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Every business reaches a point where the next stage of growth demands something more than marginal improvement. It demands reinvention.This month, I’m sharing something a little different: a behind-the-scenes look at an internal milestone worth sharing. ActionCOACH – the business I’ve proudly served for over 16 years – is amid one of the most significant shifts in our 32-year history. Not just a rebrand, not just a refresh – a reinvention. I’m sharing the story not simply to showcase what we’re doing, but because reinvention is a discipline every business leader eventually needs to confront. Whether you’re entering a new season, hitting a ceiling, responding to market change, or simply ready for the next level, reinventing your business can be one of the most powerful decisions you ever make. Our journey may spark ideas for yours. Why Reinvention Matters More Than Ever Reinvention is often misunderstood as an act of desperation – a turnaround strategy when things go wrong. The strongest companies reinvent before they need to. Reinvention is a: ■ Strategic reset when the business outgrows its systems ■ Cultural refresh when the brand no longer reflects who you’ve become ■ Capability upgrade when the market demands more than your current tools can provide ■ Leadership moment when the business is ready for its next horizon And that’s exactly where ActionCOACH found ourselves. From Brisbane to 82 Countries:The Origin Story ActionCOACH began on the Gold Coast of Australia 32 years ago. Our founder, Brad Sugars, was a young, chartered accountant, serial entrepreneur, and self-development obsessive who noticed something missing in the world of business. In 1993, ‘business coaching’ wasn’t an industry – it wasn’t even a phrase. There were consultants, mentors, accountants, and trainers… but no one doing what Brad envisioned: practical, accountable, results-driven education for business owners. Action International (as we were originally known) became one of the world’s first business coaching companies – and eventually, the largest. When our headquarters moved to the US two decades ago, the brand’s global growth accelerated dramatically. Today, we operate in 82 countries, with close to 1,000 offices worldwide, all built on a franchise model and unified by a single vision: “World Abundance Through Business Re-Education.” For 32 years, that vision has never changed. And will not until achieved. But how we pursue it? That part is changing – in a massive way. The Problem with Success After three decades of coaching business owners around the world, one thing became clear: The demand for what we do far exceeds the number of coaches available to deliver it. We can only support more business owners if we have more coaches. And coaches – great coaches – don’t grow on trees. They take time to find, train, onboard, and develop. And even with a thousand coaches, the gap is still enormous. So we asked the hard question every business must eventually ask: If we keep doing what we’ve always done, at the pace we’ve always done it, will we achieve our vision in our lifetime? The honest answer: No. Not without reinvention. Enter ABoS – TheActionCOACH Business Operating System A core part of our reinvention is the launch of ABoS, the ActionCOACH Business Operating System. For the first time in our history, we are not only coaching businesses – we are installing a complete operating system inside them. ABoS is: ■ A comprehensive toolkit for business owners ■ Built from 32 years of strategies, frameworks, systems and IP ■ Refined through tens of thousands of coaching engagements ■ Delivered through modern technology, training, and structured implementation ■ Designed to scale any business from vision to daily execution It covers everything from: ■ Long-term vision ■ Five, Three and One-year plans ■ Annual priorities and strategies ■ Quarterly rhythms ■ Monthly reporting and KPIs ■ Weekly accountability ■ Daily duties and performance tracking for teams ■ Plus tools, templates, trainingvideos, and step-by-step ‘how-to’ guides built directly into the platform. It is, quite literally, the fabric of ActionCOACH – systemised. The purpose is simple. Business owners can step out of chaos and into clarity, their teams can grow, their families can thrive, and their businesses can finally work without them. Why This Led to a Full Global Rebrand A reinvention of this scale demanded a new identity – externally and internally. After extensive audits by a global brand consultancy, we realised our previous identity no longer reflected the breadth, maturity, or direction of the organisation. In November 2025, ActionCOACH globally unveiled a completely new brand identity. The newest core message of ‘Take Action. Get Results.’ captures our foundational truth: ■ Knowledge alone doesn’t create results. Action does. ■ An idea alone doesn’t create results. Action does. ■ A plan alone doesn’t create results. Action does. The Elephant in the Room:The Yellow Designers around the world will tell you: yellow is a tricky colour. It can be hard to use. Hard to balance. Hard to integrate. Why did we choose it? Because of what it stands for. In colour-archetype psychology, yellow aligns with legacy, optimism, clarity,and transformation – deeply connected to the work we do with business owners. In our context, the yellow signals something important: “We help owners build legacy businesses – enterprises that can outlive them.” You’ll notice the new identity is simply: ActionCOACH. Why? Because while business coaching is our core, it’s no longer our full offering. We deliver the below, and more: ■ Executive coaching ■ CEO and leadership coaching ■ Training – in Management, Leadership, Sales, Marketing and Entrepreneurial skills ■ Team alignments and culture programs ■ Financial literacy education ■ Youth and earlyentrepreneurship programs ■ Non-profit coaching ■ And soon, large-scale transformation through ABoS If you’re considering reinvention in your own business – a shift, a refresh, or a complete redesign – I’d welcome a conversation. Whether you want ideas, a sounding board, or simply a coffee, my door is open. Here’s to building the kind of business that outlives you. To your success.  T: +27 (0) 31 266 2258 E: mastery@actioncoach.com W: www.mastery.co.za Scan to book your free strategy session Trevor Clark - Action Coach SCAN TO BOOK YOUR FREE STRATEGY SESSION SCAN TO BOOK YOUR FREE STRATEGY SESSION BOOK YOUR FREE STRATEGY SESSION

