Search Results

In my last article, I shared our definition of a successful business: A commercial, profitable enterprise that works without you. We unpacked ‘Works Without You’ – what it means to build a business that can function without the owner being the bottleneck, in other words ‘A business you can sell.’ T his month, let’s talk about the second word in that definition: Profitable. Because working without you is powerful. But working without you and not making meaningful profit is pointless. Too many business owners chase revenue. Smart business owners focus on margin. Here are four areas worth reviewing in your own business. Gross Margin Clarity and Break Even Reality If you do not have clarity on your margins, everything else becomes guesswork. I regularly see businesses wiring their books incorrectly. Fixed costs get mixed with variable costs. Direct costs are misallocated. The result is a distorted gross profit percentage and misleading reporting. If your gross margin is wrong, your break-even target is wrong. And if your break-even is wrong, your profit targets are built on unstable ground. Break-even in sales terms is calculated as: Fixed Costs ÷ Gross Profit Percentage For example, if your fixed costs are R500,000 per month and your gross profit percentage is 40%, you need R1.25 million in monthly revenue just to break even. Quick checklist: ■ Do you know your true gross profit percentage overall? ■ Do you know gross profit by product or service line? ■ Have you recalculated your break-even sales target in the last six months? ■ Are your fixed and variable costs correctly classified? Clarity here changes everything and improving your margins can shift your break even point earlier every month – take a look at the illustration on the bottom of the page. Revenue Growth Without Margin Is Dangerous I have worked with businesses proudly growing turnover every year, yet the owners were more stressed and less profitable. In one case, we deliberately reduced revenue by over 30%. We removed low-margin products, exited low-margin clients, simplified operations, and focused purely on high-margin, high-value offerings and the clients that delivered profit. The result? Revenue decreased … ... but profit increased significantly. Not because of magic. Because of focus. Before chasing growth, ask yourself: YOUR ■ Which products or services generate the highest margin? ■ Which clients are truly profitable after servicing costs? ■ Are we busy, or are we profitable? ■ If revenue increased by 20% tomorrow, would Profit follow proportionally? Turnover is vanity. Margin is strategy. Pricing Confidence and Value Clarity Discounting is one of the fastest ways to destroy margin.Many owners discount reflexively because they lack confidence in their value proposition. If your customers choose you purely because you are the cheapest, that is not a strategy. That is a race to the bottom. Instead, review: ■ Are we crystal clear on our unique selling proposition? ■ Can every team member articulate why we are different, special, or better? ■ Does all of our marketing communicate value, or just price? ■ Have we reviewed pricing in the last 12 months? When your value is clear and well communicated, clients pursue you for expertise, service, and outcomes. Not because you are the lowest bidder. If you are not clear on your value proposition or unique selling proposition, reach out to me. We teach a simple process we can take you through to get real clarity in this area and get your marketing properly cooking. Discipline in Tracking and Decision Making Profit is not a twice-a-year tax conversation. It is a monthly leadership discipline. Too many businesses only look at their numbers when compliance requires it. By then, the opportunity to adjust has passed. Ask yourself: ■ Are our financials finalised by the 7th of every month? ■ Do we schedule a proper monthly financial review? ■ Are we tracking the Five Ways numbers consistently? Your ‘Five Ways’ key performance indicators to improve profit are: 1. Leads 2. Conversion rate 3. Number of transactions 4. Average sale value 5. Profit margin Small improvements across these five areas compound powerfully. Profit is rarely improved by one big move. It is improved by disciplined, incremental decisions made consistently. Final Thought A business that works without you is freedom. A business that is consistently profitable is power. Profit funds growth. It funds reinvestment. It builds resilience. And it creates options. Revenue matters. But margin is what makes it worthwhile. If you would like a quick coffee or a formal deep dive into this area of your business, reach out. It would be a pleasure to connect. To your success, Trevor Clark. T: +27 (0) 31 266 2258 E: mastery@actioncoach.com W: www.mastery.co.za www.kzntopbusiness.com PROFIT FIRST? NO. PROFIT ALWAYS. Trevor CLark Click on the images to "Read the Full Article".

