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"Creating positive dental experiences early in life helps children build confidence, healthy habits, and long-term trust in oral healthcare. At Crown Dental Studio, we believe paediatric dentistry is about far more than treating teeth it is about helping children feel safe, comfortable, supported, and excited to care for their smiles." - Dr Fareed Amod A healthy smile is about far more than just teeth. A child’s oral health can affect their confidence, speech development, nutrition, sleep, and overall well-being. That is why paediatric dentistry plays such an important role in helping children grow up healthy, comfortable, and confident. Paediatric dentistry focuses on the oral health of babies, children, teenagers, and children with additional healthcare needs. Paediatric dentists receive specialised training not only in children’s teeth, but also in managing anxiety, behaviour, and developmental stages, helping make dental visits feel positive rather than intimidating. One of the biggest focuses in modern paediatric dentistry is creating positive experiences from an early age. A child’s first few dental visits can shape how they feel about oral healthcare for years to come. When children feel calm, safe, and supported during appointments, they are far more likely to continue regular dental visits as they grow older. Unfortunately, many children only visit the dentist once they are already in pain, which can create fear and anxiety around dental care. Early routine visits help prevent this. Instead of associating the dentist with discomfort, children learn that dental check-ups are simply part of staying healthy. Many dental professionals recommend that children attend their first dental appointment by their first birthday, or within six months of their first tooth appearing. While this may seem early, these visits are usually gentle, quick, and focused on prevention and education rather than treatment. Early dental exposure allows dentists to monitor oral development and identify concerns before they become more serious. Issues such as tooth decay, bite problems, jaw development concerns, thumb sucking, and prolonged dummy use are often easier to manage when detected early. Early visits also help children become familiar with the dental environment, making future appointments less stressful. Parental education is another major part of paediatric dentistry. Parents play a huge role in shaping their child’s oral health habits, eating habits, and attitude towards brushing and dental visits. In many cases, small daily habits at home make the biggest difference long term. Paediatric dentists often guide parents on brushing techniques, fluoride use, nutrition, cavity prevention, and general healthy oral habits. One of the most common concerns in young children is Early Childhood Caries (ECC), a severe form of tooth decay linked to frequent sugar exposure, prolonged bottle feeding, poor oral hygiene, and inadequate fluoride exposure. Preventative education is especially important within South Africa, where access to early dental care can vary greatly between communities. For parents wanting to encourage healthy smiles at home, a few simple habits can go a long way: Brush twice daily using age-appropriate fluoride toothpaste Supervise brushing while children are still learning proper technique Limit sugary snacks, juices, and bedtime bottles Encourage water throughout the day Avoid using sweets as rewards Speak positively about the dentist to reduce fear and anxiety Schedule regular check-ups rather than waiting for pain or discomfort Preventative dentistry remains one of the most effective ways to reduce childhood dental disease. Routine check-ups, professional cleanings, fluoride treatments, fissure sealants, and oral hygiene education all help protect developing teeth and support healthy growth. Treating concerns early is often simpler, less invasive, and less stressful for both children and parents. Modern paediatric dentistry places strong emphasis on minimally invasive care. Dentists now focus heavily on early detection and conservative treatments that preserve natural tooth structure wherever possible. The goal is always to keep children comfortable while supporting long-term oral health. Ultimately, paediatric dentistry is about far more than treating tiny teeth. It is about creating positive experiences, building lifelong healthy habits, supporting parents with education, and helping children feel confident about their oral health from the very beginning. < Hours: Open 24 hours A: 26 Mackeurtan Ave, Durban North, Durban, 4051 T: +27 (0)81 207 8621 W: www.crowndentalstudio.co.za Crown Dental Studio - Why Paediatric Dentistry Matters

KwaZulu-Natal’s automotive sector has been urged to establish robust leadership pipelines to remain competitive, stable, and sustainable. This was the central theme at the Durban Automotive Cluster (DAC) Annual General Meeting (AGM), held on 18 May, at the Toyota Wessels Institute for Manufacturing Studies. The event, themed “Engineered to Last: Succession Planning for KZN’s Automotive Future”, brought together prominent industry stakeholders and manufacturing leaders to address succession planning and leadership continuity as critical regional priorities. Following the keynote address, an interactive panel discussion unpacked actionable strategies for developing local talent and future-proofing automotive firms. Industry leaders, including Paul Vermaak from Hesto Harnesses, shared insights on strengthening leadership continuity, building sustainable skills pipelines, and enhancing overall value chain resilience. The panel emphasised that proactive leadership transition planning is essential to maintaining the region’s manufacturing excellence. Durban Automotive Cluster Chairperson Andrew Valemen said: “The Durban Automotive Cluster remains committed to strengthening collaboration, investing in skills development, and building robust leadership pipelines. Through initiatives such as the Automotive Management Development Programme, we are actively preparing the next generation of leaders to ensure the long-term resilience and competitiveness of the sector. 2026 Durban Automotive Cluster (DAC) Annual General Meeting (AGM) We remain confident that, through continued partnership between industry, government, and stakeholders, KwaZulu-Natal and South Africa can position themselves as globally competitive automotive manufacturing hubs.” Deputy Head in the Economic Development Directorate, Takalani Rathiyaya, said the AGM provided an important platform to review the automotive industry’s performance over the past year and outline priorities for the new financial year. He said the theme of succession emphasised the importance of strengthening people, systems, and institutions to ensure the long-term sustainability and growth of the sector. Rathiyaya further expressed optimism for the upcoming financial year, highlighting continued collaboration between the Durban Automotive Cluster, eThekwini Municipality, and industry stakeholders. The 2026 DAC AGM successfully demonstrated that by prioritising leadership capability, KwaZulu-Natal’s automotive industry is actively engineering a stable, competitive, and sustainable future. BUSINESS SENSE Published by: KZN Top Business, 71 Underwood Road, Hatton Estates Features & Advertising: Grant Adlam: +27 (0)83 262 9529 Editorial: Gayle Adlam: +27 (0)83 653 0465 | +27 (0)31 267 1977 | gayle@mweb.co.za Accounts: Maryke Dickinson: +27 (0)82 877 7906 | maryke@kzntopbusiness.com Design & Layout: Kerri-Lea Adlam | Kezlea Graphics | kezlea@mweb.co.za Website: www.kznbs.com

