just that it is now accessible and measurable in our digitally immersed world. As Seth Godin, the modern marketing guru states, “The ‘age of infinity’ means customers have endless choices. T hey don’t need another logo to look at. They need a partner they can trust.” Highly regarded reputation expert Charles Fombrun famously defined reputation as the ‘collective representation of a firm’s past actions and future prospects’. While a brand is an internal promise (what you tell the world you are), reputation is the external reality. What the world says about you when you leave the room. Building a brand creates awareness, enables positioning, and storytelling, it’s scalable and creates emotional resonance whilst driving initial awareness (think top of sales funnel). Yet it often can feel hollow or ‘corporate’, it is expensive to maintain and often victim to inconsistency and it is easily undermined by one bad experience. Building trust results in high retention, drives word-of mouth resulting in the ‘holy grail of marketing’, referrals, to be enacted and it creates ‘reputational capital’ that acts as a buffer in crises. The flip side is that it can be hard to measure, slow to build and requires every employee to be a ‘brand ambassador.’ The goal should be ‘Trustworthiness by Design’. Ensure your operational delivery matches your ads. If there is a gap between your brand promise and your Google Reviews, no amount of marketing spend will bridge it. Here’s a simple playbook for KZN businesses to build their reputational capital: 1. Define your brand promise in one sentence. Then prove it. 2. Illustrate trust: request reviews, respond quickly, and treat complaints with urgency. 3. Respond as a human: acknowledge and resolve publicly with empathy, logic, authenticity. 4. Social proof with your best reviews, stories and testimonials across your digital ecosystem. Stephen M.R. Covey, bestselling author of The Speed of Trust, argues that trust is the single most critical driver of business success. As Covey reminds us, high trust will not necessarily rescue a poor strategy, but low trust will almost certainly derail a good one. Always remember that the most admired brands succeed by earning trust, love, and respect simultaneously. Not by chasing brand awareness alone. Don’t trust me. Trust what the market says about me. M: +27 (0)84 555 0005 T:  086 111 2939 (SA Sharecall Only) E: Terry@cannectdigital.com W: www.cannectdigital.com www.kzntopbusiness.com BUILD TRUST. DON’T BUILD A BRAND. - Cannect Digital Click on the images to "Read the Full Article".

How third party data is turning every deposit, transfer and side-hustle into a line item on the taxman’s radar – and what Durban business owners need to do about it. I received an email from SARS on a Tuesday morning and found something that stopped my coffee mid-sip. It was a Notice of Audit from SARS, detailing my personal bank accounts, with their account numbers and the exact amount of deposits received in each one for the period 1 March 2024 to 28 February 2025. Apparently, the total deposits received in my account did not tally with the salary declared on my tax return. I was required to submit a detailed explanation of every deposit that was on my personal bank statement for every bank account. Now luckily, because I am a damn good accountant, I had a full record of everything (including the birthday collections done for various friends, refunds received from my mom-in-law for purchases I had made for her, and loan repayments received from a friend etc etc). Every deposit. Every transfer. Every receipt had to be accounted for. And I did. The audit was, eventually, f inalised without adjustment, and I moved swiftly along. The Taxman’s X-Ray Vision Under Section 26 of the Tax Administration Act, banks, insurers, medical schemes, fund administrators, and a growing list of financial institutions are legally required to submit detailed records to SARS. These IT3 returns cover interest earned, investment disposals, insurance payouts, pension contributions, trust distributions, and more. Your bank doesn’t just tell SARS how much interest you earned on your savings account — it also reports total deposits into your account, total withdrawals, and loan activity too. This is not new. What is new is SARS’s ability to weaponise this data. Armed with artificial intelligence, machine-learning algorithms, and a freshly allocated R7.5 billion enforcement SARS COMPLIANCE PROGRAMME REVENUE THE TAXMAN’S NET IS GETTING WIDER 400 350 300 250 REVENUE (R Billions) 200 150 100 50 0 R224bn 2022/23 Source: SARS Annual Reports, Tax Consulting SA | Business Sense / Flair Accounting budget, the revenue service is no longer sifting through spreadsheets manually. It is cross-referencing your declared income against the deposits flowing through your accounts with surgical precision. Where the numbers don’t match, a letter arrives. And increasingly, that letter is followed by action. The Numbers That Should Keep You Up at Night Consider three figures that paint the full picture of where SARS is heading in 2026. First: R523 billion. That is