By: Dylan Naidoo Like what you see? Click this image to read the brochure The Changan Hunter K50 REEV is a fantastic vehicle, no doubt about that, however it seems that Changan has realised that the commercial sector wants an affordable, workhorse bakkie that runs on diesel, and it's not hard to see why. Diesel is the standard for getting work done, with strong torque and a longer range than petrol vehicles. While currently not in this climate, historically diesel has been the cheaper fuel. These factors have made diesel bakkies the standard in the commercial sector. Catering to both markets, it seems that Changan also decided to release their new Hunter 2.0D for South Africa, cutting back on looks and features but for sure doubling down on utility. Surprisingly, however, this bakkie has a French side… What is badge engineering? Badge engineering is essentially when an automaker sells a vehicle from another automaker and rebrands it as their own, sometimes adding certain cosmetic details or trims to distinguish the twin vehicles from one another. These cars are usually a result of a partnership between the two manufacturers, agreeing to share vehicle platforms or manufacturing plants. An example in South Africa is the Toyota and Suzuki partnership, where cars like the Suzuki Baleno and Toyota Starlet are essentially the same car, built in the same factory, with very minor cosmetic differences. For the Changan Hunter 2.0D, it is essentially a badge engineered Peugeot Landtrek, with minor differences in trims and design. Engineering and Specifications The bakkie features a 2.0l diesel engine that delivers 110kW of power, at 350nm of torque. It's a rather capable bakkie, especially for the price point. This diesel engine is paired to an automatic transmission and utilises an AWD system, however, you can pair the Hunter with a manual, but this only utilises 2WD. Changan should definitely look into pairing more trims for the Hunter, especially for the commercial sector this vehicle is aimed for, and also because the twin Peugeot Landtrek features more trims that pair a manual with a 4WD system, and even a single-cab variant. In our testing, the bakkie was surprisingly capable, offering a smooth ride and an ample amount of power. Technology-wise, due to the utilitarian nature of the vehicle, technology is toned down compared to the K50 REEV. Whilst the bakkie does not include CarPlay or Android Auto, it does feature Bluetooth which I personally think is enough for me (Yes, the Spotify sessions are indeed important). A touchscreen is still present, and controls are still on the steering wheel as well for ease of use. We also got physical air-conditioning controls which are always nice to see, so well done Changan. As for the usual tech, the bakkie comes with four airbags, ABS and EBD as standard, reverse parking sensors and camera, and electronically controlled seating for our trim according to Cars.co.za. Design & Interior The exterior design of this car is overall quite good. Quite accustomed to me at this point, but I do like cars with more subtle designs. Essentially, the front looks like it's made to look like a capable off-roader and utility truck, without trying to look too aggressive. The interior is also good, offering good leg and head room for front and rear passengers as well as comfortable seating. Space and Utility Changan claims that the Hunter has a payload capacity of 1000Kg for the truck bed for our variant and 1100Kg for the manual, 2WD variant. With a 28-degree approach angle and 226mm of ground clearance, the Changan proves more than capable of tackling more rough terrain. Price and Overall Thoughts Pricing for the Changan Hunter 2.0D starts at R449,900, with our automatic variant starting at R569,900. Our variant seems like it’s priced similarly to the Peugeot Landtrek ACTIVE DCAB 4x4 MT, however as the name suggests, the Peugeot is a manual. In my opinion, while more competitively priced bakkies exist in the market, the Changan holds its own. It's a well-rounded package: Good build quality, decent engine, spacious truck bed at an overall decent price. Let’s not forget the manual version, at R449,900 for a double cab is very good, even if it is 2WD. As such, I believe the Changan Hunter 2.0D is a solid utility focused bakkie that excels in many of its aspects. Changan Hunter 2.0D Visit Changan's website to learn more about their vehicles: https://www.changanmotors.co.za/

By: Dylan Naidoo The car culture in South Africa is truly something else. Really, it was a varied mix of South African built vehicles and imported cars from a variety of other countries. It's not hard to see why either, as our country is quite well-known for our exclusive vehicles, such as the exclusive “Gusheshe” BMW 325i. But the Shongweni Motorshow was truly something different and took me by surprise. Dylan checking out the MG Cyberster EV I took my friends out for this outing, as let's be honest, a group of guys driving up to Shongweni to see a bunch of cars is pretty much a recipe for a vibe, and it truly was. We were all taken back by some of the great cars that we saw. Sales’ reps were everywhere, the smell of fresh food stirred in the air, families brought their kids, it was a day to remember essentially. And whilst I really did enjoy seeing many of the cool new cars on offer, I would have loved to see some old beauties as well. "The cars looked absolutely lovely, and the atmosphere was vibrant and welcoming. There were plenty of new vehicles on display, and it was great to meet so many friendly people," said Linden, my close friend. Classic cars were not the only thing at the show, oh no, for this show had a lot of new cars on display for people to just, well, sit inside and give a try! There were even a lot of cars that we had already tested on MotorSense already, which I thought was quite funny. Bakkies, passenger vehicles and even giant commercial vehicles peppered the grounds of the show, from luxurious BMW’s to waves of Cherys, there were truly cars there for everyone to play with. Our man Linden had his way with talking to the sales reps for the new cars, which I will argue is quite the quality to have. “The motor show was quite an experience. The stunning cars, food and flea market stalls and live music, all made it a phenomenal experience. The atmosphere was lively with all the friendly stall holders and car company reps. The only downside would be that there weren't many old beauties to admire,” said George, a good friend of mine that came along to the show, and I have to agree. That isn’t to say there weren’t any classics there. Oh, there were in fact some very noticeable ones. We had the opportunity