Beach Safety Initiative Signals Progress in eThekwini's Revitalisation Drive The establishment of the Presidential eThekwini Working Group (PeWG) in 2024 marked a decisive step towards addressing service delivery challenges and declining business confidence that had impacted Durban’s economic and tourism performance. Formed following engagement between President Cyril Ramaphosa, business leaders and key stakeholders, the PeWG was created to drive co-ordinated interventions across all three spheres of government, the private sector and civil society. Tasked with advancing eThekwini’s turnaround strategy, the working group has focused on positioning the city as a leading investment and tourism hub while monitoring measurable improvements that can restore confidence in Durban’s future. Among its priorities, Tourism Revitalisation was identified as a key economic driver and contributor to investor sentiment. Co-chaired by Department of Tourism Director General Victor Vele and eThekwini Municipality Executive Director Lihle Phewa, the Tourism Revitalisation workstream has concentrated on restoring Durban’s appeal as a safe, vibrant and globally competitive destination, with stronger collaboration, targeted marketing, improved infrastructure and enhanced visitor safety at its core. The newly launched eThekwini Beach Safety Project is among the clearest examples of these objectives translating into action. Unveiled during Africa’s Travel Indaba, the initiative was developed through collaboration between government, tourism authorities, law enforcement agencies and private sector partners, and aims to strengthen visible policing and rapid response capabilities along Durban’s beachfront and key tourism hotspots. Supported through the Tourism Marketing South Africa (TOMSA) Collaborative Fund and administered by the Tourism Business Council of South Africa (TBCSA), the project introduces a dedicated Tourism Safety Response Unit in partnership with Durban Metro Police and the South African Police Service. Key zones, including the Durban beachfront, the uShaka Marine World precinct and Florida Road, will benefit from enhanced patrols, specialised policing and upgraded safety infrastructure. Through the TOMSA Collaborative Fund, several operational assets have been provided to support the Tourism and Coastal Unit: a 14-seater Toyota Quantum, two Isuzu D-Max double cab vehicles, four quad bikes, two automatic quad bikes, two trailers and official uniforms. The vehicles are equipped with advanced technology linked to the Department of Home Affairs and other departments frequently utilised by tourists, with teams strategically deployed across key coastal tourism zones. At the launch of the unit, Deputy Minister of Tourism Makhotso Sotyu emphasised the link between safety and economic growth, stating: “Safe destinations are able to attract investment, create jobs and grow visitor confidence.” eThekwini Mayor Councillor Cyril Xaba welcomed the initiative, emphasising that “safety and security remain central to Durban’s recovery and growth plans.” He added that the handover “demonstrates the value and impact of meaningful partnerships between government and the private sector in driving sustainable tourism growth and ensuring positive visitor experiences.” Mayor Xaba noted that improved visitor experiences and visible policing would help reposition Durban as a city capable of hosting major events and attracting international visitors. Stakeholders involved in the initiative include Durban Tourism, Invest Durban, Durban Metro Police, the KwaZulu-Natal Film Commission, the Federated Hospitality Association of South Africa and the TBCSA. “TBCSA is committed to playing its part in the revitalisation of Durban as a leading tourism destination for both domestic and international travellers. A key focus of our discussions has been around safety and security, particularly along the beachfront, because visitor confidence is critical to growing tourism and supporting businesses that rely on the sector,” said TBCSA CEO Tshifhiwa Tshivhengwa. The Beach Safety Project signals a broader shift from planning to implementation and stands as one of the first highly visible results of the Tourism Revitalisation workstream’s efforts to deliver measurable change and strengthen Durban’s reputation as a world-class destination. W: www.invest.durban Beach Safety Initiative Signals Progress in eThekwini's Revitalisation Drive

REIMAGINING ASSURANCE THROUGH MODERNISATION, STREAMLINING, AND AI Imran Bassa, Partner, Assurance, EY The world of auditing is experiencing an unprecedented transformation, and EY is at the forefront with its “Future of Audit. Now.” initiative. This is not a distant aspiration but a commitment to shaping the audit of today through every conversation, every engagement, and every decision. EY’s vision is clear: redefine the audit profession by building on the foundations of innovation, collaboration, and continuous improvement. With the pace of change in business, technology, and regulation, the audit must evolve – not tomorrow, but now. So, What Is the Future of Audit. Now? “Future of Audit. Now.” represents EY’s pledge to modernise the audit process, ensuring that it remains relevant, robust, and valuable. It’s about actively crafting the audit of today, not waiting for the future to arrive. This transformation is realised through the choices made in each audit engagement and the ongoing dialogue between engagement teams and clients. By embracing change today, EY positions itself and its people to deliver enhanced assurance services and to address the dynamic needs of stakeholders. The Three Pillars of EY’s Transformation Approach To achieve this transformation, EY has anchored its strategy in three key pillars: Modern Approach, Streamlined Process, and an AI-Powered Platform. Each pillar is designed to revolutionise how audits are conducted and elevate the professional experience of auditors, while ensuring high-quality service for clients. Modern Approach: EY’s commitment to a modern audit is