“Shortly after submitting an offer for our longawaited dream home, my husband received an mail from a potential neighbour informing him that we must attend a meeting with various owners to see if we qualified to live there. We were furious. It turned out that the author was a client of my husband’s and the whole thing was a practical joke. But, as we have discovered over the years, there’s always some truth behind a prank and we’ve certainly had our fair share of problematic neighbours,” says a Durban resident. She agrees with many other homeowners – the majority of problems are usually about noise, pets and parking and, more often than not, even the best-intentioned agents and buyers don’t spot the problems. Almost everyone gathered around a braai fire has a tale about a not-so-nice neighbour with disputes arising over everything from teenage parties running into the early hours to the incessant barking dog and even the sludge filled garden pond breeding enough mosquitos to take over the entire suburb. What the same resident found out when she was woken by a loud and smelly generator at four every Sunday morning during loadshedding, is that there is often little you can do to quell the irritation, especially if the perpetrator claims he has a right to fire up the belching machine parked close to the neighbour’s bedroom so the family can have breakfast before sunrise. Luckily, that dispute was resolved by reasonable neighbours meeting in the middle and living happily ever after. But worst-case scenarios often lead to people selling their homes, often at a loss. Spotting the Red Flags Many experienced buyers admit that they have turned detective whilst house hunting to eliminate potential problems upfront. As Chris Tyson, Tyson Properties CEO explains, although sellers are legally obliged to disclose details of previous or ongoing disputes with neighbours, the chances of that happening are slim. “You will never know about nuisance neighbours or if the seller did not tell the agent. A seller is hardly likely to volunteer that information to an agent or potential buyer if they want to sell their house. That leaves it up to the buyer to do some homework ahead of making a serious offer,” he says. Common sense is always king and one Johannesburg house hunter always peers over the hedge or garden wall to suss out the adjoining property. On one occasion, looking into the neighbour’s yard revealed piles of boxes and junk. Further enquiries divulged that the homeowner was a hoarder and that his collection created an ideal nesting place for rodents that visited adjoining properties. Word of mouth can a very powerful way to ascertain any problems in a particular street – often people have friends who have friends or family in a certain area and are happy to pass on stories they’ve heard on the neighbourhood grapevine. “If you are serious about buying, it is always a good idea to visit the home at different times of day, during the evening or even on weekends. That way, you not only find out about things like noise but also about traffic and parking when people are at home or entertaining,” Tyson advises. Another useful tip is finding about any neighbourhood chat groups or crime watch apps that are often the most obvious places for residents to air their grievances. These could be anything from noise and air pollution to dumping of rubbish or frequent service delivery issues or outages. Obvious Clues Here are a few of the most common sings that all is not well next door: 1. The neighbouring property or building looks neglected. which probably means the neighbour cannot afford to maintain it or does not want to 2. The general neatness of sidewalks and pavements that are often maintained by residents tells if all are on the same page 3. If you are buying an apartment or townhouse in an estate, look out for prams, toys and bicycles so you can check about the noise levels and behaviour of the kids in the hood 4. Be on the lookout for renovations, piles of bricks and building materials so you can check the longevity of any potentially disruptive building projects 5. Is your neighbour a landlord or the homeowner – if it is the former, there is always the risk of a change of residents and new problems 6. Are there any Airbnbs in the neighbourhood that could pose a problem if you cannot tolerate the arrival and departure of guests 7. How close are schools – what might be peaceful over weekends could become a traffic jam when school closes or during sports events 8. The police or neighbourhood crime groups can tell you how safe the neighbourhood is, especially if you are buying outside of an estate where residents contribute towards added security Check Out The Backup Remember that all is not lost if the neighbours misbehave. In many instances, you can either resolve problems amicably or call in some backup. Local police and neighbourhood anti-crime groups can help with noise and misbehaviour. Those running noisy businesses from home with incessant comings and goings and hooting can be reported if the property is not zoned for business use. If you are buying in an estate or apartment block, find out about or even talk to a member of the body corporate. Before signing an offer, you can ask for the scheme’s financial statements, the body corporate rules, and the minutes of recent meetings. This will give you a clear picture of how well the body corporate is run and what you can expect as a new resident, Tyson adds. www.tysonprop.co.za Chris Tyson

The festive season brings a welcome surge in economic activity, travel, and family celebrations across KwaZulu-Natal and the rest of the country, but it also ushers in a predictable rise in both criminal activity and medical emergencies. Retailers, shoppers, holidaymakers and residents staying at home all face a unique combination of risks during this period. By understanding the crime trends and medical incidents that typically increase over the holidays, and by taking practical precautions, businesses and communities can significantly improve safety and reduce preventable harm. CRIME TRENDS THAT RISE DURING THE FESTIVE SEASON Retail Crime and Business, Targeted Offences Retailers, whether in major shopping malls, strip malls, or standalone premises, face increased vulnerability as foot traffic surges. The most common crime trends include: ■ Shoplifting and ‘grab-and-run thefts’, often committed by small groups taking advantage of busy aisles and distracted staff. ■ Card fraud and digital payment scams, especially as shoppers rely more heavily on tap-and-go and mobile transactions. ■ Armed robberies, typically fast and coordinated, targeting high-value goods such as electronics, jewellery, liquor and branded clothing. ■ Parking lot thefts, including vehicle break-ins, theft of valuables, and opportunistic hijackings. Crimes Against Shoppers With shoppers carrying cash, parcels, and high-value items, criminals capitalise on: ■ Pickpocketing, particularly around ATMs, escalators, and queues. ■ ATM scams, device tampering, and card swapping. ■ Follow-home robberies, where victims are monitored from a bank, a mall or store and targeted as they arrive at their residences. Residential Crime Holiday periods mean many homes are unoccupied, creating opportunities for: ■ Burglaries, especially in suburbs where residents travel. ■ House Robberies, people relaxing in their homes become a target for robbery, where the criminals will use physical force and threats to force you to open safes etc. ■ Opportunistic theft, such as stealing garden tools, outdoor appliances, or unsecured items. ■ Perimeter and fence breaches, as criminals look for weaknesses they can exploit repeatedly. Crimes Affecting Holidaymakers People embarking on holiday trips