the total undisputed tax debt sitting on SARS’s books as of December 2025. Not estimates. Not disputed amounts. Money that taxpayers have already been assessed for, accepted or failed to challenge, and simply haven’t paid. When a debt book reaches half a trillion Rand, enforcement is no longer optional – it is inevitable. Second: R27.2 billion in a single month. Personal income tax debt leapt from R88.3 billion in November 2025 to R115.5 billion in December. That is not seasonal noise – it is a signal that household-level compliance is cracking under pressure, and individual taxpayers are now the low-hanging fruit for SARS enforcement. Third: R301.5 billion. That is what SARS’s compliance programme generated in 2024/25 alone – a 15.8% year on-year increase. In the first half of 2025/26, a further R131.6 billion has already been secured. The compliance machine is not slowing down; it is accelerating. What This Means For KZN For KZN business owners, the implications are immediate and personal. Durban’s economy runs on a spine of owner managed businesses – logistics operators servicing the port, manufacturers along the N3 corridor, hospitality owners on the North Coast, professionals in Umhlanga and Ballito, traders in Warwick Junction. Many of these operators have built their businesses using a patchwork of personal and business accounts, receiving client payments into whichever account was convenient, shuffling funds between entities they control, and treating the personal current account as a de facto business float. SARS’s third-party data now makes that patchwork transparent. When your bank reports that R1.5 million flowed through your personal account but your tax return declares R800 000 in income, SARS’s AI flags the discrepancy. It doesn’t matter that R700 000 was inter-account transfers, loan repayments from a friend, or proceeds from selling your bakkie on Facebook Marketplace. The burden is on you to prove it. This is the critical shift. SARS is no longer playing detective. With structured third-party data flowing in from every major financial institution, the revenue service now operates from a position of knowledge. It asks questions it already knows the answers to. The audit letter that arrives is not a fishing expedition – it is a confrontation with data. Real Powers, Real Consequences Let’s be clear about what SARS can and cannot do. Despite social media hysteria in late 2025, SARS does not monitor your bank account in real time. T here is no live tracking system, no instant alerts when you receive a deposit. Tax experts have confirmed unequivocally that no such technology has been announced, legislated, funded, or built. But what SARS can do is formidable. Banks submit third-party data on a scheduled basis – covering account details, interest, deposits, withdrawals, and loans. SARS can request full bank statements during an audit without prior notice. It can instruct your bank to freeze funds or debit your account directly to settle a tax debt. It can pursue garnishee orders against salaried employees, register civil judgements, attach assets, and in serious cases of non-compliance, pursue criminal prosecution. From March 2026, the net widens further. SARS has released final specifications for the Crypto-Asset Reporting Framework, integrating cryptocurrency transactions into the same global transparency architecture that already captures traditional banking. Offshore accounts, digital wallets, and crypto exchanges are now structured data points that flow directly into SARS’s risk-profiling models. The Age Of Compliance Is Here For KZN’s business community, the message is both a warning and an opportunity. T he warning: if your declared tax position does not align with the data SARS already holds, 2026 is the year you will hear about it. SARS has hired 1 700 new staff, secured billions in additional funding, and made it explicitly clear that enforcement against individual taxpayers – the ‘easiest point of entry’ – is the priority. T he opportunity? Get ahead of it. Separate personal and business banking. Ensure every deposit in your personal account can be explained and documented. Engage a tax professional not as a luxury, but as a necessity. Where historical non-disclosure exists, proactive voluntary disclosure is infinitely less painful than an enforced audit. Payment arrangements and compromise agreements remain available to taxpayers who engage in good faith before the Letter of Final Demand arrives. My personal audit took two months to resolve. It cost me hours of time sifting through accounts, hauling out records, loan agreements and slips. But I am one of the lucky ones. I had all the records. Many Durban business owners sitting on the same ticking clock, do not. T he taxman can see your bank account. The only question left is whether what he finds matches what you told him. T: +27 (0)31 207 1572 M: +27 (0)76 555 7529 E: heather@flairaccounting.co.za W: www.flairaccounting.co.za www.kzntopbusiness.com SARS KNOWS WHAT’S IN YOUR BANK ACCOUNT – AND IT’S COMING TO COLLECT- Flair Accounting Click on the images to "Read the Full Article".