The world of financial reporting is about to undergo a significant transform ation. The International Accounting Standards Board (IASB) has introduced IFRS 18, a new standard that will replace IAS 1 for periods beginning on or after 1 January 2027. Early adoption is permitted, but full retrospective application is required, including reconciliations for comparative periods. This change is not just a technical update, it’s a response to investor demand for clearer, more comparable, and more transparent financial information. For local businesses, understanding IFRS 18 is essential to stay ahead and maintain trust with stakeholders. Why IFRS 18? IFRS 18 addresses longstanding concerns about the comparability and clarity of financial statements. Investors and other users have struggled with inconsistent subtotals, opaque non-GAAP measures, and confusing aggregation or disaggregation of information. The new standard aims to resolve these issues by introducing: ■ Five clear categories for income and expenses in the statement of profit or loss: operating, investing, financing, income taxes, and discontinued operations. ■ Two new mandatory subtotals: operating profit/loss and profit/ loss before financing and income tax. ■ Enhanced disclosure requirements for management- defined performance measures (MPMs), which are now subject to audit and regulatory scrutiny. What’s Changing? 1. Classification and Presentation ◆ All income and expenses must be classified into the five categories, improving comparability across entities and industries. ◆ Operating profit/loss becomes a standardised subtotal, reducing diversity in reporting and making it easier for users to analyse performance. ◆ Non-recurring, unusual, or volatile items are included in the operating category, ensuring a complete picture of business operations. 2. Management-Defined Performance Measures (MPMs) ◆MPMs are subtotals of income and expenses used in public communications to convey management’s view of performance. ◆ Entities must disclose MPMs in a single note, including how they are calculated, why they are useful, and a reconciliation to the nearest IFRS subtotal. ◆These disclosures will be subject to audit and increased regulatory scrutiny, requiring collaboration across finance, legal, and investor relations teams. 3. Aggregation and Disaggregation ◆ IFRS 18 provides enhanced guidance on grouping and separating information, based on characteristics such as nature, function, measurement basis, risk, geography, and tax effects. ◆ Entities must avoid obscuring material information and use informative labels, generic terms like ‘other’ are discouraged. 4. Consequential Amendments ◆ Changes extend to other standards, including IAS 7 (cash flows), IAS 8 (now ‘Basis of Preparation of Financial Statements’), IAS 33 (restricts additional earnings per share measures), and IAS 34 (MPM disclosures in interim reports). ◆The terminology is updated: ‘statement of financial performance’ replaces ‘statement of profit or loss and other comprehensive income’, and ‘IFRS Accounting Standards’ replaces ‘IFRS/IFRSs/IFRS Standards’. Practical Implications for Local Businesses Transitioning to IFRS 18 will require careful planning and resource allocation. Here’s what business leaders should consider: ■ Assess the Impact: Review how the new categories and subtotals affect your current reporting. Identify which income and expenses may need to be reclassified. ■ Update Systems and Processes: Financial statement close processes, data collection, and information systems may need updating to comply with the new requirements. ■ Train Staff: Ensure your finance team understands the new standard, especially the principles of aggregation/ disaggregation and the requirements for MPMs. ■ Review Policies: Remuneration policies and debt covenants tied to IAS 1 metrics may need renegotiation. ■ Engage Stakeholders: Communicate changes internally and externally, including with auditors, regulators, and investors. ■ Monitor Regulatory Guidance: Local requirements may differ, so stay informed about updates from regulators and industry bodies. Why Awareness Matters IFRS 18 affects all entities reporting under IFRS, across industries. The changes are designed to improve transparency, comparability, and clarity for users of financial statements. For local businesses, this means: ■ Enhanced trust and credibility with investors and stakeholders. ■ Better benchmarking and decision-making. ■ Increased scrutiny of performance measures – failure to comply may affect investor confidence and access to capital. What Should Business Leaders Do Now? ■ Start by reviewing your current financial reporting practices and performance measures. ■ Identify any MPMs used in external communications and ensure robust documentation and disclosure ■ Plan for system and process changes, including staff training and stakeholder engagement. ■ Consult with advisors and auditors to ensure a smooth transition and compliance with IFRS 18. Conclusion IFRS 18 represents a major step forward in financial reporting. While the effective date may seem distant, the transition process could require considerable time and resources. Early preparation will help your business adapt smoothly and maintain its reputation for transparency and reliability. If you have questions about IFRS 18 or need guidance on preparing your business for these changes, I invite you to contact me directly. Let’s ensure your business is ready for the new era of financial reporting. T: +27 (0)31 576 8000 E: Farouk.Ebrahim@za.ey.com W: www.ey.com www.kzntopbusiness.com IFRS 18: A NEW ERA FOR FINANCIAL REPORTING – WHAT LOCAL BUSINESSES NEED TO KNOW Click on the images to "Read the Full Article".