to check out some of them, varying from a Shelby Cobra, a custom “Knight Rider” inspired Pontiac, and even some old muscle car icons. For me the standout was the old school Mustang, that is something you will probably not see again in a long time. That does paint the picture for some old-school American muscle, but there were also some newer sports cars there as well. There was no doubt about it, while it was a celebration of some of the classics, it was also quite the celebration of modern machines as well, I mean, I even saw the updated version of my Picanto there (Well done Kia, you really knocked it out of the park with this one!). Next to the motorshow was the Shongweni Market, filled with many and I do really mean many stalls. It’s quite a surprise that it feels like there is always a flea market wherever our group goes. Anyways, stalls were lined up with all sorts of items, activities and just fascinating things to check out. We noticed George was quite interested in an electric bicycle (although to be fair, I was as well), and I got the opportunity to have a taste test of various hot sauces (You know what? the Carolina Reaper isn't too bad). Past the market we arrived at the food stalls, with a large gazebo set up covering many tables within. Live music made the already vibey atmosphere feel warmer, and the food stalls had various local offerings. I kept it simple, wors roll and chips, and honestly, it was good. In fact, a lot of the food here was good. So back to the Shongweni Motorshow. One thing I appreciated about this show was the car culture. Going there made me realise that KZN truly is a province that is vibrant in car culture. Really, this isn’t the only motorshow we had here, let’s not forget how great that GAS Motorshow was. But for this one, it was a true reflection of the active car community in KZN.

Transforming Energy into Success: The Synergy Behind the Sell the Sizzle Conference If your business isn't actively generating sales, it is falling behind. In a highly competitive economic landscape, exceptional branding and smooth operations mean nothing if you cannot effectively close a deal. To help local businesses navigate these challenging waters, the Sell the Sizzle Conference 2026 is bringing a premier, full-day event tailored specifically for entrepreneurs, business owners, and sales professionals to KwaZulu-Natal. This initiative stems from a powerful conversation and a massive demand for more. Following a phenomenally successful sales morning held two months ago in Umhlanga, the room experienced a rare, high-performing synergy. The genuine connection and immediate impact left attendees running after the team, requesting further guidance. To give you a taste of what to expect, Grant Adlam (Founder and CEO of KZN Top Business) recently sat down with premier sales trainer Vinesh Maharaj for a virtual coffee chat to unpack why this specific collaboration works so well. You can watch the full insightful interview below: The Power of Three: A Perfect Combination What makes this conference unique is how the backgrounds of three successful professionals seamlessly build upon one another to tackle sales from every necessary angle: The Experience (Grant Adlam): Bringing raw, real-world insights from over 28 years in the regional business landscape. Grant’s entire career is a testament to purposeful, street-smart selling. His approach focuses on establishing a genuine connection and selling to fulfill an actual need and bring satisfaction, rather than just selling for the sake of making a sale. He relates Tom Hopkins' core principles directly to real life, sharing how the exact same fundamentals apply whether you are knocking on doors or closing million-rand corporate boardroom deals. The Technique (Vinesh Maharaj): The ultimate teacher of sales. Vinesh brings actionable, step-by-step processes to the table, breaking down the foundational mechanics of moving people from cold prospects to closed deals. From handling gatekeepers to objection handling and referral prospecting, he provides the exact scripts and structural tools required to build a predictable commercial pipeline. The Mindset & Consciousness (Sarah Swainson): Bringing a dynamic, psychological angle to the stage. Sarah injects the day with the essential mindset shifts, mood curation, and strategic goal-setting necessary to break out of an "excuse culture" and confidently claim value in the marketplace. Beyond Theory: Live Demonstration This isn't a lecture series where you simply sit and listen to textbook jargon. In the previous event, the power of these methodologies was proven live when Vinesh demonstrated the principles right in the room, picking up phones to convert prospects on the spot. The Sell the Sizzle Conference is designed to supercharge everyone in your business—from the front-desk receptionist to senior executives—because every stakeholder represents the brand's frontline conversion potential. Event Details: Date: Thursday, 10 September 2026 Time: 08:30 to 15:30 Location: aha Gateway Hotel, Umhlanga Ridge, uMhlanga Seats are filling up fast and are already halfway full! Invest in your team's self-worth, confidence, and closing rates before slots sell out completely. [Click Here to Secure Your Seat Online] The Experience (Grant Adlam)

By: Dylan Naidoo Like what you see? Click on this image to read the brochure If there is one thing that I can say that separates Changan’s from other brands on the road, it comes down to their road presence. Bold, futuristic styles with surprisingly no universal design language across the range is a rather unique choice. Looking at their partnership with Mazda and Ford in China, many of the design elements I’ve noticed have begun to show up in their cars, and I think it's proving to make their cars look good. Grant Adlam and I got the opportunity to review Changan’s 7-seater family SUV, the CS75 Pro, and oh my did it wow us in more ways than just design. Engineering & Technology Before getting to the design, let's get some specifications out of the way. The CS75 Pro has a 1.5l turbocharged, 4-cylinder petrol engine capable of 138kW or power and 300nm of torque. In our testing, the Changan truly pulled considering its weight. On top of a rather efficient choice of engine, the car has multiple driving modes, including a sport mode, but just with our testing of the standard mode, the Changan proved decent. All trims of the CS75 Pro come in an automatic transmission only and achieve an estimated fuel efficiency of 7.5L/100km from a 55L fuel tank. Overall, I think the engine is decent. I’d like, however, to see Changan use their 2L turbo engine found in their Hunter K50 for