Cox Yeats has been recognised in the Chambers & Partners 2026 rankings as a leading firm, reflecting the firm’s continued strength across key practice areas and its growing standing in the South African legal market. The 2026 results include improved firm rankings in both Insurance and Restructuring & Insolvency, alongside continued recognition for the firm’s established Shipping practice. Chambers’ rankings are based on independent research and in-depth client interviews, making the results a strong endorsement of the firm’s technical expertise, commercial approach and client service. In Insurance, Cox Yeats has moved up to Band 3, improving on its Band 4 ranking in 2025. The team is recognised for its specialist insurance capability across marine, construction, engineering and professional indemnity matters, acting for insurers, reinsurers and brokers on complex claims and regulatory issues. The improved ranking reflects consistent delivery of practical, commercially focused advice in a highly technical area of law. The firm’s Restructuring & Insolvency practice achieved a Band 2 firm ranking in 2026, marking a significant step forward from the previous year, when the firm did not hold a departmental ranking. The practice is known for advising on business rescue, restructuring and liquidation matters, often involving distressed assets, cross-border considerations and high-stakes commercial outcomes. Cox Yeats’ long-standing Shipping practice retained its Band 3 ranking, reinforcing the firm’s position as a trusted adviser in maritime, transport and international trade law. The team advises on ship arrests, marine insurance, charterparty disputes, casualties and cross border trade matters for local and international clients. Individual recognition in the 2026 rankings further highlights the depth of expertise within the firm. Andrew Clark, managing partner, is ranked Band 2 for Shipping and has also been recognised in Band 3 for Insurance, reflecting his leadership across both sectors. Gareth Cremen is ranked Band 3 for Restructuring & Insolvency, acknowledging his experience in guiding clients through complex financial distress and turnaround situations. Richard Hoal is ranked Band 4 for Construction, recognising his work on major construction, engineering and infrastructure matters across the project lifecycle. Founded in 1964, Cox Yeats is a full-service South African law firm with offices in Durban, Johannesburg and Cape Town. The firm is known for its partner-led, collaborative approach and its ability to deliver legal advice that is closely aligned to clients’ commercial objectives. Through its membership of TAG Alliances, Cox Yeats also supports clients on cross-border matters across more than 100 jurisdictions worldwide. and Cape Town. The firm is known for its partner-led, collaborative approach and its ability to deliver legal advice that is closely aligned to clients’ commercial objectives. Through its membership of T he full Chambers & Partners 2026 rankings are available here: https://chambers.com/law-firm/ cox-yeats-global-2:3734. For more information Lerato Ramango National Marketing & Brand Manager T: +27 (0)10 015 5825 E: lramango@coxyeats.co.za W: www.coxyeats.co.za www.kzntopbusiness.com COX YEATS RECOGNISED IN CHAMBERS & PARTNERS 2026 RANKINGS Click on the images to "Read the Full Article".

