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In South Africa, a crime happens, within minutes, hundreds of people know about it. But no one is actually responding. An incident occurs, a robbery, a hijacking, a medical emergency, within minutes it’s all over WhatsApp. Voice notes. Photos. “Be on the lookout.” Locations. Opinions. Panic sets in. Everyone knows. But here are two questions that no one asks: 1. Has anyone formally reported it? 2. Who is responding? We see this every day. By the time an incident reaches a control room or an actual responder, it has often already done the rounds on multiple WhatsApp groups. In some cases, the public knows about the situation before any structured response has even been activated. T hat’s a massive shift from how things used to work and should work. We’ve gone from a world where incidents were reported, to one where they are broadcast, and they are two very different things. Don’t get me wrong, WhatsApp groups have value. They create awareness. They help communities stay connected. In some cases, they absolutely do assist in preventing crime or spreading urgent information quickly. But they have also created a dangerous grey area, because awareness can feel like action, but it isn’t. What tends to happen: ■ Ten people share the same incident. ■ Five people assume someone else has already called it in. ■ Three versions of the story start circulating. And in the meantime, no coordinated response has been triggered. Or worse, the response is delayed because the information coming through is incomplete, inaccurate, or duplicated. Another very real problem is that many of these messages are forwarded repeatedly without any form of verification. In some cases, the information being shared is already hours, even days old. Responders can end up being dispatched to incidents that have long since passed, while real, current emergencies are happening elsewhere. That misallocation of resources doesn’t just waste time, it can cost lives. Meanwhile, the clock is ticking. In our world, minutes matter. Minutes cost lives. Here’s the reality, from a response perspective: ■ A message doesn’t dispatch help. ■ A voice note doesn’t coordinate a team. And a WhatsApp group doesn’t take responsibility. It just spreads information, and information without action doesn’t solve the problem. This inactivity is where a lot of people get caught out. There’s this underlying belief that being part of a few active WhatsApp groups means you’re covered. That if something happens nearby, you’ll know about it quickly, and that somehow that translates into safety. It doesn’t. Far from it. Knowing something is happening and being able to do something about it immediately are two completely different things. So what should people be thinking about? ■ First: WhatsApp is not a response plan, it’s an awareness tool. ■ Second: Someone needs to be responsible for triggering action, not just sharing information. ■ Third: You need a system that holds accountability and connects directly to verified responders who can act immediately. Because when something goes wrong, you don’t need more messages, you need qualified response. I’m not saying these community or crime groups should disappear, they’re part of the reality we operate and live in now. But they need to be seen for what they are: a point of awareness, not the solution to the problem. The real shift that needs to happen is closing the gap between hearing about an incident and doing something about it. Because that gap is where lives are at risk. And it’s not only the lives of the victims, but also the risk to untrained civilians who run into situations they are not equipped to deal with. These situations can go very wrong, very quickly, leaving families without a husband or a father. Be the eyes and ears. Collect information. Verify it. Report it. Leave the response to qualified professionals, there are no dead heroes. We live in a time where information travels instantly, but safety has never been about who hears first, it’s about who responds first Systems such as Mobi Claw911 have been designed, using a combination of digital technology, trained operators, and boots on the ground, to effectively verify information, formally report incidents, and coordinate responders to ensure incidents are dealt with properly. That’s your food for thought this month. Maybe it’s time your company implements a formal reporting solution. T: +27 (0)31 109 1888 E: care@mobiventures.co.za W: www.mobiventures.co.za www.kzntopbusiness.com Click on the images to "Read the Full Article".