this trim. Changan continues to well-equip their cars, and the CS75 Pro is no different. In our highest trim, you got a 10.25inch infotainment screen using Changan’s proprietary “Car Auto” for controls. I do believe that Changan should continue to use CarPlay and Android Auto for their cars, but for what it is worth, the application does work decently. It is also wireless, which is also a nice touch. Other than that, you got the usual features for any new Chinese vehicles around this price point: keyless entry, 360-degree backup camera, panoramic sunroof, a slew of safety tech and a proper speaker set up. Air conditioning is great (although considering the weather recently, the heater is also quite lekker) and the speakers are loud, punchy yet contain detailed clarity. It’s well-equipped in the tech department, and for the price-point it is hitting, you are getting a decent number of features. Design The CS75 Pro truly stands out with its design. It really is a gorgeous-looking SUV, the design elements blend quite elegantly together, shaping together a rather handsome SUV with a bold road presence that suits its rather large nature. The SUV features 19-inch rims and a single-bar taillight design. Really, the design is a true highlight of the CS75 Pro. Interior & Space Changan once again proves to be quite competent with their interiors, showcasing a luxurious interior that truly is something else, especially at this price point. Our trim used the microfibre leather upholstery, making the seats comfortable and breathable. I do quite like the pattern Changan is going for here, and the microfibre leather feels quite premium. In fact, the interior in general feels very premium. Paired with good ride quality, ridding in the Changan CS75 Pro is great. Image by Changan As for space, it is quite a large vehicle, so both headroom and legroom are more than enough. Although if you choose to use all seven seats, the end seats may be slightly cramped, but overall okay for this vehicle. According to David Taylor from Cars.co.za, Changan claims that the CS75 Pro has a 620L boot with the rear seats down, and 230L with the seats raised, which I think is okay. Pricing and Overall Thoughts The Changan does have a lot going for it considering the price tag. At just a starting price of R449,900, this car truly pulls above its weight. I will say though that competition is ramping up, especially with the Mitsubishi Destinator in this same segment at R489,900. The Changan CS75 Pro is, however, a pretty solid deal, and at the price point, undercuts its competitors. Changan CS75 Pro

As infrastructure investment across South Africa increasingly shifts towards road rehabilitation, municipal wastewater upgrades and broader public infrastructure maintenance, a growing number of small to medium sized contractors are securing work in the civil engineering sector. However, many of these businesses remain unaware that the nature of the work they are performing places them squarely within the scope of the Bargaining Council for the Civil Engineering Industry (BCCEI) and its legally binding collective agreements. According to Lindie Fourie, Operations Manager at the BCCEI, this lack of awareness is creating a significant compliance risk across the industry particularly as municipalities, water utilities and infrastructure clients accelerate the rollout of maintenance and upgrade projects involving roads, pipelines, stormwater systems, wastewater treatment works and associated civils infrastructure. "Many contractors mistakenly believe that BCCEI registration requirements apply only to large construction companies undertaking major infrastructure projects," she explains. "In reality, any business performing work that falls within the registered scope of the civil engineering industry is legally required to register with the BCCEI and comply with the applicable collective agreements, regardless of the size of the business or the value of the contract." She adds that this obligation also extends to companies appointed by municipalities to carry out the maintenance, repair or rehabilitation of civil engineering infrastructure. "A common misconception is that only the contractors who build infrastructure are required to register. However, businesses engaged to maintain or repair that infrastructure are equally required to register where their activities fall within the scope of the civil engineering industry." This includes contractors involved in activities such as: Road rehabilitation and maintenance Asphalt and paving works Earthworks and trenching Pipe laying and reticulation Stormwater infrastructure Wastewater and sanitation infrastructure Bulk civils and associated construction activities The challenge, according to Fourie, is that many emerging contractors enter the sector through subcontracting arrangements or municipal procurement opportunities without fully understanding the labour and compliance framework governing the industry. “As infrastructure investment expands, particularly at municipal level, we are seeing more small and medium sized businesses entering the civil engineering space,” Fourie says. “Unfortunately, many of these companies are completely unaware that they are legally required to register with the BCCEI and comply with the industry’s collective agreements.” Fourie explains that registration is determined not by the company carrying out the work or the location where it is performed but by the nature of the work itself. “If the activities being undertaken fall within the registered scope of the civil engineering industry, then the employer is required to comply with the BCCEI framework,” she says. “This applies equally to smaller contractors undertaking roads, wastewater, pipeline or related civils work.” The collective agreements administered by the BCCEI regulate critical employment conditions within the sector including minimum wages, working hours, leave provisions, health and safety obligations and broader labour compliance requirements designed to create fair and sustainable operating conditions across the industry. The BCCEI warns that non-compliance - even where unintentional - can expose contractors to significant operational and financial risk. These risks may include compliance investigations, enforcement action, reputational damage and disruptions to project execution. Importantly, Fourie emphasises that compliance should not be viewed as a barrier to growth for smaller contractors but rather as a mechanism that helps professionalise businesses, protect employees and create a level competitive environment across the sector. “There is a misconception among some smaller businesses that compliance is