Durban Direct has reaffirmed its strategic commitment to strengthening international air connectivity and deepening economic ties between KwaZulu Natal) and the United Kingdom through a high-level UK In Country Activation. The initiative forms part of the KwaZulu-Natal Route Development Programme and a broader airline, tourism, trade and investment mission aimed at positioning the province as a globally competitive destination. Durban Direct is a route development committee mandated to enhance air access into Durban via King Shaka International Airport. Led by the KwaZulu-Natal Department of Economic Development, Tourism and Environmental Affairs (EDTEA), the committee brings together key government departments and agencies to drive economic growth, tourism and transport through improved air connectivity. T he UK activation leverages Durban Direct’s multi-stakeholder model to maximise opportunities for economic cooperation, destination marketing and knowledge exchange. Strategic partnerships were secured with the South African Chamber of Commerce in the UK, Africa Events Limited (AFSIC), and the University of Westminster to enhance engagement outcomes and investor reach. Aligned with the KwaZulu-Natal Route Development Strategy, the activation advances Durban Direct’s mandate to strengthen international air connectivity, stimulate tourism demand, and promote trade and investment through coordinated institutional partnerships. The initiative is strategically positioned to elevate KZN as a hub for investment, innovation and cultural exchange. Reinstatement of the Durban London Direct Route A core focus of the mission is advocating for the reinstatement of the direct Durban–London air service which is an essential catalyst for tourism growth, trade expansion and investment flows between KZN and the UK. In 2018, British Airways launched a direct London Durban service with the support of Durban Direct. The route achieved a 70% load factor in its f irst year and contributed to an 11% increase in international passenger traffic at King Shaka International Airport. Although suspended during the Covid-19 pandemic, renewed demand bolstered by major developments such as the anticipated 2026 opening of a R2 billion Club Med resort on KZN’s North Coast has significantly strengthened the business case for reinstatement.T he return of the direct route is expected to deliver multiple advantages, including reduced travel time between Durban and London, increased tourist arrivals from a high-value source market, enhanced cargo and export opportunities, and stronger people-to-people and business connections between the two regions. Positioning KwaZulu-Natal for UK Investment Beyond aviation, the mission is positioning KZN’s high-growth sectors, including renewable energy, electric vehicles, logistics and the creative industries, to UK investors. It also promotes the province as a safe, modern and investment friendly destination aligned with global sustainability and innovation trends. As part of the programme, Durban Direct participated in a UK Activation hosted at the University of Westminster. T he engagement was addressed by South Africa’s High Commissioner to the United Kingdom, Jeremiah Nyamane Mamabolo, who emphasised the importance of strengthening bilateral economic relations. Presenting the key note address as head of the delegation for Durban Direct, TIKZN Chief Executive Officer Sihle Ngcamu strongly advocated for the reinstatement of the direct Durban–London service, stating: “The demand is there and the destination is ready.” In support of investment promotion, Durban Direct also partnered with the Red Carnation Group, which provided a complimentary venue for the 27 February 2026 Investment Breakfast at Hotel 41, Buckingham Palace Road. To further promote trade and economic collaboration, a diverse group of KwaZulu Natal businesses participated in structured business-to-business meetings, networking sessions and partnership discussions with UK counterparts. These engagements enabled market exploration, knowledge sharing and the establishment of sustainable trading relationships. T he UK remains one of South Africa’s most important source markets, with more than 400,000 UK visitors travelling to South Africa annually. With new tourism infrastructure coming on stream and the anticipated restoration of direct air connectivity, Durban Direct expects significant growth in UK arrivals to KwaZulu-Natal, further reinforcing Durban’s position as a leading gateway to the province and the African continent. www.kzntopbusiness.com DURBAN DIRECT STRENGTHENS UK–KZN TIES Click on the images to "Read the Full Article".