face several risks: ■ Vehicle crime, including theft at rest stops or petrol stations. ■ Accommodation scams, where fake listings trick holidaymakers into paying deposits for properties that don’t exist. ■ Beachfront and tourist-area pickpocketing, which spikes with the increase of visitor numbers. PRACTICAL PRECAUTIONS FOR A SAFER FESTIVE SEASON For Retailers (Malls, Strip Malls & Standalone Stores) ■ Increase visible security presence, criminals are far less likely to act when they see active, engaged security teams. ■ Use real-time monitoring of CCTV and AI analytics to identify suspicious behaviour early. ■ Enhance access control, especially at delivery bays and staff entrances. ■ Implement strict cash handling protocols, use drop safe facilities and encourage electronic payments where possible. ■ Train staff to recognise suspicious behaviour, respond to shoplifting, and handle emergencies. ■ Ensure parking areas are welllit, patrolled, and equipped with cameras. For Shoppers ■ Keep handbags, wallets, and phones zipped and close to your body. ■ Avoid withdrawing large amounts of cash, use safe parking zones and avoid isolated areas. ■ Be alert when loading goods into your vehicle, criminals watch and create distraction. ■ Watch out for vehicle remote jamming, it’s very common, make sure your car is locked before you walk away from it. ■ Car-door tampering is common. If someone is standing close to your car, especially on the passenger side, ensure the doors haven’t been interfered with and are properly closed and locked. ■ If you suspect you’re being followed, drive to a police station or secure area such as a filling station etc. do not go home. ■ Use ATMs inside malls rather than those on the street. For Holidaymakers ■ Share your travel plans with a trusted contact and keep communication lines open. ■ Use technology such as apps like Life360 and WhatsApp where trusted family and friends have access to your live location. ■ Do not leave valuables visible in your car, even for a moment. ■ Verify accommodation bookings through reputable platforms or local references. ■ When at beaches or tourist areas, use waterproof pouches or conceal valuables under clothing, not bags. For Residents Staying Home ■ Test alarms, beams, electric fences, and CCTV before the holiday season. ■ Keep entrances, garage doors, and gates locked, even during the day. ■ Use timers for lights to create the appearance of occupancy. ■ Report any suspicious behaviour immediately to the police 10111, your security company and your neighbourhood watch. Medical Risks That Increase During the Festive Season The holiday period also brings a noticeable spike in medical emergencies, many of which are preventable. Understanding these risks can help individuals, families, and businesses prepare more effectively. Motor Vehicle Accidents Accidents on our roads rise sharply due to heavier traffic, speeding, dangerous overtaking, drunk driving, and driver fatigue. Long-distance travel, unfamiliar routes, and the pressure to “make good time” all contribute to these serious collisions. DIY and Home-Project Accidents With many people on leave, the festive season becomes prime time for home maintenance and DIY projects. Unfortunately, this leads to injuries from power tools, electrocution, ladder falls, and falls from rooves, to name but a few. These accidents normally occur because people attempt tasks they’re not qualified for or don’t use the proper safety equipment. Drownings Coastal areas see an increase in drownings, especially among holidaymakers unfamiliar with ocean conditions. Rip currents, strong waves, and overconfidence can quickly overwhelm inexperienced swimmers. Many incidents occur outside of designated swimming zones or when lifeguards are not on duty. Heart Attacks and Overexertion We see a rise in cardiac events, particularly among middle-aged men who are generally unfit and suddenly take part in strenuous activity. Playing physically with children, joining holiday sports, or doing heavy manual tasks can place unexpected strain on the heart and trigger serious complications. Final Thoughts The festive period should be a time of celebration, business growth, and fun family time, not fear. But remain vigilant, it’s essential. Criminals rely on complacency, distraction, and the seasonal rush to exploit opportunities. With the right preparation, awareness and proactive security measures, both businesses and communities can significantly reduce their risks and enjoy a safer holiday season. As we head into the holidays, please also remember to drink responsibly and never drink and drive, protect not only your life, but other road users too.With that, we at Mobi Ventures wish you a safe, peaceful, and joyous festive season.  T: +27 (0)31 109 1888 E: care@mobiventures.co.za W: www.mobiventures.co.za With that, we at Mobi Ventures wish you a safe, peaceful, and joyous festive season

The University of KwaZulu-Natal (UKZN) Foundation is proud to launch SPARK KZN – a landmark, first-of-its-kind workshop designed to bring together local businesses, leading UKZN academics and representatives from the Department of Science, Technology and Innovation (DSTI) for a high-impact day of collaboration, innovation and opportunity. Taking place on 3 March 2026 at the Graduate School of Business on the Westville campus, SPARK KZN aims to open new pathways between academia and industry, strengthening the province’s innovation ecosystem and showcasing how strategic partnerships can drive economic growth in KwaZulu- Natal. For local businesses seeking fresh ideas, technical expertise or avenues for expansion, the workshop offers a unique gateway into UKZN’s world-class research capabilities and South Africa’s enhanced incentives for research and development (R&D). At the heart of this initiative is the DSTI’s 150% tax rebate, available to approved companies engaging in qualifying R&D activities. This powerful incentive encourages businesses to invest in new products, technologies and solutions. SPARK KZN will give business leaders direct access to experts who can guide them through the registration process and demonstrate how collaboration with UKZN can unlock this opportunity. UKZN’s research strengths span engineering, green energy, agriculture, health sciences and quantum physics, among others – positioning the university to help local enterprises tackle real-world challenges, accelerate innovation and boost competitiveness. Through SPARK KZN, business leaders will meet researchers whose work has the potential to transform industries and energise the province’s economic landscape. “This initiative is about forging meaningful connections between academia, business and government,” says Steve Camp, executive director of the UKZN Foundation. “By aligning the research strengths of our university with the practical needs of industry, we can stimulate innovation, create employment opportunities and contribute to the province’s broader economic development. Collaboration of this kind is essential if KwaZulu-Natal is to build a more resilient, knowledge-driven economy.” The workshop will: ■ Facilitate direct engagement between UKZN researchers and business leaders across diverse sectors ■ Showcase UKZN’s cuttingedge research capabilities and how they can support local industry needs ■ Highlight the advantages of the DSTI’s 150% R&D tax incentive and guide companies on how to access it ■ Lay the foundation for long-term partnerships capable of generating new ventures, technologies and jobs in KZN “SPARK KZN is more than an event – it’s the start of a powerful new conversation between the people who create knowledge and the innovators who turn it into real-world progress. By connecting industry with UKZN’s research strengths, we can drive solutions, stimulate growth and position KwaZulu-Natal as a leader in innovation-driven development. “We invite local businesses to join us, engage with our top researchers and help spark the breakthroughs that can move our province forward,” said Camp.  https://foundation.ukzn.ac.za/