most evident in the evolution of EY Canvas, its leading-edge audit platform. The look and feel of EY Canvas has been refreshed to provide a more intuitive, visually engaging, and user-friendly environment. These enhancements support auditors in navigating complex data, collaborating seamlessly across teams, and delivering insights that matter. The modernisation of EY Canvas reflects the firm’s drive to stay ahead of industry trends and client expectations. Streamlined Process: We are redefining how we approach the audit. By simplifying workflows and focusing on critical risk areas, our teams will be empowered to devote more attention to value-adding activities. This approach minimises unnecessary complexity and enhances efficiency, ensuring that audits are conducted with greater clarity, purpose, and responsiveness. AI-Powered Platform: The integration of artificial intelligence into EY’s audit platform is a game-changer. By embedding AI in daily processes, auditors gain access to powerful tools that automate routine tasks, analyse vast datasets, and uncover patterns that would otherwise be hidden to the naked eye. This not only accelerates the audit timeline but also enables deeper, more meaningful insights. AI unlocks new possibilities for assurance, making audits smarter, more adaptive, and more resilient to change. What Does This Mean for Our People? The transformation of the audit function is not just about technology or process – it’s about empowering EY’s people. The new tools and approaches are designed to reduce manual, repetitive tasks, freeing up auditors to focus on impactful work that adds real value. As AI and digital tools become integral to the audit landscape, professionals gain exposure to diverse, hands-on experiences that foster growth and innovation. For EY teams, the Future of Audit. Now. means an elevated professional experience. It means working with cutting-edge technology, applying critical thinking to complex challenges, and collaborating in new ways. It also means raising audit quality and strengthening the value delivered through assurance. By redefining the audit experience for both auditors and clients, EY ensures that every engagement is an opportunity to learn, grow, and make a meaningful impact. Enhancing Audit Quality and Value-Add Central to EY’s approach is the commitment to high-quality audits. The transformation journey is not just about efficiency – it’s about delivering assurance that clients can trust and rely on. By leveraging modern platforms, streamlined processes, and AI, EY raises the bar for audit quality. This strengthens the value-add from assurance and ensures that clients receive actionable insights, robust risk identification, and a partnership built on trust. Redefining the Audit Experience The Future of Audit. Now. is about more than just keeping pace with change; it’s about actively shaping the profession’s direction. EY is committed to creating an audit experience that is engaging, insightful, and valuable for all stakeholders. Ernst & Young - Reimagining Assurance Through Modernisation, Streamlining, and AI For auditors, it means greater professional satisfaction and opportunities for development. For clients, it means a more responsive, insightful, and reliable audit process. In conclusion, EY’s Future of Audit. Now. initiative is a testament to its dedication to innovation and excellence. By focusing on today’s needs, embracing modernisation, streamlining workflows, and harnessing AI, EY is transforming the audit profession. The result is a high-quality, value-driven, and empowering experience for its people and clients alike – delivered not in the distant future, but now. T: +27 (0)31 576 8000 W: www.ey.com/en_za/locations/south-africa

Johan van Deventer, KZN, Regional Manager, Labournet When an employee’s terms and conditions of employment are regulated by the Basic Conditions of Employment Act, 75 of 1997 (BCEA), overtime is an area that is often misunderstood and incorrectly applied. This article focuses on key BCEA considerations relating to overtime. Bear in mind that a different position may apply where a sectoral determination or a bargaining council main agreement is applicable to the employer. Applicability of Section 10 of the BCEA Section 10 of the BCEA regulates overtime and applies only to employees who earn below the BCEA earnings threshold, which as of 1 May 2026 stands at R 269 600.90 per annum. Where an employee earns above the earnings threshold, Section 10 must be ignored in its entirety. This means, for example, that if such an employee agrees to work overtime, the employee is not entitled to statutory overtime compensation. Similarly, the statutory limits placed on the number of overtime hours that an employee may be required to work on a daily or weekly basis do not apply to employees earning above the threshold. What constitutes overtime? Common mistakes that employers make include believing that overtime is only payable once an employee has worked more than the statutory maximum of 45 ordinary hours per week, or that overtime can be avoided if the employee’s average working hours over a month do not exceed 45 ordinary hours per week (195 hours per month). This belief is incorrect. While the BCEA provides that the maximum ordinary hours of work may not exceed 45 hours per week, an employee’s ordinary hours of work are determined by what the parties agreed to, up to that maximum. For example, if an employee’s agreed ordinary working hours are 40 hours per week, and the employee is required to work an additional five hours, those five hours constitute overtime, even though the employee did not exceed 45 hours for the week. Overtime is defined as work performed outside the employee’s agreed ordinary hours, not only work in excess of 45 hours. Overtime must therefore be assessed on a daily basis. If an employee is required to work beyond their agreed daily working hours, those additional hours are overtime and must be compensated accordingly. Ordinary Hours Must Be Clearly Defined Employers cannot intentionally leave working hours vague or fail to agree on ordinary hours in an attempt to create flexibility and avoid paying overtime. Section 29 of the BCEA requires employers to provide written particulars of employment, including the employee’s ordinary hours of work. Having clearly defined ordinary hours ensures that there is certainty about when overtime begins, with any hours worked outside of the agreed ordinary hours then clearly constituting overtime. When calculating ordinary hours, it is also important to remember that meal intervals and breaks do not constitute working time and must not be included when assessing compliance with statutory working hour limits. Limits on Overtime Under Section 10 Labournet - Understanding Overtime Obligations of the Employer Where Section 10 applies (i.e. employees