By: Orrin Cottle | CEO of Brahman Hills KwaZulu-Natal has always had the raw ingredients. Mountains. Coastline. Rolling hills. Game reserves. Zulu heritage. Battlefields. Warm water. Warm people. What it has not always had at scale are destination experiences compelling enough to make visitors stay longer. That is about to change. Following the announcement of the new Club Med development on the North Coast set to open later this year, a complementary private investment is taking shape inland. Brahman Hills, an award-winning, sanctuary-led destination in the KwaZulu-Natal Midlands, has announced a multi-million Rand investment into the Serenity Garden – a catalytic tourism development anchored by what is set to become the world’s largest labyrinth and a first-of-its-kind spa in Africa and the Indian Ocean Islands. For decades, KwaZulu-Natal has sold sun, sea and safari. What it has not consistently marketed is the connective tissue between coast and countryside. The Midlands has often been experienced as a scenic pass-through rather than a primary destination. “Not anymore,” says Brahman Hills CEO Orrin Cottle. “By creating a globally significant landmark, we expect to attract not only local holidaymakers but international travellers looking to discover something architecturally ambitious and experientially rare.” He emphasises that scale does not mean big crowds. “Our intention is not to build a high-volume attraction. The Serenity Garden is designed as a sanctuary; a space for quiet reflection, where guests can reconnect with nature, art and themselves. The experience is immersive, but it is also intentionally restorative and calm.” Scheduled to also open towards the end of 2026, the 22-hectare landmark project comes at a pivotal moment for the province. Alongside renewed coastal momentum, it reflects a broader shift towards experience-led destinations that encourage visitors to move through the province and linger a little longer. The construction of The Serenity Garden, the expansion of the spa, and the renovation of the five-star Premium Signature Villas have already generated employment. And, once operational, the development will require skilled and semi-skilled roles across garden management, visitor services, hospitality and maintenance. But the deeper value lies beyond the gates. When people stay longer, they explore more. They eat at more restaurants and stop at more farm stalls. They book outdoor adventures and visit galleries. Secondary spend strengthens, confidence grows, and over time, so does the surrounding property market. “It’s a win-win,” says Cottle. “When we invest, we want the whole region to benefit. The Midlands will win, independent businesses will win, and the province will win; but most importantly, lives will be shifted by this project.” He adds that the development is anchored in a long-term vision. “We are building something that will outlive us. Something our children’s children will inherit with pride. KwaZulu-Natal is rich in culture, history and natural beauty. It has often been undersold. We believe the province deserves infrastructure that matches its potential.” The Serenity Garden will span 22 hectares and include the record-scale labyrinth, an underground orchid house, curated olive groves, a nine-metre waterfall and expansive landscaped spaces designed for reflection and immersive nature experiences. Each element is being laid carefully and intentionally, not simply to impress, but to invite pause. This multi-million Rand investment represents more than capital expenditure. It represents confidence in the Midlands as a destination in its own right, and in the belief that when long-term foundations are laid with care, entire regions rise. Grand multi-million-rand investment in Serenity Gardens

Cox Yeats announces a series of senior promotions effective 1 March 2026, reflecting the firm’s continued investment in developing exceptional legal talent and strengthening its leadership bench across practice areas. As part of this round of promotions, Steven Saunders  has been appointed as a Partner of the firm. A member of the firm’s Business Rescue, Restructuring and Insolvency practice, Steven has advised clients on complex restructuring mandates, distressed transactions and significant commercial matters. His work demonstrates strong technical capability, commercial awareness and the ability to navigate challenging stakeholder environments with clarity and discipline. His appointment to partnership reflects the confidence of the firm in his contribution to the practice and its future growth. In addition, the firm confirmed the promotion of Jennifer Smit , Micaela Brown , Ross Booth  and Harshita Kapoor  to the position of Senior Associate. These promotions reflect sustained technical excellence, increasing responsibility on complex mandates and a demonstrated ability to deliver strategic, commercially grounded advice to clients. Jennifer has developed significant experience advising on complex legal matters within her practice, contributing to high-value transactions and disputes requiring detailed legal analysis and strategic input. Micaela has established herself as a trusted adviser to clients, bringing strong commercial acumen and sound judgement to multifaceted instructions. Ross has played a key role in demanding matters involving intricate legal and regulatory considerations, consistently managing significant workstreams and supporting senior leadership on complex engagements. Harshita has advised on a broad range of matters within her portfolio, providing clear, solution-oriented guidance aligned to clients’ operational and business objectives. Each of these lawyers has demonstrated the capability to operate at a senior level, delivering substantive client impact and strengthening their respective practice areas. Their advancement also reflects the depth of talent within the firm and Cox Yeats’ continued commitment to merit-based progression and the development of leadership from within. These appointments form part of the firm’s broader strategy to ensure continuity, depth and succession across its national platform. Serving clients across sectors including construction, insurance, shipping, property and restructuring, Cox Yeats places strong emphasis on combining legal rigour with commercial insight and long-term client relationships. Commenting on the promotions, Andrew Clark , Managing Partner, noted: “Our growth is driven by the calibre of our people. These promotions reflect sustained excellence, commitment to our clients and confidence in the next generation of leaders at Cox Yeats.” Congratulations once again to Steven Saunders on his appointment to partnership and Jennifer Smit, Micaela Brown, Ross Booth and Harshita Kapoor on their promotions to Senior Associate. Cox Yeats looks forward to their continued contribution as the firm builds on its reputation for independent legal insight and sustained client partnerships. Issued by:  Cox Yeats Media Enquiries:  Lerato Ramango, National Marketing & Brand Manager Email:   lramango@coxyeats.co.za   Website:   www.coxyeats.co.za About Cox Yeats  Cox Yeats is a leading South African law firm, founded in 1964, with offices in Durban, Johannesburg and Cape Town. Renowned for its independent legal insight and personalised approach, the firm combines deep sector expertise with a hands-on understanding of business realities. Its lawyers advise across key industries, including construction, property, insurance, maritime, business rescue, insolvency and recovery, corporate & commercial, and dispute resolution, delivering practical, strategic solutions for complex legal challenges. As a Level 1 B-BBEE contributor and member of TAG Alliances , Cox Yeats offers clients both local expertise and global reach through a trusted network in more than 100 countries.