Information Compliance (IC) has moved to the centre of how businesses operate. It’s now a critical part of governance, risk management, and day-to-day operations across every sector. Organisations that treat it as essential rather than optional are the ones protecting their reputation, avoiding penalties, and building trust with clients and stakeholders. At its core, IC refers to the legal, governance, and operational frameworks that ensure personal and sensitive information is collected, used, stored, shared, and protected lawfully, ethically, and accountably across the organisation. It extends beyond complying with privacy legislation to supporting control, accountability, and oversight, particularly when information is misused, lost, or exposed. 2026: The Compliance Turning Point The shift did not happen overnight. In 2023 and 2024, enforcement activity escalated significantly with regulators taking action and expecting definite compliance. This included fines of up to ZAR 5 million against public bodies, alongside enforcement notices and compulsory remedial actions. 2025 became the exposure year. Many organisations discovered – often uncomfortably – that their compliance frameworks did not reflect how information is actually used inside the business. Shadow AI, remote working models, third-party platforms, and fragmented governance structures widened the gap between policy and practice. 2026 is where consequences land. Regulators now expect organisations to prove that compliance is active, governed, and effective – not just that they are trying. This year is about enforcement, accountability, and evidence. Enforcement is Accelerating One of the most important realities for 2026 is that enforcement is no longer reactive. Regulators are increasingly initiating investigations proactively, demanding documentary proof of compliance, and assessing governance failures rather than only responding to breaches. For organisations, this means that compliance must be visible, structured, and ongoing. You need to be able to show who is responsible, what controls exist, how risks are tracked, and how issues are escalated and addressed. Intentions and good faith efforts are no longer enough. Evidence matters. Boards Cannot escape Accountability Another critical shift heading into 2026 is the growing focus on board and executive accountability. Information Compliance does not sit solely at operational level. Boards are expected to exercise oversight over information and privacy risk in the same way they do over financial, operational, and reputational risk. T his means that compliance should feature meaningfully in board packs, risk registers, annual workplans, and governance calendars. Directors are expected to ask informed questions and ensure that appropriate appointments, delegations, and reporting lines are in place. Where this does not happen, silence can be interpreted as a lack of oversight – and ignorance will not hold up as a defence. The Unmapped Shadow AI Risk One of the fastest-growing compliance blind spots isShadow AI i.e. the use of Artificial Intelligence (AI) tools by employees without formal approval, governance, or safeguards. In many organisations, employees are already uploading personal or confidential information into AI tools, using AI to draft emails, reports, contracts, and HR documentation, and relying on AI-generated outputs to make decisions. This creates immediate IC risks: ■ Personal information might be processed unlawfully. ■ Data might be transferred outside approved jurisdictions. ■ Records of processing might be incomplete or inaccurate. ■ Accountability becomes unclear The challenge is that Shadow AI rarely looks malicious. It looks efficient and helpful – and often goes unnoticed. Regulators will not be concerned with whether AI use improved productivity, but rather with whether it was lawful, controlled, and governed. AI makes Paper Compliance Obsolete Policies that exist only on paper are increasingly disconnected from reality. As AI tools become embedded in day-to-day work, regulators are asking harder questions, including: ■ Who approved the tools being used? ■ What data is being fed into them? ■ How are outputs reviewed and validated? ■ How are staff trained on acceptable use? ■ What happens when something goes wrong? Organisations are often exposed not because they have nothing in place, but because what they do have does not operate in practice. Living compliance now requires active registers, enforced policies, modern training, tested incident response plans, and clear escalation paths that people actually understand and use effectively. If AI use is not reflected in your compliance framework, that framework is already outdated. The Cyber-AI-Compliance Nexus One of the defining features of 2026 is the collapse of silos. Cyber security, IC, and AI governance can no longer be treated as separate conversations. A data breach, an AI misuse incident, or a privacy complaint now sits at the intersection of all three. Boards should expect increasing scrutiny of access controls, of third-party and vendor risk, of incident response timelines, as well as of alignment between IT, legal, HR, compliance, and risk functions. Treating AI misuse or data incidents as purely technical issues are now governance failures with legal and reputational consequences. Intensified Sector-Specific Scrutiny While IC applies across all sectors, enforcement focus is becoming more targeted. Education, healthcare, financial services, professional services, and any sector handling large volumes of personal or sensitive information face heightened expectations. Generic compliance frameworks are starting to crack under this pressure. Regulators increasingly expect organisations to demonstrate how compliance is applied in their specific operating context, including how emerging technologies such as AI are used within that environment. Reputation Damage is Enduring Fines are measurable, but reputational damage is not. Enforcement notices, investigations, and complaints are increasingly public. Clients, employees, and partners are paying closer attention to how organisations handle personal information and AI-driven decision-making. For many organisations, the long-term loss of trust far outweighs any regulatory penalty. Businesses must be able to defend their decisions when they are scrutinised. Preparing for the New Reality The organisations that will navigate 2026 successfully are those that treat IC as a strategic risk, actively govern AI use rather than ignoring it, embed compliance into governance structures, and focus on evidence rather than intention. Shadow AI is already inside most organisations. The only question is whether it is managed or unmanaged. 2026 belongs to those that can prove, not just promise, that compliance lives and adapts inside their organisation. T: +27 (0)31 266 6570 M: +27 (0)82 786 7480 E: johanvd@labournet.com W: www.labournet.com www.kzntopbusiness.com Information Compliance In 2026 : Should Be On Your Radar- Labournet Click on the images to "Read the Full Article".