earning below the earnings threshold), it places clear limits on overtime: An employer may not require an employee to work more than ten hours of overtime per week. An employee may not work more than 12 hours in a day in total. The 12-hour limit includes ordinary hours plus overtime. The number of overtime hours that an employee may work on a specific day therefore depends on how many ordinary hours the employee works on that day. Consent to Work Overtime Section 10 also requires an employee’s consent before overtime may be worked. To avoid having to obtain consent on each occasion, employers often include a general overtime consent clause in the employment contract. However, this comes with an important qualification: Where such a clause was agreed to within the first three months of employment, the consent will automatically lapse after 12 months. This is a once-off occurrence. Once the consent has lapsed, the parties may simply enter into a new overtime agreement, which will then remain valid indefinitely. This limitation applies only to employees earning below the earnings threshold. For employees earning above the threshold, an overtime agreement never lapses. Employers should therefore always ensure that a valid overtime agreement is in place before taking disciplinary action for refusing to work overtime. In the absence of a valid agreement, an employee is entitled to refuse. Even where consent exists, a refusal to work overtime may still be reasonable if the employee has a legitimate and reasonable explanation. Compensation for Overtime Section 10 provides three lawful methods for compensating employees for overtime: Payment at 1.5 times the employee’s normal wage (this is the default position where the contract is silent). Payment at the employee’s normal rate plus 30 minutes’ paid time off for every hour of overtime worked (this alternative must be agreed to in writing). 90 minutes’ paid time off for every hour of overtime worked, with no additional monetary payment (this alternative must be agreed to in writing). Paid time off must be granted within one month of the employee becoming entitled to it, unless the parties agree in writing to extend this period to 12 months. If the employee’s employment terminates before taking the accrued paid time off, it must be paid out in the same manner as annual leave. Special Rules for Small Businesses Employers who employ fewer than ten employees must read the BCEA together with Ministerial Determination 1: Small Business Sector, which amends certain overtime provisions. Key differences include: Weekly overtime may be up to 15 hours, instead of the usual ten. The employer may pay 1.3 times the normal wage for the first ten hours of overtime worked per week. Overtime worked beyond ten hours (up to 15) must be paid at 1.5 times the normal wage. There are exclusions, and the determination does not apply to domestic workers employed in private homes or where another law takes precedence. Small business employers are encouraged to familiarise themselves with this determination. Practical Steps Forward Overtime is one of the most frequently misapplied areas of the BCEA and exposes employers to risk if handled incorrectly. Employers should regularly review their overtime practices, employment contracts and policies to ensure legal compliance. If you are unsure whether your overtime provisions are lawful, or whether the BCEA applies to your employees, taking advice from a qualified labour law practitioner is always the better course of action. T: +27 (0)31 266 6570 M: +27 (0)82 786 7480 E: johanvd@labournet.com W: www.labournet.com

From the sugar fields of Tongaat to the leadership corridors of KwaZulu-Natal’s public institutions, Logie Naidoo’s story is one of resilience, service and transformation. A former deputy mayor and speaker of the house of the eThekwini Municipality, and now a board member of Ezemvelo KZN Wildlife, Logie has spent decades helping shape the province’s economic and social landscape. His leadership journey reflects a deep commitment to community upliftment, ethical governance and sustainable development, values that continue to define his work today. From Tongaat to Public Leadership Logie’s roots are firmly planted in the small sugar town of Tongaat, where generations of his family built their lives after arriving in South Africa from India. “A story I know from my grandparents is that my great-grandfather came from the south of India to work in the sugar fields,” he recalls. “When he landed at the port of Durban, he walked 40 kilometres to the Tongaat sugar mill to get this job.” After leaving high school, Logie became politically active while balancing work and private studies. At the time, many political organisations were banned, and Logie joined the Natal Indian Congress (NIC). Founded by Mahatma Gandhi, the organisation carried deep historical significance within the liberation movement. He describes his teenage years as ‘quite colourful – activist by day and party animal by night’. Logie entered the working world during a period of significant technological and political change in South Africa. His first job was with Mercedes-Benz, then Daimler-Benz of Africa, where he worked in a vast warehouse managing spare parts logistics at a time when computers were only beginning to enter the workplace. From there, he joined the La Mercy Beach Hotel Group as an accountant, eventually rising to company director. Although trained in finance, he soon found himself overseeing construction projects and hotel operations, experiences that would broaden his understanding of business management and leadership. “What was a steep learning curve for me was that I was given the task one day of being responsible for the building of the hotel, which I had no experience whatsoever in,” he says. The hospitality industry offered him a comfortable and successful career, something he admits he was reluctant to leave behind. “I had this wonderful job. I could drive in at 9am, staff would bring my coffee, and I could sit and watch the dolphins in the surf,” he says with a laugh. “Why would you want to leave that to go into a city with all the stress and pressures that come from that?” Yet in 1996, encouraged by members of his community, Logie stood for local government elections and won his ward in Tongaat. It was a decision that would alter the course of his life. Building a World-Class Durban Logie entered local government during a defining period in South Africa’s democratic development. By 2000, the newly formed Durban Metropolitan Council was consolidating municipalities into a single uni-city structure, requiring leaders capable of navigating complex transformation. He was elected once again and eventually appointed deputy mayor and chair of economic development, roles in which he helped oversee some of Durban’s most ambitious infrastructure projects. “In my ten years heading economic development, we built some of the best infrastructure in the city,” he says. Among the projects closest to his heart are the Moses Mabhida Stadium, King Shaka International Airport and uShaka Marine World. “When we wanted to build uShaka Marine World, people were telling us, ‘You guys are crazy,’” he remembers. “There was an American bank that came to the party and said, ‘We have faith in this project.’ We built uShaka Marine World, the fifth-largest aquarium in the world.” Logie also takes pride in smaller innovations that transformed Durban’s public spaces. One example is the iconic Whalebone Pier in Umhlanga, inspired by a creative engineering solution to disguise stormwater infrastructure. “The pier you see now won an international award for the best pier in the world,” he says. Yet despite the large-scale developments associated with his tenure, his most meaningful moment was granting the Freedom of the Town of Tongaat to Nelson Mandela who had a strong historical link to the town. “Mandela came to Tongaat numerous times when he was still underground and hid from the police at Gopallal Hurban’s sugar cane farm in Esenembe,” explained Logie. Nelson Mandela was officially presented with the Freedom of the Town of Tongaat by Logie Naidoo on 21 October 1994 When we invited Madiba to the civic function, many of his staff advised him not to attend because it was only a small-town event. However, Zelda La Grange, his personal assistant, later told us that he insisted on coming despite his demanding schedule. He wanted to personally thank the people of Tongaat and acknowledge his connection to the town. “For me, conferring the Freedom of the Town on this international statesman, a man with such an incredible aura and inspirational presence, remains one of the proudest and most memorable moments of my life.” Logie credits much of his leadership philosophy to struggle veteran Billy Nair, who spent 20 years imprisoned on Robben Island. “He always said to me, ‘Whenever in doubt, think about what is in the best interests of the people.’” That principle became central to Logie’s public service approach. “When I left the city, I left with just a pension,” he says. “I did some of the biggest projects, but I made sure that all the deals were neat and clean. Today I walk proudly in the streets of Durban. I get stopped by people such as the security guard at the boom gate, who said, ‘Please come back, sir’.” A Vision for KwaZulu-Natal’s Future Today, Logie serves as chair of Commercial Services at Ezemvelo KZN Wildlife, where he is helping lead efforts to restore tourism infrastructure damaged by Covid-19, social unrest and severe storms. “Our task is to ensure that we restore the infrastructure and facilities to a global standard,” he explains. “We are currently embarking on a programme to upgrade all of our resorts, keeping in mind that we attract a lot of overseas visitors who love wildlife.” The conservation authority oversees many of KwaZulu-Natal’s most important biodiversity assets, including the internationally renowned Hluhluwe–iMfolozi Park, home to one of the world’s largest populations of black and white rhino. Beyond conservation, however, Logie remains deeply concerned about the broader future of KwaZulu-Natal and South Africa’s metropolitan centres. He believes the province has all the ingredients necessary to reclaim its position as South Africa’s second-largest economy. “We have two beautiful ports, Durban and Richards Bay. We have some of the best climate in the world. We have diversity of people and skills,” he says. “We need to rebuild this economy and restore confidence.” For Logie, economic growth depends on stability, efficient infrastructure and ethical leadership. “Business people want stability. They want good infrastructure. They want efficient government services,” he says. “If we get that recipe right, KZN can grow and really become number two again.” He is equally passionate about restoring dignity and effective service delivery within local government. “We must adopt the policy of back to basics,” he says. “Focus on water, electricity, sanitation and refuse removal.” Despite the challenges facing South Africa, Logie remains inspired by leaders who dedicated their lives to service, especially Nelson Mandela. “We learnt so much from Mandela,” he says. “He was brilliant in his simplicity.” His own personal philosophy is summed up in a simple but powerful motto that he encountered years ago. “Love all, serve all,” he says. “Simple words, but profoundly meaningful.” For Logie, leadership has never been about titles or prestige. It has been about building communities, creating opportunities and leaving institutions stronger than he found them. Across decades of public life, that commitment to service has remained unchanged. BUSINESS SENSE Published by: KZN Top Business, 71 Underwood Road, Hatton Estates Features & Advertising: Grant Adlam: +27 (0)83 262 9529 Editorial: Gayle Adlam: +27 (0)83 653 0465 | +27 (0)31 267 1977 | gayle@mweb.co.za Accounts: Maryke Dickinson: +27 (0)82 877 7906 | maryke@kzntopbusiness.com Design & Layout: Kerri-Lea Adlam | Kezlea Graphics | kezlea@mweb.co.za Website: www.kznbs.com

Time is running out for KwaZulu-Natal businesses to secure their place among the province’s leading companies. Entries for the KZN Top Business Awards 2026, brought to you by Standard Bank and the Women of Africa Group in association with East Coast Radio, officially close on 12 June 2026. The awards celebrate businesses, organisations and entrepreneurs that are driving innovation, economic growth, job creation and community impact across KwaZulu-Natal. From emerging enterprises to established industry leaders, the awards recognise excellence across a broad range of sectors. The 2025 winners reflected the depth and diversity of business success in the province, including: Arena Trims – Standard Bank Client of the Year (SME) Natal Joint Municipal Pension Fund – Standard Bank Client of the Year (Larger Enterprise) Hulamin Limited – Manufacturing Sector Avemel Logistics – Transport & Logistics Sector Meondo Holdings Pty Ltd – Franchising Sector Siyaka – Family-Owned and Managed Business GreenHill Laboratories – Agriculture and Agri-Processing Sector Royal Tyres – Business, Finance and Education Sector aQuellé – Community Upliftment and Improvement Brahman Hills – Renewable Efficiency and Green Initiatives Beekman Group – Employee Wellness Durban Direct – Partnership Award SA Home Loans – Top Brand Award Entry Criteria Please note that businesses entering the awards must: Be based in KwaZulu-Natal or have a significant operational footprint in the province Submit a completed online entry form with supporting information relevant to the selected category Demonstrate business excellence, sustainability and innovation