Praksha Jaga, Associate Director, EY South Africa Tax Businesses in KwaZulu Natal are feeling the effects of constant and interconnected change more sharply than ever. Global geopolitical tensions continue to reshape trade relationships, and supply chains linked to the Port of Durban remain exposed to disruptions that quickly ripple across the province’s manufacturing, retail, logistics and export sectors. At the same time, tax and trade policy in South Africa is evolving at pace, particularly with the introduction of the Organistion for Economic Co operation and Development (OECD) Pillar Two global minimum tax rules. These rules set a 15% minimum effective tax rate for large multinational groups with revenues above €750m, adding new layers of complexity for organisations operating across borders. Technology change, driven by data, automation and artificial intelligence, is also accelerating, altering how businesses of every size operate, plan and compete. Recent findings from the EY Tax and Finance Operations Survey highlight how tax and f inance leaders are responding to this environment. The survey, which gathered the views of 1,600 senior leaders across 30 jurisdictions and 22 industries, points to a clear shift in how organisations are adapting their operating models. Many are integrating generative and agentic AI into core processes to manage geopolitical volatility, respond to evolving trade and tariff regimes and address talent shortages. The sentiment is consistent with what is being observed among KZN businesses navigating export market uncertainty, currency fluctuations and the need for real-time insight to support operational decisions. A notable theme emerging from the survey is that successful organisations approach change as an ongoing condition rather than a sequence of isolated projects. Leaders who treat transformation as a continuing capability are better positioned to make informed adjustments, strengthen resilience and identify opportunities for growth. The same pattern holds true locally, where KZN businesses that have invested in better data, systems and scenario planning tend to be more agile in responding to supply chain bottlenecks, regulatory shifts and the competitive pressures of regional trade. The pace of adjustment is accelerating. More than eight in ten respondents to the survey indicated they are making moderate or significant changes to their business operations – including supply chains – over the next two years, a marked increase from the previous year. Building agility into tax and finance operating models is becoming an important part of this shift, particularly as organisations prepare for the impact of global minimum tax rules and aim to achieve greater transparency, efficiency and accuracy in reporting. Tax and finance teams are also focusing more intently on the foundations that support technology adoption. Leaders recognise that data quality and accessibility influence the value AI can unlock, from forward-looking insights to more automated compliance processes. The South African Revenue Service’s investment in digital systems and Evolving rules, digitalisation and operational pressures are prompting new approaches to agility and decision-making. - Praksha Jaga automation is reinforcing this direction, and interactions with the tax authority are gradually becoming more streamlined as these tools mature. Many organisations continue to explore external support with specialist capabilities in areas such as AI, data and global regulation to help them progress more quickly and manage complexity. This is particularly relevant for KZN businesses participating in international supply chains, cross-border operations or multinational group structures, where regulatory developments can have material operational and financial implications. Across the board, the message is consistent: agility, supported by reliable data, adaptable operating models and a clear understanding of the regulatory landscape, is becoming central to navigating uncertainty. About EY EY operates as a global professional services organisation, working across assurance, consulting, tax, strategy and transactions. Its teams use data, AI and advanced technology to support clients in navigating complex regulatory, operational and market environments. With sector specialists and a connected network spanning more than 150 countries and territories, EY provides coordinated services to help organisations address current challenges and plan for the future. T: +27 31 576 8000 E: praksha.jaga@za.ey.com W: www.ey.com Praksha Jaga, Associate Director, EY South Africa Tax

THE COST OF A BAD ACCOUNTANT Heather Flack, Business Leader, Flair Accounting The wrong accountant doesn’t just cost you fees. They can cost you refunds, trigger penalties and interest, and even break the law. Here’s how to spot the risks and protect your cash flow. Why This Matters Now If you run a business in KwaZulu-Natal, you’re already juggling rising input costs, municipal tariffs, and, at times, no water! The last thing you need is an accountant who quietly drains your cash flow through sloppy work or non compliant fee practices. This article spells out the real world costs and what you can do right now to prevent them. The Refund “Commission” Trap If your accountant proposes taking a percentage of your tax refund as their fee for preparing or ‘fixing’ your return, treat it as a major red flag. South African tax practice standards, shaped by the Tax Administration Act (TAA) and the rules of recognised professional bodies, do not permit contingency fees for routine return preparation or correction. There are very limited exceptions. Contingency fees may be used in formal dispute matters (the objection/appeal process under Chapter 9 of the TAA) or in applications to review a SARS decision under section 9 and even then, a written agreement and professional oversight apply. If someone offers you ‘we’ll take 20–30% of your refund’ for normal return work, that isn’t compliant. Walk away. Bottom line: A legitimate practitioner charges transparent, fixed or time based fees for return work and ensures refunds are paid into your bank account, not theirs. The Price