complicated or only relevant to large corporations,” she says. “In reality, registration and compliance form part of building a sustainable and credible business capable of operating responsibly within the civil engineering sector.” The increasing focus on infrastructure delivery across roads, water and sanitation sectors makes industry awareness particularly important. Government infrastructure programmes continue to prioritise the rehabilitation of ageing municipal infrastructure and in particular water and wastewater, expansion of sanitation systems and improvement of transport networks - all areas expected to generate ongoing opportunities for civil engineering contractors of varying sizes. The BCCEI is therefore encouraging contractors, municipalities, consulting engineers and principal contractors to play an active role in improving awareness around compliance obligations within the sector. “We believe there is a critical need for education and awareness,” Fourie concludes. “Many businesses are not deliberately avoiding compliance - they simply do not understand that the work they are performing places them within the civil engineering industry framework. Early engagement with the BCCEI can help contractors avoid future risks and ensure that they build compliant, sustainable businesses from the outset.” Contractors uncertain about whether their activities fall within the scope of the civil engineering industry are encouraged to engage directly with the BCCEI for guidance and clarification regarding registration and compliance requirements.

PRESS RELEASE For Immediate Attention 30 July 2026 Beekman Group Receives KZN Top Brand 2026 at the Prestigious KZN Top Business Awards One of South Africa's longest-established tourism and hospitality companies, The Beekman Group, was crowned KZN Top Brand 2026 at the KZN Top Business Awards held at the Durban International Convention Centre on 16 July 2026. The coveted award recognises organisations that have earned exceptional support while highlighting the reputation of some of KZN’s most respected brands. This accolade is fiercely contested each year, with thousands of votes cast by employees, clients and service providers in support of their favourite brand. The Beekman Group received the illustrious KZN Top Brand 2026 at the KZN Top Business Awards held at the Durban International Convention Centre on 16 July 2026. For more than 55 years, the Group has believed that great hospitality is built on trust, consistency and creating places where memories are made. This award, voted by guests, members, partners and employees, reflects the organisation’s commitment to exceptional experiences and quality resort management. This is a proud milestone for Beekman Group, a leading hospitality and leisure property organisation premised on quality and driven by innovation. Hosted by Standard Bank and the Women of Africa Group, in association with East Coast Radio, the annual awards celebrate business excellence, innovation, and leadership across the province. “To be recognised as KZN Top Brand is such an honour because it shows the trust that our guests, members, partners and employees continue to place in the Beekman Group,” said Wayne Beekman, Director at The Beekman Group. “We operate in a highly competitive tourism and hospitality environment, so receiving this level of recognition among some of KZN’s best really underscores our team’s commitment to quality across every destination we manage.” Grant Adlam, CEO of KZN Top Business, congratulated everyone on their outstanding achievements, noting: “The businesses we celebrate tonight are not only building successful organisations; they are creating jobs, driving innovation and inspiring others to dream bigger. As always, and in line with our company motto, 'Success Breeds Success', it is a privilege to honour leaders who are helping shape a stronger, more prosperous future for KwaZulu-Natal.” An award-winning history in hospitality For more than 55 years, the family-owned Beekman Group has played a leading role in shaping South Africa's tourism and leisure landscape. Today, the company manages a diverse portfolio of almost 40 destinations across five countries, spanning beach, bush, berg and now city-based hospitality, while serving more than 80,000 members. The Group's global portfolio includes award-winning destinations such as Cayley Mountain Resort in the Drakensberg; The Kingdom Resort near Pilanesberg National Park; San Martinho Beach Club in Mozambique; Hazyview Cabanas near the Kruger National Park; Kiara Lodge in the Free State; and Dikhololo Resort in the North West Province. These – and many more - destinations continue to attract travellers throughout the year by offering distinctive experiences tailored to all tastes. Beyond its resorts, the Group provides travellers with flexible holiday options across an extensive network of destinations. This includes: Resort Management Vacation Ownership (including The Holiday Club, and Beekman Managed Portfolio) Holiday Rentals Leisure Services (including, Body Bliss Day Spa, iExchange, Private Residence Collection, and Leap Adventures) Residential and Commercial Properties A business that evolves to meet market demands As part of its continued growth strategy, Beekman Group has expanded its corporate travel options with the launch of Menlyn Mix in Pretoria. The new urban hospitality development responds to shifting travel patterns, offering apart-hotel-style accommodation, meeting facilities and a business hub, as well as leisure facilities, all designed to cater for family holidays and corporate travellers. The Group also continues to invest in its resorts and operational systems to support year-round travel, encouraging South Africans to discover destinations beyond the traditional holiday peaks. Through ongoing upgrades, flexible vacation ownership offerings, and innovative facilities, Beekman Group has become a leader in sustainable resorts and family-orientated holidays[WB6] , creating lasting value for holidaymakers and leisure property owners. “Our focus, as always, remains on maintaining the quality and professionalism that have defined the Beekman Group for generations,” says Beekman. "We're continuing to invest in the country and beyond — two new development in the Western Cape, expansions at The Kingdom Resort, Cayley Mountain Resort, Monomotapa, and San Martinho Beach Club, and an exciting rebirth already underway in Umhlanga— a first of its kind for the region." “We look forward to continuing to create exceptional destinations where travellers can make lasting memories for many years to come.”, For more information, visit www.beekmanholidays.co.za.