By: Dylan Naidoo Cold weather just hit Durban recently, quite the departure from the days before. It feels like the Durban weather is having mood swings. One day it is bright and hot, the sun beating down with extreme humidity. And the next day? Cold like when it snowed on Drakensberg. As such, it is important to get to work in a car that manages every adolescent phase of the Durban weather, with strong air-conditioning to handle those humid days, and cozy heating to handle those cold rainy days too. And the Suzuki Dzire? Well, let’s just say climate control is only scratching the surface of the positives about this car.   Technology and Engineering The Suzuki Dzire is a small, budget friendly sedan, like its rivals the Honda Amaze and the South African built Corolla Quest. The model for review is the base manual model, featuring a 1.2l engine paired with a 5-speed manual. Power is great. Even with the aircon on, the car managed to hold its own at high speeds.   As standard, the Dzire is equipped with a touchscreen infotainment system, electric windows and a bright personality. It features six airbags as standard, and scored an impressive 5 - star safety rating at the Global NCap. This feature took me by surprise. It is quite rare to see small cars in this segment with a full 5-star safety rating, so this rating is a  welcome addition. So why did I talk about the weather? Honestly, it’s due to how great the climate control is. The Dzire’s climate control instantly cools or warms the car. Along with this, the climate control is quite easy to use, with easy to adjust switches and buttons. Overall, just like the Grand Vitara, the Dzire stands out with its climate control, which makes me notice a pattern with Suzukis.   The ride was also great. It is quite common for cars in this price range to be pretty rough, but I did not have this issue with the Dzire. It drove smoothly with very little bumps being felt on the road. The turbulence was not too bad, and the car handled pretty well at high speed.   Design The first thing that stood out to me when I first heard what we were testing was the name of the car. Do you remember watching old Top Gear and one of the reasonably priced cars was called the Kia Cee’d, with the apostrophe there just to ‘look cool?’ I got the same vibe from the Suzuki Dzire. Whilst no apostrophe, I’m guessing the choice misspell “Desire” was to just, again, "look cool’.” Suzuki is thriving in the South African market (Look at my Grand Vitara article  on that), catering to many demographics of people including the Gen Z, so as to market a snazzy cool name to the younger demographic. I like that the name gives off a hip and funky nature for the car, but not in a way that it’s trying too hard to fit into trends.   The design of the car is a massive upgrade over the previous model. I don’t like the previous model of the Dzire trying to look like a Swift, so the choice to make something original is a great change. It looks cool, attractive and vibrant. The grill is tastefully designed, and the proportions make the car look a slight bit sporty. So yes, on top of the snazzy name, the Suzuki Dzire has a cool design that pairs well with it.   Interior For the price point, the interior of this test vehicle is great. The mix of a cream and black covered interior gives the look of something more up class. Compared to its rivals, the Dzire’s interior looks more expensive than it really is. Suzuki is really ramping up what budget cars should look like at this price point. And one look at the interior of the Dzire clearly showcases this point.   Pricing and Overall Thoughts Pricing of the Suzuki Dzire starts at R229,900, with the CVT models starting at 272,900. However, I would suggest the manual. For the price, you are getting a very capable sedan that redefines what a budget car should be. It's priced well below its competitors and ticks all the boxes for a car in its class. The new Suzuki Dzire GA 5MT

Susan Abro is the sole proprietor of Susan Abro Attorney, a specialist family law practice based in KwaZulu-Natal. With a legal career spanning more than three decades, her work has been grounded in a commitment to people, justice, and community. Her practice focuses on family law, a field she describes as dealing with life “from cradle to grave”. Susan Abro Attorney handles a broad spectrum of family law matters. These include disputes relating to children, divorce, f inancial consequences of separation, domestic violence protection orders, maintenance court proceedings, and complex international matters such as cross-border child abduction under the Hague Conventions. As Susan explains, “Family law is about the most intimate aspects of people’s lives. You are dealing with their children, their finances, their safety, and their dignity. You have to take all of that seriously.” At the heart of Susan’s work lies a clear purpose: to help people, particularly those navigating crisis and vulnerability. She says, “I’ve been involved with gender based violence and the promotion of women since the very beginning of my career.” While her practice does not exclusively represent women, she has become known for her ability to support women facing