of Messy Books Poor record keeping isn’t just untidy, it’s expensive. Administrative penalties: File late and SARS can levy fixed amount penalties every month a return is outstanding (scaled to income). These add up quickly (R250 – R16,000 per month) plus interest until you file and pay. Interest: Any unpaid tax attracts prescribed statutory interest until it’s settled. Miss a deadline by a few months and you’re not just paying tax - you’re paying for the delay. Understatement penalties: If errors understate your tax, SARS can impose behaviour based penalties (from ‘reasonable care not taken’ to ‘intentional evasion’). Voluntary disclosure can help but only if you act before SARS notifies you of an audit. A quick reality check: Compare your accounting fee for meticulous bookkeeping, with a year of late filing penalties and interest. The saving from doing it right dwarfs the cost almost every time. The Opportunities You Never See (But Pay For) A mediocre accountant doesn’t just make mistakes; they miss legal savings: ■ Choosing the right regime: Qualifying micro businesses might benefit from Turnover Tax; many don’t even get told it exists. ■ Disputes done properly: When SARS gets something wrong, the fix is through Chapter 9 objections and appeals or a section 9 review, not through a risky refund commission. ■ Amazing tax benefits and their relevant requirements like SBCT (Small Business Corporations Tax). ■ Cash flow planning: Aligning VAT cycles, provisional estimates, and payroll submissions avoids the ‘surprise interest bill’ that wrecks month end. Record Keeping: Your Cheapest Insurance By law, taxpayers must keep books and records; generally for five years from the date a return is submitted (longer if there’s an audit, dispute, or specific legislation that requires it). A competent accountant will give you a retention plan, store documents in accessible formats, and be able to put their hands on supporting schedules within minutes. Quick win : Implement a simple retention system today – cloud folders by tax type and month, with bank statements, invoices, payroll reports, and working papers. Future you will thank you. How to spot a risky accountant (and what good looks like) Red Flags ■ ‘We charge a percentage of your refund’ for normal return work. ■ Refunds routed to the accountant’s bank account. ■ Vague engagement letters with no clear roles and responsibilities; no calendar for VAT/PAYE/CIT deadlines. ■ Shrugging at missing documents – ‘we’ll just estimate it’. Green Flags ■ Registered tax practitioner, member of a recognised controlling body, and happy to show it. ■ Clear, fixed/time based fees for return work; written terms for any dispute only contingency arrangements. ■ A five year record keeping checklist and a shared document vault. ■ Proactive reminders, reconciliations, and practical advice you can action next week. A KZN Lens: Durban’s Cash Flow Realities Manufacturers, logistics operators, and retailers around the harbour live or die by cash flow timing. Missed VAT inputs, overdue EMP501 reconciliations, or a bungled provisional estimate can choke operations when you need liquidity most. In this environment, a great accountant is a cash flow partner, not a data capturer. What To Do Now? 1. Review your engagement letters and proposals: Remove any ‘% of refund’ clauses for routine returns. 2. Verify your practitioner: Check registration and professional body membership. 3. Confirm refund banking details: SARS should have your verified bank account on file. 4. Request your own Tax Clearance Certificate: Identify yourself if all is up to date and in order. 5. Set up a retention system: Five year document archive, properly indexed. 6. Book a disputes readiness chat: Understand objections/ appeals and when a section 9 review applies. 7. If you do have compliance issues, fix it before it gets expensive. At the end of the tax year there are only two kinds of costs: the ones you planned for and the ones a bad accountant donates to SARS on your behalf – interest, penalties, and ‘oops, we missed that deduction’. If your books keep throwing surprise parties, it’s not luck; it’s lousy accounting. T: +27 (0)31 207 1572 M: +27 (0)76 555 7529 E: heather@flairaccounting.co.za www.flairaccounting.co.za Heather Flack, Business Leader, Flair Accounting

There is often a perception that the wholesale and retail industry is without workplace hazards and risks and, accordingly, the implementation of health and safety systems is overlooked. However, this is incorrect and there are a number of cases both locally and internationally where employees and customers have been seriously injured whilst working or visiting these premises.   The most common injury is from slips and trips and this could be the result of a spillage or a wet floor following cleaning. Tripping over aisle blockages or slipping on wet floors can happen in even the best-managed supermarkets. Injured customers may turn to the courts to claim damages and in South Africa a recent court judgement found one of the supermarket chains liable to compensate a shopper for damages suffered after she slipped and fell in one of its stores. To this end, it’s important to demonstrate that, as the owner, you weren’t negligent and that you took proper care and that reasonable steps were taken to avoid placing both employees and customers at risk. In these instances, a functional health and safety management system would mitigate risk of liability to the owner.   Managing health and safety in the retail and wholesale sector involves several key steps to ensure the well-being of employees and customers including:   Risk Assessment: Identify potential hazards in the workplace, including manual handling, fire, working from height. Regularly review and update the risk assessments. Training: Provide health and safety training to all employees, covering topics such as safe lifting practices, emergency procedures, and equipment usage. Safe Work Environment: Maintain a clean and organized workspace to minimize accidents. Regularly inspect and maintain equipment to ensure it meets safety standards. Personal Protective Equipment (PPE): Provide necessary PPE such as gloves, safety goggles, and masks where applicable. Ensure employees are trained in their correct usage. Emergency Preparedness: Develop and communicate emergency procedures, including evacuation plans and first aid protocols. Conduct regular drills to ensure everyone knows what to do in case of an emergency. Hygiene Measures: Implement measures to promote good hygiene, such as providing hand sanitizing stations, regularly cleaning high-touch surfaces, and enforcing proper food handling practices where applicable. Employee Involvement: Encourage employees to actively participate in health and safety initiatives by reporting hazards, suggesting improvements and participating in training programs. Compliance: Stay up-to-date with relevant health and safety regulations and ensure compliance with legal requirements. Policies and procedures should be reviewed regularly to reflect any changes in legislation or best practices. It must be remembered that no workplace can be completely risk-free, but understanding major hazards, implementing both physical and administrative controls and fostering an open, learning safety culture provides the store with the best chance of remaining incident-free.   Contact us today to schedule an obligation free gap assessment: BOOK A GAP ASSESSMENT