Public procurement remains one of the most significant opportunities for South African businesses, yet it is also one of the areas of greatest uncertainty. Government departments regularly spend billions of rand procuring goods and services from the private sector, but when procurement processes are later found to be unlawful, contractors often find themselves caught in the crossfire. A landmark Constitutional Court judgment delivered in May 2026 has provided important clarity on this issue. In Department of Military Veterans v Zeal Health Innovations, the Court considered whether a contractor that had performed its obligations in good faith should be entitled to payment, including a profit margin, after the contract itself was declared invalid because of procurement failures by the state. The case centred on a R198 million contract awarded to Zeal Health Innovations (ZHI) to provide healthcare and wellness services to approximately 16 000 military veterans over three years. Acting on the awarded tender, the company invested heavily in establishing a nationwide managed healthcare network of doctors, specialists, pharmacies and other healthcare providers before commencing service delivery in June 2015. Only weeks later, however, the Department refused to pay its invoices. A change in political leadership resulted in the Minister questioning the affordability of the contract and instructing that payments be withheld while the Department sought to have the procurement process reviewed. Ultimately, the courts agreed that the tender process had not complied with public finance legislation and declared the contract invalid. Ordinarily, the setting aside of a contract raises difficult questions for both government and the private sector. While the state has a constitutional obligation to ensure that procurement is lawful, transparent and competitive, businesses also need certainty that they will be paid for work honestly undertaken in reliance on a government award. Strike a Balance The Constitutional Court sought to strike a balance between these competing interests. Importantly, the Court rejected the Department’s argument that an innocent contractor should recover only its actual expenses and never earn a profit from an invalid contract. Instead, it held that there is no blanket “no profit, no loss” rule in South African law. While there is no automatic entitlement to profit, courts have the discretion to preserve a contractor’s contractual rights where fairness and justice demand it. In exercising that discretion, the Court identified several important considerations. These include whether the contractor was entirely innocent of any procurement irregularities, whether it actually delivered the contracted services, whether the state benefited from those services, whether the contractor incurred substantial costs in preparing and performing the contract, and whether the conduct of the state itself contributed to the contractor’s expectation that it would be paid. The Court also considered whether the government continued to allow performance before challenging the contract and whether alternative arrangements ultimately proved more expensive or less effective. Collectively, these factors recognise that procurement failures are often caused by administrative shortcomings within the state rather than misconduct by private sector suppliers. Perhaps the most significant aspect of the judgment is the distinction the Court drew between work performed and work not performed. Zeal Health was entitled to pursue payment at the agreed contractual rate, including its profit margin, for the period during which it delivered healthcare services. However, once the company suspended its services after learning that the Department intended challenging the contract, it could not claim profits for the remainder of the three-year contract. The Court concluded that compensation must reflect actual performance and value delivered, rather than anticipated future earnings. For businesses operating in sectors such as infrastructure, healthcare, construction, engineering and professional services, the judgment offers welcome certainty. It confirms that companies acting honestly should not automatically bear the financial consequences of procurement failures beyond their control. At the same time, it reinforces that public money remains subject to rigorous judicial oversight, and courts will carefully scrutinise any claim for payment where a contract has been declared unlawful. The decision also carries practical lessons for every organisation that contracts with government. Comprehensive record keeping has never been more important. Contractors should retain detailed evidence of services rendered, milestones achieved, costs incurred, subcontractor payments, approvals received and all communications with the contracting authority. If the legality of a procurement process is later challenged, that evidence may determine whether payment can be recovered. The judgment further serves as a reminder that strong governance is not solely a public sector responsibility. Businesses should conduct appropriate due diligence before accepting major government contracts, understand the procurement framework under which appointments are made and ensure that their own conduct remains beyond reproach throughout the project. Ultimately, the Constitutional Court has reinforced an important principle for South Africa’s business environment: companies that act in good faith should not automatically become casualties of defective public procurement. While unlawful contracts cannot simply be enforced as though nothing went wrong, fairness requires that innocent contractors who have delivered real value to the state should, in appropriate circumstances, receive the benefit of the bargain they honestly believed they had concluded. For the private sector, the decision represents more than an important legal precedent. It strengthens confidence in doing business with the state by recognising that commercial fairness and constitutional accountability can, and should, exist side by side. Full the full text visit: www.coxyeats.co.za/legal-update/what remedy-is-available-to-an-innocent contractor-when-a-state-contract-is declared-invalid