severe emotional, financial, or physical hardship. “By the time clients leave me,” she reflects, “they are strong enough to continue on their own. Seeing that transformation is what gives me the greatest satisfaction.” Strong Work Ethic Susan grew up in Melmoth, a small town in Zululand, where the absence of a local high school meant she had to attend boarding school. She was educated at St Anne’s Diocesan College, where lifelong friendships were formed. She went on to study at the then University of Natal in Pietermaritzburg, completing a Bachelor of Arts degree, followed by Bachelor of Laws (LLB) at the University of Natal’s Durban campus. Alongside her formal legal education, she pursued additional qualifications in business management through Damelin and undertook numerous specialist courses in family law, mediation, and arbitration. Her strong work ethic emerged early. Susan’s first job came at the age of 12, when she worked as a cashier in a Melmoth supermarket during school holidays. This early experience left a lasting impression. “You learn very quickly how to deal with people,” she recalls, “and that skill stays with you for life.” Susan’s professional journey was marked by both challenges and opportunities. She completed her articles at L.J. Paola Wright and Wilkinson during a period of transition, when the firm was taken over and women were no longer welcomed by the new management. Undeterred, she accepted an offer from Woodhead, Bigby and Irving, where she spent five formative years. “I’ve always believed you don’t burn bridges,” she says. “Those relationships matter, especially when you go out on your own. Mutual Respect In 1995, Susan made the decision to enter private practice in association with Betsy Rowe of Sylvia Oversby and Partners, a firm they later purchased. The transition from being a partner in a large Durban firm to starting afresh was daunting. “I literally had nothing,” she admits. “But in those days, you just did it.” She credits her success to strong mentorship, loyal clients, and a professional network built on mutual respect. Many of her clients have remained with her throughout her career, evolving into trusted friends. Among Susan’s achievements, one stands out as particularly meaningful: her service as an acting judge of the High Court and later as a judge of the Electoral Court. She served two terms on the Electoral Court alongside the late Supreme Court of Appeal Judge President K.K. Mthiyane. “That was incredibly exciting,” she says. “When I first knew K.K., he was an advocate I briefed. We became very close over the years; even went to each other’s birthday parties.” Susan attributes much of her professional composure to a piece of advice she received early in her career. “My principal once told me that if you receive a letter that makes you angry, put it in a drawer,” she recalls. “If you take it out a day later and it still makes you angry, put it back. Never respond in anger. You need a clear head and collegiality – a concept many youngsters today don’t understand,” she says. “But without that, the system doesn’t work. Human Connection One of the significant personal challenges Susan has faced is the progressive loss of her vision. However, she has adapted with determination and pragmatism. “Technology has made a huge difference,” she explains. “My phone talks to me, my computer talks to me, and I have incredible staff who support me.” She acknowledges that facing this challenge later in life, once her practice was established, made adaptation more manageable. Susan leads a small, close knit team and places emphasis on wellbeing and human connection. “We do things together that aren’t work related,” she says. “We exercise in the boardroom, we try to eat healthily, and we spend time together socially.” She believes the nature of family law itself is motivating. “You see what people go through,” she explains. “It reminds you why the work matters.” Inspiration for Susan comes primarily from people. She speaks warmly of South Africans and their resilience, kindness, and sense of community. She draws inspiration from strong women who remain active and committed well into later life. These include 86 year old Mathabo Kunene who carries on the legacy of her husband, the late poet laureate, Mazisi Kunene, and does incredible work for the community. In addition, her own mother, also aged of 86 who has just retired is a role model. “They show you how strong you can be,” she says. “They are always giving back.” Looking ahead, Susan is optimistic about KwaZulu Natal. “I really hope we can move forward doing business properly,” she says, “with honesty and integrity, and by helping one another. KZN is the best province in this country.” Susan firm’s logo reads, “We have a heart for family law,” a sentiment that reflects her life’s work. “When I’m gone,” she says quietly, “I want people to say that I lived a good life, that I looked after my community, and that I was honest.” For Susan Abro, leadership is service, integrity, and leaving people stronger than when she found them.  W: www.susanabro.com www.kzntopbusiness.com A Heart for Family Law - Susan Abro Attorneys Click on the images to "Read the Full Article".