I must give credit to Dr John Demartini for the quote in the headline. The first time I heard it, it stuck. Because if we’re honest, most of us have experienced this. You withdraw cash at the start of the day or weekend, and by the end of it, your wallet is empty. No real idea where it went. No receipts. No clarity. In today’s world, it’s even easier to lose track. We tap to pay with cards, phones, and watches. The convenience is great, but the awareness is often gone. And with that, budgeting has become less disciplined, even though we have more tools available than ever before. This article might be exactly what you need to hear. Or perhaps someone in your team needs it. There is nothing harder than trying to perform at work while carrying the mental load of financial pressure in the background. So if this resonates, share it. From Business Profit to Personal Wealth The focus of my work is helping businesses become profitable and work without the owner. But something I see often is this: ■ As the business grows, the  owner’s personal wealth does not. ■ In some cases, revenue increases, but cash flow remains tight and the owner is still under pressure. Which is why this month, I want to shift the focus slightly. Not just business performance. Personal financial discipline. Because you can have all the investment strategies in the world, but if you don’t have surplus cash, you cannot invest. Businesses are powerful wealth generators because they produce cash that can be invested into property, shares, or other assets. But only if you manage it well. A Proven Starting Point A simple framework I like is Dave Ramsey’s ‘7 Baby Steps’: 1. Start by saving up a small emergency fund 2. Pay off your debts using the ‘Debt Snowball’ method (see above) 3. Build a fully funded emergency fund (ideally sufficient to cover three to four months living expenses) 4. Invest 15% of your income every month 5. Save for your children’s education 6. Pay off your home early 7. Build wealth and give back/ pay it forward You will tailor this depending on your circumstances, but at its core, it’s about structure, discipline, and momentum. Practical Financial Habits worth Reviewing ■ Are you working from a monthly personal budget, updated regularly? ■ Are you clear on exactly what your monthly living costs are? ■ Have you recalculated your personal ‘break-even’ recently? ■ Are you tracking where your money actually goes each month? ■ Many banks offer budgeting tools and apps. But tools don’t build wealth. Discipline does. A Few Additional Principles Here are a few simple but powerful ideas to consider: ■ Pay yourself first. Don’t save what is left over. Save first, then spend what remains. ■ Set a clear investment target and track it monthly. ■ Get a second set of eyes. A coach, advisor, or financially disciplined friend can add accountability. ■ Separate your wealth. Use dedicated, separate accounts, and even register a separate ‘YOUR NAME Wealth Fund” entity, to house your investments. ■ Automate where possible. Debit orders into savings or investment accounts remove decision fatigue Your ‘Freedom Day’ The ‘Millionaire Maker’, Loral Langemeier, teaches a concept called your ‘Freedom Day’. Work out exactly what you need each month to cover your personal expenses. Rent or bond, school fees, groceries, transport, insurance. Then ask yourself: At what point will that number be covered by passive income? Rental income. Dividends. Investments. Business distributions. The day that happens is your Freedom Day The day you work because you choose to, not because you have to. That is a powerful goal. Interestingly, the same principles apply in business. The businesses that succeed long term are not the ones with the best ideas, but the ones with the best structure, discipline, and visibility over their numbers. Whether it’s your personal finances or your business performance, clarity followed by consistent action is what creates results. Final Thought If you can’t manage a small amount of money well, it is unlikely that more money will fix the problem. It will simply amplify it. The discipline of managing your personal finances builds wealth, reduces stress, and allows you to show up better in your business and life. If you would like help with budgeting tools, accountability, or simply want to have a conversation about how to strengthen this area of your life, reach out. It would be a pleasure to connect. To your success, Trevor Clark. T: +27 (0) 31 266 2258 E: mastery@actioncoach.com W: www.mastery.co.za www.kzntopbusiness.com Click on the images to "Read the Full Article".

Efforts to implement cost reflective electricity tariffs gained momentum as municipalities across KwaZulu Natal convened to explore sustainable pricing models and strengthen financial and operational performance. The two-day Electricity Cost Reflective Tariff Summit, held at the Durban International Convention Centre in March, was hosted by the KZN Department of Cooperative Governance and Traditional Affairs (COGTA) in partnership with eThekwini Municipality’s Municipal Institute of Learning. The summit brought focus to the pressures facing municipalities as rising bulk electricity costs continue to strain systems. These challenges are compounded by ageing and unreliable infrastructure, increasing non technical losses, affordability challenges, and regulatory requirements, all of which threaten the sustainability of electricity delivery across the province. More than 20 municipalities joined experts from the National Energy Regulator of South Africa, Eskom, and National and Provincial Treasury for practical, solutions-driven discussions aimed at creating fair, sustainable electricity tariff structures. Director of the eThekwini Municipal Academy Professor Mpilo Ngubane said the summit marked a turning point for KwaZulu-Natal’s electricity landscape. “This collective effort opens the door to practical solutions that can stabilise electricity services, strengthen infrastructure, and improve revenue management,” he said. The engagement paved the way for deeper discussions on tariff modelling, understanding cost drivers, reducing technical and non-technical losses, meeting regulatory expectations, and improving long-term planning. Delegates explored methods, tools, and strategies to support financially stable electricity departments while safeguarding vulnerable households and ensuring essential services remain accessible. There was an urgent call for stronger collaboration between energy experts, municipalities, and COGTA to reinforce governance, build capacity, and drive a unified approach to stabilising the electricity sector. This partnership is essential to ensuring a more reliable, affordable, and sustainable electricity future for all communities. www.durban.gov.za www.kzntopbusiness.com Click on the images to "Read the Full Article".