At 6:45 a.m., a Durban commuter receives an alert from an AI-powered traffic system. It has detected an accident ahead, analysed road conditions and rerouted him around congestion. In KwaDukuza, a sugarcane farmer receives an early warning from an AI-enabled crop monitoring service that has spotted a pest outbreak before it spreads. These examples show how AI is moving from concepts to practical tools that can improve daily life, business performance and economic growth. AI Goes Mainstream AI has rapidly shifted from experimentation to real-world deployment. According to the EY 2025 Work Reimagined Survey, AI adoption in the workplace has become mainstream, with 88% of employees reporting that they use AI at work. However, only 5% are advanced AI users, highlighting a significant gap between widespread adoption and the realization of AI’s full value. The focus is also changing. Generative AI tools such as ChatGPT created widespread excitement, but organisations are now asking how to operationalise AI safely and at scale. Gartner has highlighted AI agents, AI-ready data architectures and AI Trust, Risk and Security Management (AI TRiSM) as key trends. The lesson is simple: successful AI depends not only on powerful models, but also on clean data, governance, security and workforce readiness. South Africa: Strong Adoption, Early Maturity South Africa has embraced AI quickly. EY research shows that AI adoption has become mainstream in workplaces globally, with employees increasingly using AI to support information gathering, document summarisation, content creation and decision-making. Organisations are applying AI to customer service, fraud detection, administrative automation, operational efficiency and decision support. However, adoption does not equal maturity. South Africa’s first national AI Maturity Assessment found that seven of eight major industries remain in the early stages of AI maturity. Many organisations are experimenting, but fewer have scaled AI into repeatable enterprise capabilities. This creates an opportunity for South Africa to build an AI model grounded in ethics, inclusion, skills development and sustainable growth. KZN’s Opportunity KwaZulu-Natal is increasingly positioning itself as a technology and innovation hub. At the KZN AI Summit held in September 2025, local leaders highlighted AI’s potential to transform agriculture, logistics, finance, education and public services. Riding the artificial intelligence (AI) wave: what it means for KZN ■ A Durban-based business process outsourcing company launched an AI Innovation Lab and committed more than R100m, approximately 10% of annual revenue, to AI development. The focus is on helping employees work better with AI rather than replacing them. ■ One of KZN’s largest retailers is using AI to forecast demand, optimise inventory, personalise customer experiences and strengthen credit decision-making. ■ Sub-Saharan Africa’s largest business shipping terminal, which handles approximately 60% of South Africa’s container traffic, is using AI-driven predictive maintenance and logistics optimisation to reduce congestion, minimise downtime and improve efficiency. These examples show that AI delivers the most value when it solves specific business problems and keeps people at the centre of the change. The reality check: AI comes with risk Despite the hype, AI success is not guaranteed. Gartner reports The Human Dimension While AI will automate certain routine activities, history suggests that technological change tends to transform jobs rather than simply eliminate them. The challenge for KZN businesses is to invest in reskilling and help employees move into higher-value roles where human judgment, creativity, problem-solving and relationship management remain essential. The Rise of AI Assurance that only 28% of AI projects fully achieve their return on-investment objectives and around 20% fail outright. Even more striking, an MIT study found that approximately 95% of generative AI pilots failed to deliver meaningful business value. The main risks include poor data quality, data poisoning, privacy breaches, bias and discrimination, model drift, overreliance on AI outputs, lack of explainability, cybersecurity vulnerabilities, skills shortages and regulatory uncertainty. These risks matter because AI can influence real decisions: approving credit, prioritising customers, allocating resources, detecting fraud or managing operations. Without proper oversight, organisations may scale errors faster than they scale benefits. Staying in Control Successful AI adoption requires the same discipline applied to other critical business risks. Organisations should define clear business objectives, confirm data readiness, establish accountable governance structures, validate models independently, test for bias, monitor outputs continuously and strengthen privacy and cybersecurity controls. They should also invest in AI literacy so employees understand when to use AI, when to challenge it and when human judgment must override automation. Strong governance does not slow innovation; it creates the confidence needed to scale AI responsibly. When people trust the tools and the controls around them, AI is more likely to deliver efficiency, insight and better decision-making. The Human Dimension While AI will automate certain routine activities, history suggests that technological change tends to transform jobs rather than simply eliminate them. The challenge for KZN businesses is to invest in reskilling and help employees move into higher-value roles where human judgment, creativity, problem-solving and relationship management remain essential. The Rise of AI Assurance As AI becomes embedded in everyday business operations, organisations need confidence that these systems are reliable, secure and capable of producing trustworthy outcomes. This has led to the emergence of AI assurance services, which assess governance, security, data quality, model performance, regulatory compliance and responsible AI practices. By combining innovation with independent oversight, organisations can maximise AI’s benefits while managing its risks. Trusted AI starts with strong foundations. EY’s Perspective AI creates the greatest value when combined with strong talent, culture, learning and governance practices. Rather than replacing people, it is most effective as a partner that enhances productivity, decision making and the quality of work. Long-term AI success depends on developing workforce skills, managing change effectively and implementing responsible governance. EY helps organisations build confidence in their AI adoption by accessing data quality, evaluating AI governance and readiness, supporting compliance obligations and enhancing preparedness for AI-related solutions. In Summary AI gives KZN a meaningful opportunity to improve productivity, strengthen key industries, enhance public services and attract investment. The value will not come from technology alone, but rather from clear strategy, capable people, quality data, strong governance and responsible implementation. Organisations that achieve this balance will be best placed to ride the AI wave and help build a smarter, more competitive organisation and market in KwaZulu-Natal. www.ey.com/en_za