within their sector Meet the specific criteria outlined for their chosen category There is no entry fee, and businesses of all sizes are encouraged to participate.Full category details, judging criteria and submission guidelines are available on the website www. kzntopbusiness.com Top Brand Voting Open Public voting for the sought-after Top Brand Award is already underway and attracting strong support from across the province. Businesses are encouraged to mobilise clients, staff, suppliers and communities through social media and digital platforms to cast their votes. Only one vote per email address is permitted, and voting closes on 28 June 2026 at 10 pm. Finalists will receive extensive publicity across multiple media platforms, with winners announced at the prestigious gala event taking place on 16 July 2026 at the Durban ICC. For more information contact Gayle Adlam: Cell: +27(0) 83 653 0465 Email: gayle@mweb.co.za. KZN Top Business Awards 2026, brought to you by Standard Bank and the Women of Africa Group in association with East Coast Radio BUSINESS SENSE Published by: KZN Top Business, 71 Underwood Road, Hatton Estates Features & Advertising: Grant Adlam: +27 (0)83 262 9529 Editorial: Gayle Adlam: +27 (0)83 653 0465 | +27 (0)31 267 1977 | gayle@mweb.co.za Accounts: Maryke Dickinson: +27 (0)82 877 7906 | maryke@kzntopbusiness.com Design & Layout: Kerri-Lea Adlam | Kezlea Graphics | kezlea@mweb.co.za Website: www.kznbs.com

By Grant Adlam For decades, the South Coast of KwaZulu-Natal was the land of the "Banana Train" and quiet retirement pockets. But as we move through 2026, the narrative has shifted. We are witnessing a collision between old-world industry and a new, sophisticated investment frontier. From the highest bridges in Africa to the debate over dune mining, the South Coast is no longer just a holiday destination; it is a serious economic battlefield. The Visionaries: Local Heroes on the Ground When people ask if this growth is "actually happening," you only need to look at the individuals driving the capital. We have local "heroes" who have moved past the planning phase and into the "pouring concrete" phase: Paul Tedder: As the developer behind Umdoni Point Coastal Forest Estate and founder of P&G Construction, Tedder is a prime example of someone betting on the "semigration" trend. He’s proving that the South Coast is currently one of the most undervalued coastal markets in the country—but with over R300 million in sales recently recorded in the Pennington area, that secret is out. Bartho Tiell & the Renishaw Team: The R15 billion Renishaw Coastal Precinct is a master-planned marvel. They are not just building houses; they are creating a self-sustaining ecosystem where 80% of the land is dedicated to conservation, proving that "Green" and "Investment" can go hand-in-hand. Pat Symcox: The former Protea spinner has traded the cricket pitch for property as the owner of RE/MAX Coast & Country, bridging the gap between local sentiment and outside investment. The Engineering Marvels: SANRAL Unlocks the Coast The massive surge in optimism is anchored in steel and concrete. SANRAL, in partnership with firms like Naidu Consulting, is finalising the Mtentu Bridge. Standing at 223 metres, it will be the highest in Africa. This isn't just a bridge; it’s a logistics bypass that integrates the South Coast into the national heartland, making Port Shepstone a legitimate satellite hub. The Reality Check: Municipal and Administrative "Hiccups" This wouldn't be a deep dive without acknowledging the challenges. While the bridges are being built, the day-to-day administrative reality often feels closer to a crawl: The Leasehold Logjam: The Port Shepstone Small Craft Harbour remains a massive potential anchor for the region. The private sector is keen, but the release of the "truffles"—the bankable, long-term leases (some stretching 25+ years)—is often held up in the Department of Public Works and municipal committees. The transition from government-managed to partner-led is key to unlocking this R4.4 billion opportunity. Infrastructure Reliability: While SANRAL handles the N2, the local grid and water infrastructure within Ray Nkonyeni Municipality (RNM) often struggle to keep pace with development speed. Smart developers are building self-sufficiency—off-grid water and power solutions—into their models to navigate these temporary municipal constraints. The Great Debate: Mining or Modernity? The question of mineral sand mining along the coastal dunes remains a point of significant friction: The Conflict: Mining offers extraction wealth, but it sits in direct opposition to the high-value "Wellness Corridor" that developments like Renishaw and Umdoni are creating. Open-cast mining creates environmental concerns that "Blue Flag" tourism and lifestyle estates cannot ignore. The Business Verdict: From a "Top Business" perspective, the long-term yield lies in the Green Economy. Property appreciation and sustainable tourism offer a generational return that a single mineral haul cannot match. The Railway Riddle Finally, there is the "Banana Train" line. Currently, it acts as an "iron curtain", slicing through the most valuable beachfront real estate in the province. While a 20-year vision, the Draft National Rail Master Plan (launched in early 2026 for consultation) hints at moving these lines inland, freeing up the "Golden Mile" for high-end pedestrianised beachfronts and international-grade tourism hubs. The Final Verdict The South Coast is currently in the "renovation phase"—it’s messy, there are bureaucratic hiccups with municipal service delivery, and the leases can be slow. But with heroes like Tedder, Tiell, and Symcox leading the charge, the momentum is undeniable. The South Coast isn't just "going along those lines"; it is laying down a brand-new track. For the optimist who keeps a foot in reality, the message is clear: the bridges are being built, the land is being unlocked, and the smart money is already South of the Umkomaas. The Draft National Rail Master Plan: Unlocking our coastal land This video provides an excellent summary of the national strategy currently under consultation (as of April 2026), which directly impacts the long-term development potential of the South Coast’s prime beachfront land. Mtentu Bridge The image focuses on the juxtaposition of old and new: the massive scale of the new Mtentu Bridge (which is currently finalising in 2026) arching high over the rugged Mtentu River gorge. Below, a very sleek, sophisticated representation of a modern, eco-friendly "KZN South Coast Wellness Estate" (think Renishaw or Umdoni Point) is visible, with green roofs, solar panels, and pedestrian pathways. This image represents the massive infrastructure (optimism) unlocking the modern, sustainable property development, rather than a mining pit or administrative buildings.