By: Airports Company South Africa IMPORTANT NOTICE: Ongoing International Flight Disruptions 01 MARCH 2026  Airports Company South Africa (ACSA) notes ongoing global flight disruptions due to the evolving situation in the Middle East and the continued closure of United Arab Emirates (UAE) airspace. Travellers scheduled to depart from South African airports (Cape Town International Airport, O.R. Tambo International Airport, and King Shaka International Airport) to the Middle East and the UAE are strongly advised not to proceed to airport precincts until they have confirmed their flight status directly with their respective airlines. For rebooking and assistance, please contact: • Emirates –  www.emirates.com  | +971 600 555 555 • Qatar Airways –  www.qatarairways.com  | +974 4144 5555 | +44 3309 127 416 South African citizens stranded in affected areas should contact the Department of International Relations and Cooperation (DIRCO) or the nearest South African mission: +27 12 351 1000 CICC@dirco.gov.za ACSA continues to monitor developments in coordination with aviation stakeholders. We acknowledge the inconvenience caused and extend our support to all affected travellers. Please rely only on verified information from official sources. Further updates will be communicated as more information becomes available. LinkedIn post can be viewed here . Travellers are advised to not proceed with flights from South Africa to the UAE

South Africa’s transition toward renewable energy is reshaping the national landscape. Across the country, cranes, graders and concrete mixers are hard at work on wind and solar farms that will supply the next generation of clean power. But beyond the visible turbines and solar panels lies the crucial groundwork that makes every project possible - the specialised civil engineering work that provides the platforms, roads and foundations for a sustainable future. From building access roads and haul routes to pouring reinforced-concrete foundations for turbine towers, civil engineering contractors form the backbone of renewable energy construction. Their expertise ensures that every structure is stable, every site accessible and every cable securely routed. According to the Bargaining Council for the Civil Engineering Industry (BCCEI), these activities fall squarely within the civil-engineering scope and that means companies performing this work are required by law to register with the Council. “Renewable energy projects depend on solid civil engineering fundamentals,” Natasha Ramsawhook , Legal Advisor at the BCCEI, explains. “Foundations, cable trenches, roads, drainage systems and substations are all civil works that fall within our regulated framework. The companies carrying out this work play a vital role in South Africa’s energy transition and it is essential that they operate within the country’s legal and ethical labour standards.” Before a turbine can turn, civil contractors spend months preparing the terrain. Bulk earthworks, site clearance and compaction ensure stable ground conditions, topsoil must be stripped and stockpiled for rehabilitation, access roads are built to handle trucks carrying 80 plus metre long blades and heavy tower sections.  Once the earthworks are complete, deep concrete foundations are poured to anchor the turbines, while reinforced concrete pads are constructed for substations, transformers and maintenance facilities. Trenches are excavated for electrical and communication cables and storm-water drainage systems are installed to protect against flooding and erosion. Every one of these tasks is defined as civil engineering work and therefore falls under the BCCEI’s scope of regulation. The BCCEI, established under South Africa’s Labour Relations Act, regulates employment conditions within the civil engineering industry through six collective agreements. These cover wages, working hours, benefits and dispute resolution processes. Registration with the BCCEI is not optional - it ensures that companies comply with national labour legislation and it safeguards both employers and employees through transparent standardised practices. Non-compliance can result in financial penalties, back-payments, reputational damage and even disqualification from public tenders. Ramsawhook stresses that registration also brings tangible business benefits. It provides contractors with a Letter of Good Standing, confirming their compliance and improving eligibility for future projects. It also signals to developers and EPC contractors that a company operates ethically and professionally - a key consideration in a sector increasingly funded by international investors who demand strong governance and fair labour compliance. “Compliance isn’t just an administrative exercise,” she says. “It is about building a resilient professional industry that protects workers, upholds standards and supports sustainable growth. When contractors register with the BCCEI, they are strengthening their own businesses and contributing to the stability of South Africa’s renewable energy rollout.” As South Africa moves deeper into its just energy transition, civil engineering contractors are literally laying the foundations for a cleaner more resilient future. Their work enables the power lines, substations and roads that keep renewable-energy projects running - and through the BCCEI, the industry is ensuring that this progress rests on fair labour practices and sound governance. “Our message to contractors is simple,” Ramsawhook concludes. “If your company is performing civil works on renewable energy projects, whether as a main contractor or a subcontractor, you are part of the civil engineering industry and must be registered.” KEEP THE ENERGY FLOWING — AND REGISTER WITH THE BCCEI