Russell Curtis, Invest Durban, says, “Congratulations to Andrew Kirby and the entire Toyota South Africa Motors team on this landmark R10.4 billion investment in the ninth generation Hilux programme. This is a tremendous vote of confidence in Durban, KwaZulu Natal and South Africa’s manufacturing capability, strengthening our position as a globally competitive automotive hub while creating opportunities for growth, jobs and exports. Invest Durban is proud to celebrate this achievement and its positive impact on our city’s economy.” www.invest.durban.co.za

Last month we talked about Scale – the five disciplines that determine whether your business grows, plateaus, or collapses under its own weight. If you missed it: without deliberate work on five key disciplines, your business hits a ceiling it cannot break through. This month, we take the conversation further. Because once you can scale, the next question becomes: what is your business actually worth? The Exit You’re Not Planning For Every business has an exit. The question is which one you’re heading for. There are four. A Forced exit happens when the business folds. Either you kill the business, or the business kills you. A Negative exit means you close the doors and walk away with less than nothing after the debts are settled. A Passive exit is when you hand things over to family or management – you step back, but you don’t cash out. And a Financial exit is when you sell for real value, on your terms, at a time of your choosing. Many owners are working towards a financial exit without actually building for one. That gap between intention and readiness is what I call the valuation gap. The Three Paydays Before we get to valuation, let’s talk about what you should already be receiving from your business. As owner director, there are three legitimate paydays. First, your salary. Assuming you are working in and on this business. Second, a profit draw. Whether quarterly or annual, take a share of profits as a return on equity. Separate from salary. Non negotiable. Third – and this is the big one – your sale proceeds. This is your final payday. Your equity event. The moment when everything you have built, systematised, and grown gets converted into capital. The question is how large that payday will be. And that depends on two things: your profits, and your valuation multiple. How Businesses Are Valued Many businesses are sold on an earnings multiple: annual net profit multiplied by a factor of two, three, or four, depending on variables such as industry and business strength. Two things drive that number upward: growing your profits, and increasing your multiple. Let’s use real figures. Say your business makes R12 million profit per year and sells at a multiple of two. That is a R24 million business. Not bad. But now suppose you do the work. You grow profits by 61% – something I have demonstrated in a previous article using the five drivers of marketing performance. And at the same time, you build the kind of business that commands a higher multiple: documented systems, recurring revenue, a strong management team, long-term clients. Your multiple moves from two to three. That same business is now worth R57.96 million. Get the multiple to four? R77.28 million. That is not a theoretical exercise. That is what good coaching, deliberate systemisation, and a focus on the right drivers actually produces. The Five Pillars That Close the Valuation Gap What moves your multiple is not magic. It is five specific things that buyers, investors, and successors look for. 1. Owner Dependence How much of the business walks out the door if you do? If the answer is “most of it,” you do not have a business to sell. You have a job. Reducing owner dependence is not just good for your lifestyle – it is the single biggest lever on your valuation. 2. Systems and Transferability Documented, repeatable processes make a business easier to operate and easier to sell. A buyer needs confidence that the operation does not depend on institutional knowledge that lives only in your head. 3. Predictable Revenue Recurring and repeatable income builds buyer confidence. Long-term contracts, retainer clients, repeat purchasing patterns – these reduce perceived risk and push your multiple higher. 4. Leadership Depth A strong management team that can run the business without you is not just operationally smart. It is a valuation multiplier. It tells a buyer that what they are acquiring is an engine, not a one man show. 5. Financial Clarity Clean books, transparent reporting, and accurate financial records build trust in the sale process. Muddied financials lower offers and kill deals. Clarity accelerates them. Freedom Is a Strategy, Not a Destination The business owners who achieve a financial exit – the kind that funds the next chapter of their lives – are the ones who treated freedom as something they built deliberately, not something they hoped would arrive. Scale and Freedom are not separate goals. Scale is the engine. Freedom is the reward. But only if you build for both. If you are not sure where your business sits on the valuation readiness scale, reach out and we’ll guide you through an assessment over a cup of coffee. For now, ask yourself: which of these five disciplines is weakest in your business right now? That’s where you start. To your success, Trevor Clark. T: +27 31 266 2258 E: mastery@actioncoach.com W: www.mastery.co.za

The Durban Chamber of Commerce and Industry NPC has officially launched the Durban Shipping Chamber, a strategic industry initiative designed to strengthen Durban’s position as Africa’s premier port city and maritime gateway while driving growth, investment and collaboration across the maritime sector. The announcement was made during a Durban Chamber Industry Working Group meeting, which brought together key stakeholders from the shipping, logistics, ports and marine services sectors to discuss the future of Durban’s maritime economy. The newly established Durban Shipping Chamber will be led by Durand Richard Naidoo and will serve as a unified platform for stakeholders across the maritime value chain. Its mandate includes promoting industry collaboration, advancing commercial opportunities, supporting policy alignment and positioning Durban as a globally competitive trade and shipping hub. As South Africa’s primary maritime gateway, the Port of Durban handles the majority of the country’s container traffic and serves as a critical link between the national economy and international markets. While the Durban Port Forum plays an important role in resolving operational issues, there has been no dedicated private sector platform focused on business development, investment attraction and enhancing the competitiveness of the broader maritime industry.