We are pleased to announce that entries for the KZN Top Business Awards 2026, brought to you Standard Bank and the Women of Africa Group, are officially ope The KZN Top Business Awards celebrate the innovation, resilience, and success that define KwaZulu Natal’s regional economy. These prestigious awards recognise the businesses and individuals whose leadership and enterprise are driving sustainable growth and transformation across the province. KwaZulu-Natal continues to strengthen its position as a dynamic engine of economic growth in South Africa. From major expansions and efficiency upgrades at the Port of Durban and the Port of Richards Bay—two of Africa’s busiest maritime gateways to sustained investment in agro-processing, advanced manufacturing, digital innovation, renewable energy, and tourism, the province is capitalising on its strategic location and skilled workforce. Supported by growing special economic zones, infrastructure modernisation, and public private partnerships, KwaZulu Natal is increasingly positioned as a hub for trade, innovation, and inclusive development. Commenting on the significance of the awards, Rishaad Webster, Provincial Head: Business Banking, KZN, Standard Bank, said, “We aim to support our clients’ ambitions, unlock new opportunities, and amplify business growth through meaningful partnerships. These awards reflect the spirit of progress that we strive to enable every day.” Pria Hassan, CEO of Women of Africa Group, added, “This is an opportunity to position your business alongside an organisation that understands how to build brands responsibly. If you want to contribute to an inclusive and thriving economy, take that quantum leap of faith in yourself. This is the perfect stage on which to be heard.” Award Categories for 2026 1. Standard Bank Client of the Year – Small Enterprise 2. Standard Bank Client of the Year – Large Entit 3. Manufacturing Sector 4. Transport and Logistics Sector 5. Franchising Sector 6. Family-Owned and Managed Businesses 7. Agricultural and Agro- Processing Sector 8. Business, Financial and Educational Sector 9. Community Upliftment and Improvement 10. Renewable Efficiency and Green Initiatives 11. Employee Wellness 12. Partnership Award The KZN Top Business Leader’s Award and the WOA KZN Top Business Woman Award are both honorary accolades. Previous recipients of the KZN Top Business Leader’s Award include: ■ Captain Salvatore Sarno, Chairman, MediterraneanShipping Company South Africa ■ Brian Howarth, Managing Director, Magnet (2024) ■ Owen Heffer, Owner, Hollywoodbets (2023) ■ Esay Reddy, Chief Executive Officer, KZN Oils (2022) ■ Ashok Sewnarain, Founder and Chairman, IBV (2021) In 2025, Women of Africa Group introduced the WOA KZN Top Business Woman Award, recognising outstanding female leadership in business. The inaugural recipient was Nosipho Siwisa-Damasane, a distinguished leader in South Africa’s transport and logistics sector. In addition, the highly sought after KwaZulu-Natal Top Brand Award is determined solely through a public poll. Online voting for this category will open in May. Eligibility and Entry Criteria To be eligible, a company or organisation must have a registered office in KwaZulu-Natal. Each award category has specific judging criteria, and winners will be selected by an independent judging panel based on alignment with these requirements. Entrants must demonstrate their contribution to the KwaZulu-Natal economy and present a proactive business model that adheres to the principles of King V. The overall quality, credibility, and substantiation of each entry will be central to the evaluation process. To ensure broad representation, entry is free of charge. Encouraging participation, Grant Adlam, CEO of KZN Top Business said, “I encourage all eligible businesses to submit their entries before the closing date of 12 June. This is your opportunity to showcase your achievements, gain well-deserved recognition, and join a prestigious community of business leaders who are shaping the future of our province.” Finalists and winners will be announced at a gala awards dinner on 16 July 2026.  For further information on categories and entry requirements, visit www.kzntopbusiness.com , or contact Gayle Adlam on +27 (0)83 653 0465 or editorial@mweb.co.za www.kzntopbusiness.com  KZN TOP BUSINESS AWARDS 2026 ENTRIES OPEN Click on the images to "Read the Full Article".