By: Tyson Properties 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.   The 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 amount 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 Ramaphosa’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 the year-on-year, Tyson suggests. You can view the full article on their website here . Investors are advised to keep watch on properties in 2026

By: Super Tyres Super Tyres has announced the promotion of Nytanya Loretz from Operations Manager to General Manager, effective March 2026. The appointment marks an important milestone for the company as it continues to expand its national footprint and strengthen its position in South Africa’s tyre retail sector.   Loretz brings nearly two decades of experience across sales, marketing, operations, and financial management. Throughout her career, she has built high-performing teams, improved operational efficiency, and driven sustainable growth. Her broad expertise and systems-driven leadership style position her well to guide Super Tyres through its next phase of development.   In her new role, Loretz will oversee Sales, Finance, Marketing, and Operations. Her background includes leading regional and national sales teams, developing strategic sales plans, expanding key accounts, and driving consistent revenue growth. She has also played a pivotal role in marketing initiatives, including the development of marketing collateral, customer case studies, product launches, and the successful rollout of Super Tyres’ online shop.   Operationally, Loretz has managed national teams across technical, support, and commercial functions, introducing new systems, streamlining workflows, and driving automation initiatives that have enhanced service delivery. Her financial expertise spans cost analysis, profitability management, ROI evaluation, commission structures, and contract negotiation, ensuring disciplined and sustainable business growth.   Dean Horn, Managing Director of Super Tyres, welcomed the appointment. “Nytanya’s promotion reflects her exceptional leadership, commercial insight, and unwavering commitment to excellence. She has consistently set new benchmarks across our operations, and we are confident that under her guidance, Super Tyres will continue to grow, innovate, and deliver outstanding service to our customers.”   Loretz holds a BCom in Strategic Business Management with multiple distinctions, as well as formal qualifications in marketing, project management, and strategic leadership. She is widely recognised for her focus on people development and her ability to build strong, collaborative teams.   Her appointment also highlights Super Tyres’ commitment to inclusion and transformation within a traditionally male-dominated industry. The company has actively welcomed more women into roles across the business, from tyre fitters to management positions. This approach reflects the company’s belief that diverse perspectives strengthen performance, with women bringing valuable expertise, attention to detail, and strong customer service and leadership capabilities.   Commenting on her promotion, Loretz said she is both proud and excited by the opportunity to lead the business forward. “Super Tyres has a strong heritage built on excellence, integrity, and teamwork. As General Manager, my focus is on empowering our people, delivering exceptional service to our customers, and refining our operations so we continue to grow and innovate. I believe deeply in the potential of our teams and the power of working together with purpose. By building on our strengths and embracing continuous improvement, we can achieve ambitious goals and strengthen our position as a leader in the tyre retail industry.”   Horn said the appointment positions the company for continued growth and service excellence.   “Nytanya’s leadership, integrity, and commitment to our people and customers make her the ideal person to lead Super Tyres into its next chapter. We are confident that under her guidance the company will continue to thrive, strengthen its brand, and reach new heights in service excellence and operational performance, while delivering exceptional value to motorists across South Africa.” Nytanya Loretz -- New General Manager of Super Tyres