In addition to claiming a number of celebrity homes, the fires have caused widespread devastation to over 40,000 acres of land, as well as resulted in the loss of lives and displacement of more than 150,000 residents. More than 12,000 structures have been destroyed, including residential properties, commercial buildings and outbuildings. The result is damage estimated to be in the unprecedented region of $135 billion to $150 billion. Although some properties escaped structural damage, property owners are still expected to face considerable losses due to smoke-related damage. Although the assumption may be that insurance cover for property damage of this nature is readily available in the market, and that the homeowners who lost their properties will be covered by insurers, that is not necessarily the case. Impact of the occurrence of wildfires on the insurance industry There is an undeniable upward trend in the occurrence of natural disasters worldwide, as a result of climate change. This has a material impact on the global insurance industry, and the available cover in the market – the result is a corresponding downward trend in policies providing indemnity for climate-related risks. In “high-risk” areas such as Los Angeles, many homeowners seeking coverage against wildfires are increasingly confronted with insurers who are either reluctant to go on risk or will only do so subject to exceptionally high premiums. This creates what has been referred to as a “dual challenge” with wildfire insurance: the increase in insurance premiums and the growing number of non-renewals for policies in high-risk areas. To illustrate, prior to the 2025 wildfires, property owners in the Pacific Palisades (one of the neighbourhoods that has been the most severely impacted) were already experiencing difficulty in finding insurers with an appetite to underwrite fire coverage, as thousands of policies were either cancelled or not renewed due to the area’s exposure to the fire[1]prone Santa Monica Mountains and the high value of the homes situated in the area. As a consequence, it was no longer commercially viable for insurers to underwrite this risk, and cover was either unavailable or sold at exceptionally high premiums so as to essentially transfer some of the risks to the insureds. State Farm, a leading property and casualty insurer in the U.S., notably discontinued coverage for almost 70% of the policyholders within the region of the Pacific Palisades in July 2024. The company decided to stop offering new policies and refused to renew existing ones, leaving many vulnerable homeowners with no choice but to turn to the California Fair Access to Insurance Requirements (“FAIR Plan”). The FAIR Plan is a state managed programme of last resort for California homeowners, which provides basic fire insurance coverage in high-risk areas where traditional companies won’t. Securing coverage through the FAIR Plan comes at a high premium for many homeowners, and the premiums are only expected to increase. Coverage in terms of the FAIR Plan is limited to $3 million in damage protection for residential properties, despite the value of these properties often significantly exceeding this limit. Nevertheless, as at January 2025, the FAIR plan was estimated to have only $377 million available to pay claims, compounding concerns that even a single wildfire could destabilise the program and leave property owners uninsured for the fire damage. Accordingly, the FAIR plan could be faced with a similar scenario to that faced by South Africa’s special risk insurer, Sasria SOC Limited, following the 2021 looting and riots, where government had to intervene to ensure Sasria’s solvency. What does this mean for South Africa? Unaffordable vs Unavailable Cover The issue of damage caused by wildfires extends beyond Los Angeles – in the South African context, one of the most notable incidents of fire damage was caused by the 2017 Knysna fires. These wildfires resulted in indemnified losses in excess of R2 billion, however the result was a steep increase in premiums in the following year. This is, in part, due to global risk-sharing mechanisms involving both local insurers and reinsurers. A consequence of these risk-sharing mechanisms is that escalating losses from events such as the LA wildfires have a ripple effect and may result in higher reinsurance premiums and stricter terms for local insurers. The increase in reinsurance premiums ultimately drives up costs for policyholders, specifically for high-risk policies. If this trend continues (whether it be due to an increased risk of fires, floods, or other natural disasters), the risk is that insurance may become unaffordable, or even unavailable. An example of a scenario where cover for high-risk perils becomes unavailable is seen in the context of grid exclusions imposed in the South African market following pressure by reinsurers. Important Takeaways As the insurance industry adjusts to market trends and an evolving risk landscape, it is important that policyholders understand the nature and extent of their cover, both at the inception of their policy and at subsequent renewals, where exclusions and restrictive conditions may be introduced by insurers (typically as a result of pressure from reinsurers). Questions on coverage and policy conditions should be discussed with the broker. It is also important to understand the limits of indemnity and any policy exclusions or conditions for cover. Although insurance is often considered to be a “grudge purchase” it is important that policyholders ensure they have adequate cover, specifically in the wake of increasing premiums where the reaction is typically to try and reduce premiums by lowering sums insured and limiting the scope of cover. The effect of under-insurance (due to an inadequate declared value) is that insurers could be entitled to apply average depending on the policy terms. Essentially, this means that insurers would only need to provide indemnity for a percentage of the loss, resulting in the insured only being paid out partially for the loss suffered. Practically, an insured should always insure their property at replacement value and not market value at the time to ensure adequate coverage.   Kajal Mulchandani Rona Evans Richard Hoal Should you require advice or assistance, please contact T: +27 (0)31 536 8500 E: rhoal@coxyeats.co.za   revans@coxyeats.co.za   kmulchandani@coxyeats.co.za   W: www.coxyeats.co . Cox Yeats - Business Sense