Homeownership is an exciting journey – but also a daunting responsibility and, although KwaZulu-Natal’s residential property market is on the up in the wake of the opening of Club Med at Tinley Manor and the launch of various estates along the Dolphin Coast as well as inland at Shongweni, those selling to explore these greener pastures need to make sure that all the legalities are in order, says Tyson Properties’ spokesperson, Daniela Du Plessis. For every seller – and especially for first timers – the devil is definitely in the detail. Buying and selling homes is both emotional and fun to the point where we make television programmes about it – but failing to stick to the rules can have major consequences. “It becomes the agent’s responsibility to help the client understand the seriousness of this transaction. It is a fine line because, as a good real estate practitioner, you need to let them understand the bigger picture.” Ironically, that bigger picture is not a landscape view of a dream abode, but the small print that accompanies the registration of a property and the ramifications from a poorly completed purchase agreement. Her top tips for first time sellers include: DRAFTING AN ACCURATE DISCLOSURE DOCUMENT: Otherwise known as the immovable property conditions report, this specifies everything from boundary line issues to known structural problems. Putting potential problems on the table protects both buyers and sellers further down the line, she says. At the same time, it is important to point out issues upfront without being harsh enough to completely scare off potential buyers! TAKING CARE OF RATES AND TAXES: As a seller, you are responsible for covering rates and other municipal expenses on a property and are required to pay the equivalent of three months’ worth upfront ahead of any re-registration of the property. Any funds not used will be returned to the seller. COMPLIANCE CERTIFICATES: As a seller, you must provide the purchaser with compliance certificates (COCs) before registration takes place. Du Plessis says agents can and do recommend service providers to carry out inspections and do repairs and upgrades. Payment can either be upfront (with the possibility of a discount on the total) or stipulated for payment prior to having the proceeds of a sale paid over to you. Different provinces and municipalities require different COCs, but the usual ones are electrical, electrical fencing gas, wood and plumbing, she says. MAKING A PLAN: According to Du Plessis, it is the seller’s responsibility to provide the purchaser with approved plans before registration of the property. If this is not possible, a specific amount can be held back to cover any issues associated with the building plans (such as an additional veranda that has not been officially approved). Sectional title and homeowner rules: Sellers must inform potential buyers of all the rules that apply within a sectional title development. This includes expected rules such as those governing the number and size of pets, noise and parking dos and don’ts as well as homeowner rules which stipulate the architecture, selected paint colours and even indigenous gardening requirements. SPECIAL LEVY SURPRISES: Although it is logical to tell an interested house hunter about a monthly levy, many sellers forget to inform them about special levies that may have been raised to paint an entire apartment block or replace the fencing before the sale was even considered. As a seller, you are responsible to pay that special levy up until the date of registration. Then the buyer takes over from date of registration, she explains. SOLAR AND WATER SYSTEMS: Both solar systems on the roof and tanks installed to capture rainwater are regarded as fixtures and cannot be removed unless otherwise agreed between the buyer and seller on the Offer To Purchase. Sellers also need to provide proof of registration and any building plans for fitment that may be required by some municipalities. Once these boxes are ticked, Du Plessis says sellers can turn to the aesthetics of the home that they have put on the market. “Aesthetically, just do the necessary. Give some rooms a coat of paint especially if you have an unusual colour scheme which is better replaced with something neutral or white. Make sure all the light bulbs are working, the curtains are open, and that it is clean. That initial 20 seconds of a buyer walking in does play a very big part in you getting your asking price. Go and buy those flowers. Put that diffuser on. Make it look nice and homely. But don’t over capitalise and embark on a complete renovation – not in the current market,” she advises. www.tysonprop.co.za