By: Bell Equipment South African Articulated Dump Truck (ADT) specialist, Bell Equipment, fully embraces the Internet of Things (IoT) as a means of enhancing fleet management, promoting interoperability on sites, and increasing the safety, efficiency, and productivity of its machines. Bell Product Manager, Brad Castle, explains: “In addition to embracing the IoT, Bell Equipment has chosen to be technology agnostic. This means that the computer system in our Bell ADTs enables our machines to integrate easily with various third-party technologies designed to make operations safer and more productive, such as proximity detection (PDS) and collision avoidance systems (CAS). “In addition to this, Bell ADTs have a technologically advanced platform with access to our Bell Fleetm@tic® telematics system. This gives fleet owners and operations managers a complete picture of their machine health and productivity from one user-friendly interface. “The simplicity and accessibility of Fleetm@tic® is a game changer,” says Brad. “Customers have a secure login and password, which enables them to monitor their machines from anywhere at any time, and they can generate reports to be delivered daily, weekly or monthly.It ’s a highly effective tool to identify bottlenecks, balance workloads and schedule proactive maintenance to minimize unplanned downtime.” In terms of safety, Fleetm@tic® provides real-time tracking of a machine’s location, speed,and operating status. For asset management, geofencing enables owners to set safe zones, speed limits, and prohibit tipping in hazardous or prohibited areas. Alerts are automatically issued for fault codes, unsafe tipping and driving violations. Productivity of Bell ADTs is tracked by monitoring metrics including laden and unladen cycles, payloads and fuel burn. Autonomous and PDS-ready platform According to Brad, Bell was one of the first OEMs to offer an ADT ready for Level 9 PDS and CAS solutions in response to changes to South Africa’s mining legislation regarding trackless mobile machines that came into effect in December 2022. PDS improves the operator’s awareness by detecting potential collision threats and warning the operator visually and audibly, whereas CAS intervenes by either slowing the vehicle down or stopping it to prevent or at least reduce the severity of collisions between equipped vehicles and equipped pedestrians.  Brad says that this paved the way for autonomous Bell ADTs and, thanks to being technology agnostic, Bell can work with numerous service providers, which meet the ISO requirements, to offer customers fully remote controlled, supervised autonomous and complete autonomous solutions, depending on their requirements. “We have already successfully integrated with several different systems through offering a combination of adaptable hardware, simulation tools and shared testing facilities to service providers to support our customers implementing third party technologies.” “The Bell-designed gateway controller can be retrofitted to current and older-generation ADTs to provide a network interface for system control. Installations can be easily completed on site at the customers operation,” says Brad. Read the full article on their website here .

By: Dylan Naidoo   On 25 February 2026, the National Treasury broadcasted the national budget speech. It was hosted in Cape Town and announced by Finance Minister Enoch Godongwana.   Introduction of the Speech During the introduction, one of the first aspects mentioned was that, after 17 years, the national debt has begun to stabilise, with debt service cost also falling. This announcement was great news to hear, considering six years ago South Africa was downgraded to junk status by major credit agencies. As such, major milestones have been met:   South Africa has been removed from the Financial Action Task Force (FATF) grey list South Africa receives its first credit rating upgrade since the last 16 years Borrowing costs have been reduced   Domestic Outlook A projected 1.6% economic growth in 2026, an improvement over 2025 Economic growth is expected to reach 2% by 2028 Minister Enoch Godongwana notes several challenges, including logistics bottleneck, weak infrastructure and the Foot and Mouth Disease (FMD)   The Fiscal Strategy The new fiscal strategy encompasses four major features: Accelerating public investment; enhancing public spending efficiency; improving spending composition whilst increasing capital investment; and sustaining public finances. This strategy is expected to achieve great results, including reducing the gross debt.   Economic Information for 2026 The Gross tax revenue is revised up by R21.3 billion compared to the 2025 Budget estimate. The government has withdrawn R20 billion in tax increases provisionally included in the May 2025 Budget. The tax-free annual investment limit will increase to R46,000 per year. The limit to retirement fund deductions will be raised to R430,000. The VAT registration threshold for small business has been increased to R2.3 million and applies to small businesses worth R15 million.   Tobacco: Excise duties on tobacco will be increased in line with inflation. This includes: 20-pack of cigarettes rises to R23,58; Pipe tobacco rises by 28 cents per 25 grams; and cigarette tobacco by 87 cents per 50 grams.   Alcohol : Alcohol beverages will also rise due to inflation, which includes: A 340 millilitre can of beer or cider increases by 8 cents.; a 750-millilitre bottle of wine goes up by 15 cents; a 750-millilitre bottle of spirits will increase by R3.20.   Fuel Levy:  Fuel levies will also increase due to inflation, which includes: The general fuel levy increases to 9 cents per litre for petrol and 8 cents per litre for diesel; the carbon fuel levy increases to 5 cents per litre for petrol and 6 cents for diesel; and The Road Accident Fund levy increases by 7 cents per litre.   