Strategic Physics: Applying the "Benjamin Franklin Close" to your 2026 strategy isn't just about listing pros and cons—it’s about looking at the raw math and the strategic physics of the KZN market. Let’s run the numbers on why the KZN Top Business Nexus is the only way to move from the "Red Ocean" of exhausted competition into the "Blue Ocean" of exclusive authority. The 2026 Balance Sheet: Ad Taxes vs. Ecosystem Authority In the spirit of Ben Franklin’s "Prudential Algebra," let’s weigh the Foes (the status quo) against the Pros (The Nexus). Side A: The "Foes" of the Red Ocean For most KZN companies, the current marketing strategy is a "Red Ocean"—a bloody battle for the same keywords and the same tired eyeballs. The "Ad Tax": The average KZN business is currently bleeding roughly R150,000 a year on digital ads (Google, Meta, LinkedIn). This is a "tax" you pay just to exist in the search results. The Google Sandbox: When you try to build your own authority from scratch, you get stuck in the "Sandbox"—Google’s waiting room where new or isolated sites are ignored for months or years while you burn cash. The "Shouting Match": You are competing with global brands for local attention. It’s expensive, it’s noisy, and it’s impersonal. Side B: The "Pros" of the Nexus On the other side of the ledger, we have a strategy designed for Resource Conservation. The Barnacle SEO Advantage: Instead of fighting the current, you "attach" your business to a high-authority whale. The Nexus already has the ranking, the traffic, and the trust. You bypass the Sandbox on day one. The Blue Ocean Math: Instead of R150,000 in "Ad Tax," you invest R8,500. You aren't competing; you are collaborating in a space where the competition is irrelevant because you are part of the only provincial ecosystem that matters. The "Handshake-to-Coupon" Pivot: This is the game-changer. A handshake is a start, but in 2026, a benefit is the closer. The Nexus turns a simple introduction into a tangible transaction. By offering a "coupon" or exclusive member discount within the Connectors Club, you aren't just meeting people—you are moving product and building loyalty instantly. The Verdict: Divorce the Drain, Marry the Multiplier When you look at the balance sheet, the choice is no longer emotional—it’s mathematical. Would you rather spend R150,000 to be one of a million voices in a Red Ocean, or R8,500 to be a recognized authority in a Blue Ocean? By joining the KZN Top Business Nexus, you are divorcing yourself from the "Ad Tax" and marrying a system that values the Handshake as much as the Heads-up. In the final tally, the Nexus isn't just a platform; it’s the most successful "Pro" your business will ever record. Blog Insight: This editorial positions the Nexus as a "financial relief" package as much as a marketing one. It uses the specific R150k vs R8.5k comparison to make the decision feel like a "no-brainer" for any CEO. The "Roving Reporter" KZN Top Business Nexus Best for short, punchy updates about weekly wins. Grant Adlam | KZN Top Business/The KZN Convergence Bringing you the hard facts from the corridors of the KwaZulu-Natal economy. Stay Connected: 🌐 www.kzntopbusiness.com ✉️ info@topbusiness.com 📺 Watch the latest Business Sense updates on YouTube > #KZNTopBusiness #RovingReporter #SuccessBreedsSuccess #KZNEconomy #KZNConvergence #KZNBusinessSense

By [Lyne/Guest Contributor], Local Business Specialist Why the Nexus is the Fertile Ground If you’re running an SMME in KwaZulu-Natal—installing security gates, fitting solar panels, or keeping us cool with air conditioning—you know that the "Digital Wilderness" is a lonely place. Most small businesses are like a single tree trying to grow in the middle of a clearing. You’re exposed to the elements, fighting for every drop of sun (visibility), and trying to survive the storms of a shifting economy all on your own. It’s exhausting, and the big "corporate forests" usually block out all your light. But the KZN Top Business Nexus changes the environment entirely. From a "Lonely Tree" to a "Protected Ecosystem" The Nexus isn’t just a directory; it’s fertile soil. It takes the 28-year legacy of KZN Top Business and turns it into a protected ecosystem where even the smallest business can thrive. Here is how we change the climate for your brand: The High-Yield Soil (SEO Power): When a homeowner searches for "Solar Panels KZN" or "Security Gates," Google looks for the "thickest forest"—the most established authority. By joining the Nexus, your business isn't trying to grow in the sand; you are rooted in a domain with nearly three decades of trust. We pull you toward the light, ensuring you’re seen before the national franchises. The "Symbiotic" Benefit (B2B to B2C): In nature, everything supports everything else. The Nexus creates a Closed Economy where your specialized offer (like an exclusive aircon service or solar check) is fed directly to a community that already trusts the "Nexus" name. You aren't "hunting" for leads; you are part of a system where leads are naturally shared. The Warm Handshake (The Nutrient Boost): In a cold market, getting a customer to trust you is the hardest part. Our digital "Gift and Coupon" system acts like a nutrient boost. It’s a way to extend a hand and provide value immediately, turning a "cold search" into a "warm relationship" before you even arrive on-site. Leveling the Playing Field I’ve seen incredible KZN craftsmen—experts in gates, cooling, and construction—get overshadowed by massive national brands simply because those brands have more "water" (marketing budget). The Nexus levels the ground. It gives the local specialist the same high-tech "growth nutrients" (AI-driven SEO) as the giants, but with the added power of local trust. Secure Your Plot in the "First 100" Grant Adlam is opening the gates to the Inner Circle first. For the first 100 businesses to join this ecosystem, the investment is R5,500 instead of R8,500. In the world of home services, just one security gate installation or one solar project doesn't just cover your membership—it plants the seeds for a whole year of growth. The unveiling of this "Business Miracle" happens on May 13th at the Oyster Box. Don't wait for the forest to fill up. Secure your spot in the first 100 now and let’s grow something massive together. KZN Top Business Nexus ecosystem 28-year foundation turning into "fertile soil" that fuels the SEO "Google Climb," the "Warm Handshake" (represented by the B2B and B2C specialized fruit), and the protective "Closed Economy" that guards your growth. The "Roving Reporter" KZN Top Business Nexus Best for short, punchy updates about weekly wins. Grant Adlam | KZN Top Business/The KZN Convergence Bringing you the hard facts from the corridors of the KwaZulu-Natal economy. Stay Connected: 🌐 www.kzntopbusiness.com ✉️ info@topbusiness.com 📺 Watch the latest Business Sense updates on YouTube > #KZNTopBusiness #RovingReporter #SuccessBreedsSuccess #KZNEconomy #KZNConvergence #KZNBusinessSense