In the Government Gazette of 14 October 2022, the Competition Commission (the Commission) amended its guideline on small merger notifications (the Guideline). The Guideline comes into effect on 1 December 2022. The Competition Act distinguishes between a small merger, an intermediate merger and a large merger. Large and intermediate merger transactions require mandatory notification and approval by the Competition Authorities before they may be implemented. Small merger transactions do not require mandatory notification, but the Commission may require, within six months of the implementation of a small merger, that such mergers be notified and approved by the Commission. The merger thresholds were last increased in October 2017. A small merger is now defined to be where the target firm has assets, or turnover, of less than R100 million and the combined assets, or turnover, of the target firm and the acquiring firm is less than R600 million. For a large merger, the target turnover, or asset value, must exceed R190 million and the combined turnover, or asset value, must exceed R6.6 billion. In the determination of the thresholds, regard is had not to the actual purchase price but the values as to assets, or turnover, calculated in accordance with IFRS, in the last financial statements of the firm in question. If there has been a material change in the business of the firm not shown in the financial statements, then the IFRS values must be adjusted for such change, in accordance with the methodology used in IFRS. In the Guideline, the Commission states that it is concerned that potentially anti-competitive acquisitions are taking place in the digital or technology markets where the target firm value may be high but the values, as recorded in the financial statements of the target firm, may be below the threshold of R100 million. The Guideline states that small mergers require notification to the Commission in three instances. They are: 1. At the time of entering into the transaction, any of the firms affected by the merger, are subject to an investigation by the Commission 2. At the time of entering into the transaction, any of the firms are respondents to pending proceedings referred by the Commission to the Competition Tribunal 3. The acquiring firm’s turnover, or asset value, exceeds R6.6 billion and: (a) The consideration for the acquisition of the investment exceeds R190 million; or (b) The consideration for the acquisition of a part of the target firm is less than R190 million but effectively values the target firm at R190 million or more. Parties to small mergers which meet the above criteria must inform the Commission, in writing, of their intention to enter into the transaction. The parties must provide sufficient detail on the acquiring and target firms, the proposed transaction and the relevant markets in which the firms compete. The Commission will reply to the parties within 30 business days and inform them whether or not they will be required to notify the small merger to the Commission in the same way as an intermediate merger or large merger is notified. It follows that if the purchase price for the target firm exceeds R190 million or, for the purposes of the transaction, a value of R190 million or more is placed on the target firm, and the acquirer is a large firm with assets, or turnover, in excess of R6.6 billion, then the transaction must be notified to the Commission, even though the financial statements of the target firm, prepared in accordance with IFRS, reflect it having assets, or turnover, of less than R100 million. T: +27 (0)31 536 8512 E: mjackson@coxyeats.co.za W: www.coxyeats.co.za Should you require advice or assistance, please contact Michael Jackson on +27 (0)31 536 8512 email: mjackson@coxyeats.co.za Jason Goodison on +27 (0)31 536 8517 email: jgoodison@coxyeats.co.za Wade Ogilvie on +27 (0)31 536 8527 email: wogilvie@coxyeats.co.za Benjamin Meadows on +27 (0)31 835 3109 email: bmeadows@coxyeats.co.za Kaitlin Morris on +27 (0)31 536 8598 email: kmorris@coxyeats.co.za Savannah Buys on +27 (0)31 835 3134 email: sbuys@coxyeats.co.za Courtney Kantor on +27 (0)31 536 8567 email: ckantor@coxyeats.co.za Michael Jackson - Small merger notifications

## Celebrating Leadership and Innovation: Reflections on KwaZulu-Natal's Business Landscape in 2025 As we conclude 2025 and reflect on another transformative year for KwaZulu-Natal’s business landscape, this December edition of Business Sense offers not just insight but inspiration. At the heart of this issue is our cover feature on Minenhle Dlamini, managing director of Gagasi FM, whose leadership journey embodies resilience, authenticity, and purpose. Minenhle’s philosophy, “Create a culture where everybody feels like they belong,” sets the tone for a publication that honours inclusive leadership and the enduring spirit of entrepreneurship. We celebrate the leaders shaping our province’s economic future. From reflections on the R100.1 billion in investment commitments announced at the KZN Investment Conference 2025, signalling a new era of growth, to a powerful tribute to industry stalwart Henk Duys, whose lifetime of dedication has left a legacy in the metals and engineering sector, this edition showcases excellence in action. As businesses navigate increasingly complex around women in business and community advancement. environments, our contributors offer timely guidance on issues ranging from global tax reform, workplace grievances, and the true cost of poor accounting, through to payroll innovation and the importance of strong partnerships in business and in education. We also explore the importance of reinvention, and the enduring value of integrity and long-term vision. This month, we proudly highlight the grand finale of the KZN Top Business Women 2025, a celebration of leadership, courage, and impact that continues to shape conversations We are also proud to bring you our new brand – Motor Sense through which we will explore a variety of vehicles on our roads. As we enter the festive season, this edition encourages reflection, gratitude, and renewed ambition. May you be inspired to lead with heart, approach challenges with boldness, and continue building a future defined by opportunity, resilience, and shared purpose. Wishing all our readers a peaceful and prosperous start to 2026.  Cover Photo: Minenhle Dlamini, Managing Director at Gagasi FM

Forestry remains one of South Africa’s most demanding and high-risk sectors, shaped by challenging terrains, unpredictable weather and intensive manual labour. For the thousands of employees and contractors working in the South African Forestry industry, safety is not simply a protocol, it is a discipline that underpins every decision, every shift and every task in the field.   The sector’s risk profile is well recognised internationally. According to the International Labour Organization (ILO), forestry harvesting activities account for between 38% and 90% of all accidents reported in global forestry operations. In South Africa, the national forestry and logging workforce increased from 36 767 employees in 2019 to 39 087 in 2023, according to Statistics South Africa’s Quarterly Employment Statistics (QES). These figures illustrate the urgent need for proactive safety cultures that evolve in line with industry pressures, rural contexts and environmental volatility.   