Infrastructure: In the medium term, public spending on infrastructure will exceed R1 trillion. This is split accordingly: R577.4 billion is spent by state-owned companies and entities; R217.8 billion spent by provinces and R205.7 billion spent by municipalities. The Budget Facility for Infrastructure (BFI) has approved R21.9 billion on five major projects.   Special Appropriation Bill: The introduction of the special appropriation bill includes the following: R5.8 billion for PRASA’s rolling stock fleet renewal programme; R1 billion for South Africa’s share subscription to the international The National Treasury is easing restrictions on the cross-border flows of capital.   More Budget Information The Public Network Grant has been decreased by “about R8.4 billion” over the next three years. R8.5 billion has been added to the contingency reserve. Crypto assets are now governed under the cross-border movement of capital framework. R700 million for the Department of Communications and Digital Technology   Budget Allocation   48.9% (R951.7 billion) of nationally raised revenue to be allocated to the government, along with 41,7% (R810.5 billion) allocated to provinces and 9.4% (R182,3 billion) allocated to local government. R342 million to the provincial equitable share of Grade R teacher’s salary R340 million for the early retirement or voluntary exit programme R319 million for the presidential employment initiative R1.5 billion to the provincial roads’ maintenance grant in 2026/27 Basic education receives R22.7 billion for carry-through costs; R9.9 billion in employee compensation; Early childhood development grant to gain an additional R12.8 billion over the next three years; the increased per child, per-day subsidy of R24 R26 billion towards the HIV/AIDS programme R21.3 billion towards the health sector over a medium term R86.9 billion to support the provision of free basic services R27,7 billion towards performance-based reform of the metro trading services including water, electricity, sanitation and solid waste   Minister Enoch Godongwana ended his speech by thanking the members of the house and is hopeful for the future of the South African economy.   You can access the full transcript of the speech here . Minister Enoch Godongwana at the 2026 Budget Speech

By: Dylan Naidoo   Walmart’s recent press release suggests the store giant may open stores in both KwaZulu-Natal (KZN) and Western Cape sooner than expected. The announcement comes shortly after Massmart, a Walmart brand and parent company of Game, announced the closure of 20 Game stores across KZN, Gauteng and Western Cape. In the press release, Walmart announced that 21 new Walmart stores will be built in KZN, Gauteng and Western Cape, indicating that the Walmart stores may replace the existing Game stores. This wouldn’t be the first time this has happened, as the Walmart stores in Clearwater and Fourways Mall previously used to be Game stores.   The rise of American store brands in South Africa Walmart has had an eye for the South African market for a long time, first acquiring a majority stake of Massmart back in 2011. Walmart then took full control of Massmart in 2022, securing Game as a store under their control. With growing recognition of Walmart in South Africa, they opened their own physical store in 2025. Walmart is not the only American store entering South Africa, as in 2024 Amazon entered the South African market with their online store, competing with local competition such as Takealot and Bash. This entry has created a worrying problem in that local wholesalers may be at risk against the American giant. This possibility has already been proven with Amazon, mostly undercutting Takealot in pricing and offering free delivery for a majority of their products. The same can be seen with Game, except in this instance, Walmart could potentially completely replace Game.   The new potential Walmart stores Walmart reported great results from their Clearwater and Fourways Mall launch back in 2025. This success was confirmed in their statement: “Since opening our first Walmart store in Clearwater Mall, we have been pleased to see independently published total price comparisons confirming that Walmart has delivered a low-price advantage on a comparable trolley of everyday essentials, including bread, milk, eggs, rice, sunflower oil and sugar.” However, when looking back at the Game store closures, one store of interest was Game at Westwood Mall in Westville, Durban. Considering this Game store is closing and the strategy of Walmart in South Africa, one can speculate this Game store may soon be transformed into a Walmart, marking their entry into KZN.   Walmart’s entry in the South African market can be seen as a wakeup call for local wholesalers. Competition from one of America’s biggest wholesalers is enough to disrupt the market, as seen with Amazon’s e-commerce take over, which now threatens Takealot. With Walmart’s planned expansion to KZN and Western Cape, it is clear that the wholesaler is here to stay and the competition needs to get more driven. Walmart may enter the KZN market soon. Image link here .