By Grant Adlam In my years of documenting the KZN economy, I’ve often been asked about the "who" behind our major projects. People get caught up in the origins of the capital or the nationality of the contractors. But I’ve always maintained a very simple philosophy: If you’re good, you’re good. I don’t see colour, and I don’t see borders; I see businesspeople. A Pedigree of Excellence KwaZulu-Natal has always been a province built on a rich tapestry of entrepreneurial grit. We have a deep-rooted history of world-class business acumen that has been passed down through generations. This collective expertise—drawn from every corner of our diverse community—is our greatest competitive advantage. When we look at the massive infrastructure projects currently reshaping our landscape, we shouldn't be looking at where the partners come from, but at the standard they are setting. Whether it is a global terminal operator at our ports or a local engineering firm on the N3, the criteria remains the same: Can they deliver? Can they innovate? Can they help us bypass the old crises? The "Good News" is Global The reality of the Triple P (Public-Private Partnership) model is that it invites the world to invest in KZN’s potential. Global Standards: By partnering with international leaders in logistics and construction, we are injecting global best practices into our local corridors. Local Strength: At the same time, our local business community—renowned for its resilience and strategic thinking—is the heartbeat of these projects. The collaboration between international scale and local insight is where the real "success of the success" lies. Results Over Rhetoric The positivity we are seeing this week isn't based on a "pro-this" or "anti-that" sentiment. It is based on performance. We are seeing the N3 realigned and our ports modernised because we have chosen to work with the best in the business, full stop. We are moving beyond the noise of identity politics and into a space of pure economic sovereignty. In KZN, we speak the language of results. We recognise that our province’s future isn't being built by any one group, but by a unified, elite business community that knows how to get things done. If you are contributing to the growth of this economy, you are part of the success. It’s as simple as that. KZN Top Business is a melting pot of world-class business talent where the only "colour" that matter is the colour of success and the quality of the work. The "Roving Reporter" KZN Top Business Nexus Best for short, punchy updates about weekly wins. Grant Adlam | KZN Top Business/The KZN Convergence Bringing you the hard facts from the corridors of the KwaZulu-Natal economy. Stay Connected: 🌐 www.kzntopbusiness.com ✉️ info@topbusiness.com 📺 Watch the latest Business Sense updates on YouTube > #KZNTopBusiness #RovingReporter #SuccessBreedsSuccess #KZNEconomy #KZNConvergence #KZNBusinessSense

By Grant Adlam How Rudi Dicks is Unblocking the KZN Economy In the landscape of South African economic reform, few figures have become as synonymous with "getting things done" as Rudi Dicks. As the Head of the Project Management Office (PMO) in the Presidency, Dicks has moved beyond the theoretical realm of policy, positioning himself as a master of the practical "unblocking" that the KwaZulu-Natal business community has long advocated for. His foresight lies in a simple but revolutionary shift: moving away from centralised control toward a collaborative, multi-stakeholder ecosystem that prioritises efficiency and partnership over ideology. The KZN Economic Surge: A Blueprint for Action KwaZulu-Natal has often been at the coalface of South Africa's infrastructure challenges, particularly regarding the Port of Durban and our critical logistics corridors. Dicks recognised early on that for KZN to remain the "gateway to Africa," the state could not act alone. Through Operation Vulindlela, Dicks has championed the integration of private-sector expertise into public infrastructure. By fostering a "Team South Africa" approach, he has helped create a surge in investor confidence. His work has shifted the narrative in KZN from one of managing decline to one of navigating growth, particularly as rail and port efficiencies begin to show signs of structural turnaround. From Kilowatts to Kilolitres: The Next Frontier The true brilliance of the Dicks strategy is its scalability. Having successfully broken the monopoly on electricity generation—allowing businesses and municipalities to secure their own power—he is now applying that same foresight to the water sector. Energy Foresight: By lifting the licensing threshold for embedded generation, Dicks effectively "crowdsourced" the solution to load shedding. This has allowed KZN’s industrial hubs, from Prospecton to Richards Bay, to invest in their own energy security. The Water Pivot: Dicks is now spearheading the rollout of the Water Partnerships Office. This initiative mirrors the success seen in energy by facilitating private-sector investment in water infrastructure. For KZN, this means accelerating projects like the Umkhomazi Water Project and fixing ageing municipal reticulation systems through performance-based contracts. Putting a Face to Reform At KZN Top Business, we often speak about the importance of putting a face to a brand. Rudi Dicks is effectively the "face" of South African reform. He is frequently found on the ground, engaging with CEOs and local chambers, ensuring that reform isn't just something that happens in Pretoria, but something felt on the factory floors in Hammarsdale and the boardrooms in Umhlanga. As we move through 2026, the "Dicks Model" of pragmatic, agile governance is proving that the country’s bottlenecks are not permanent. By treating water and electricity as urgent economic enablers rather than just utility services, he is laying the groundwork for a decade of sustained growth in KwaZulu-Natal and beyond. "The goal is not just to fix what is broken, but to build a system that is resilient enough to never break again." Through this lens of foresight, Rudi Dicks isn't just managing projects; he is re-engineering the South African economic engine, one reform at a time. Rudi Dicks is Unblocking the KZN Economy #RudiDicks, #OperationVulindlela, #KZNEconomy, #Infrastructure, #WaterSecurity, #Energy Reform The "Roving Reporter" KZN Top Business Nexus Best for short, punchy updates about weekly wins. Grant Adlam | KZN Top Business/The KZN Convergence Bringing you the hard facts from the corridors of the KwaZulu-Natal economy. Stay Connected: 🌐 www.kzntopbusiness.com ✉️ info@topbusiness.com 📺 Watch the latest Business Sense updates on YouTube > #KZNTopBusiness #RovingReporter #SuccessBreedsSuccess #KZNEconomy #KZNConvergence #KZNBusinessSense