Against this backdrop, Sappi Forests has recorded a year of encouraging progress across its operations. Regional teams in KwaZulu-Natal and Mpumalanga collectively reached several record-setting lost-time injury (LTI) free milestones, reflecting a deepened culture of care, where open communication, leadership engagement and continuous improvement builds commitment. In regions such as the Zululand Coastal, KZN South, KZN Midlands, Highveld, Barberton and Ngodwana areas, teams have achieved multi-million-hour periods without LTIs, demonstrating what is possible when safety becomes embedded in day-to-day behaviour rather than limited to compliance checklists.   “These milestones are a reflection of what happens when safety becomes part of the culture, not merely a requirement,” says Duane Roothman, Vice President of Sappi Forests. “It is about leadership, accountability and the confidence to speak up before something goes wrong and preferably before it goes wrong.”   Sappi Forests attributes much of its progress to an evolving approach that combines targeted behaviour-change programmes with strong on-the-ground leadership. One of the most influential of these is the STBA (Stop and Think Before You Act) programme, a behavioural-safety initiative designed specifically for rural, multilingual teams. Using relatable storytelling and clear reflection prompts, the programme encourages workers to pause and assess risks before acting, helping bridge language and barriers that often affect frontline safety communication. By combining expert technical insight with on-the-ground engagement across our forestry operations, Sappi was able to co-create a practical behaviour-change solution. Through active listening and incorporating feedback from the workforce throughout the process, the initiative fostered early ownership and embedded the principles of accountability and care from the outset.   Daily engagement practices have also strengthened safety ownership. The “Safety Walk, Safety Talk” method has been rolled out across operations to ensure that safety conversations become part of routine interaction between supervisors, employees and contractors. These engagements are designed not only to identify risks in real time, but also to foster shared responsibility in both workplace and home environments.   Leadership development continues to form another cornerstone of Sappi’s safety efforts. Through values-based interventions and reflective leadership sessions, operational leaders are supported in creating environments where safety conversations are encouraged, lessons are openly shared and vigilance is promoted at every level of the organisation. This culture is further reinforced by Sappi’s eight Life-Saving Rules, clear and non-negotiable standards developed through years of incident analysis, aimed at ensuring that both routine and high-risk activities are carried out safely and consistently.   “Safety is not a static concept, it evolves with our people, our environment and our industry,” says Roothman. “We are committed to ensuring that every one of our teams feels supported, equipped and empowered to work safely. Recognising lead indicators remain paramount in driving continuous improvement and guides proactive interventions, as much as positive reinforcement of the correct behaviour builds confidence and accelerates culture change. The success of behaviour based safety culture, is very visible when the same culture starts gaining traction at home and in communities.   As global forestry shifts toward increased mechanisation, climate resilience and integrated safety systems, South Africa’s sector is under renewed pressure to adopt future-focused approaches. Recent findings from the FAO, ILO and UNECE report, Occupational Safety and Health in the Future of Forestry Work, call for the industry to strengthen behavioural safety, embed continuous learning and invest in technologies that reduce manual risk exposure.   For Sappi Forests, the progress of the past year reflects meaningful steps forward, but not a finish line. At the core of a dedicated safety philosophy is a simple principle that everyone can relate to: every employee should return home safely at the end of each day. Sappi is firm in its view that zero accidents is a very attainable goal, achieved through shared responsibility, consistent awareness and unwavering personal commitment.   “At Sappi Forests, we have learned that safety is never a destination,” Roothman concludes. “It is a daily commitment shaped by accountability, reflection and shared responsibility. While we are proud of what our teams have achieved, we remain focused on doing more, because when safety becomes a shared value across the industry, everyone benefits.”

The 2025 Suzuki Jimny 5-door has garnered significant attention in the automotive world, earning praise for its exceptional off-road abilities, distinctive rugged charm, and increased practicality due to its expanded cabin space and additional doors. Despite these advantages, some reviewers note that the vehicle's on-road refinement falls short, with a less impressive engine and occasional instability at higher speeds. Real-World Experiences and Popularity Throughout the past week, I had the opportunity to drive the Suzuki Jimny 5-door and observe how it is received in everyday settings. Although it may not suit everyone's preferences, its appeal is broader than many might expect. When I brought the car home, my tenants were immediately drawn to it; for some, the Jimny is the ultimate dream car, symbolising aspiration and admiration. This sentiment was shared by both individuals and couples, highlighting the vehicle's diverse fan base. Attracting Attention Across Demographics My experiences extended beyond the home environment. I took the Jimny to various places, including the KZN Top Business Women event at the Radisson's Durban Umhlanga. The car consistently attracted attention in public spaces, particularly among women, who were notably impressed by its design and character. While the Jimny's four-door configuration and strong off-road capabilities are often emphasised, its true appeal seems to lie in its ability to connect with a wide range of admirers, regardless of technical specifications. Personal Testimonials The Jimny's popularity was further underscored when my daughter arrived from Cape Town for the KZN Top Business Women event. She was instantly captivated, declaring the Jimny to be her dream car. This personal endorsement, especially from successful women and professionals, reinforces the idea that the Jimny holds a unique allure that resonates strongly with many, particularly women. Conclusion In summary, the 2025 Suzuki Jimny 5-door stands out for its unmatched off-road capability, rugged appeal, and practical enhancements. While it may not be the most refined choice for highway driving, its charm and desirability are clear, extending beyond technical features to connect emotionally with a broad spectrum of individuals. The Jimny's intangible qualities make it a highly sought-after vehicle, admired by many for reasons that go beyond mere specifications. The 2025 Suzuki Jimny 5-Door: A Comprehensive Review - Grant Adlam