In South Africa, mining remains a cornerstone of the economy. In fact, government figures show that mining added about R451 billion to the economy in 2024. This equates to about 6% of the country’s GDP, but mining’s influence on South Africa’s economy goes far beyond the direct value it produces. The industry’s operations, spending, and export activities support and amplify economic activity across the country, with some estimating that the sector’s real contribution to the economy stands at well over 10% of GDP. This is why Financial Intelligence Centre Act (FICA) compliance carries so much weight. Mining is not just another regulated sector; it is a systemically important one because weaknesses in customer due diligence, transaction monitoring, and reporting can expose the broader financial system to significant risks. The scale of transactions, reliance on contractors and suppliers, and frequent cross-border flows make mining particularly vulnerable to financial crime risks, such as money laundering, bribery, and illicit payments. These risks aren’t only posed by external actors; mining companies also carry a crucial responsibility to thoroughly vet their own employees to ensure that they have no links to illicit activities. By proactively screening staff, companies can detect potential risks before employees gain access to sensitive areas, significantly reducing the likelihood that criminal syndicates could exploit them to launder money or illegally trade in minerals. Imagine a mining operation extracting platinum in South Africa. On paper, everything seems normal. But a single employee with ties to criminal syndicates can create major vulnerabilities. This individual could facilitate the purchase of platinum using illicit funds or manipulate transactions to channel money through the company, effectively masking its origin. The metal is then exported to overseas markets, often through complex networks of shell companies or opaque trading partners. Once sold, the proceeds appear as legitimate revenue, and the mining company unknowingly becomes part of a broader money laundering chain. This scenario highlights why strict FICA compliance measures are essential to prevent major operational and reputational threats. Why Compliance Matters In mining, fraud impacts more than finances; it can also undermine strategic goals and the company’s reputation. Incidents like the one described above can lead to regulatory penalties, loss of operating licences, investor concerns, and the erosion of stakeholder trust. This is why strong internal controls, comprehensive compliance frameworks, and continuous monitoring are essential in modern mining operations. Here are critical factors for mining companies to consider: 1. Conduct customer identification and verification: Conduct Know Your Customer (KYC) procedures for all clients,suppliers, and contractors. This means verifying identities using valid official documents (ID, passport, or company registration documents) and identifying and verifying the beneficial owners of corporate clients. 2. Keep comprehensive records: Maintain records of all transactions, accounts, and client identification documents for at least five years and ensure documentation is easily accessible. 3. Take a risk-based approach: Conduct risk assessments for clients, transactions, and geographic areas and apply enhanced due diligence (EDD) for high-risk clients, such as politically exposed persons (PEPs) or clients from high-risk countries. 4. Focus on suspicious and unusual transaction monitoring: Establish systems to monitor unusual or suspicious activity, including large payments, offshore transfers, or irregular payment patterns. Should anything come up, be sure to report these transactions to the FIC within prescribed timelines. 5. Run training and awareness programmes: Train employees regularly on FICA compliance obligations to ensure that staff can recognise suspicious behaviour. 6. Implement clear compliance policies and procedures: Written FICA compliance policies and procedures are a must. 7. Keep third-party and supplier compliance in mind: All suppliers, contractors, and intermediaries must also comply with FICA requirements, where applicable. Additionally, be sure to conduct due diligence on joint venture partners and other business partners. 8. Prioritise ongoing monitoring: It is essential to continuously monitor client relationships and transactions for changes in risk profile and update client information periodically, especially for high-risk clients. 9. Establish AML governance, cross-border transactions, a nd cash handling policies: Mining companies should establish strong anti-money laundering (AML) governance by appointing a compliance officer, conducting internal audits, and ensuring board and management oversight of FICA compliance. Additionally, miners must exercise caution with international and cross- border transactions, establish clear procedures for handling large cash transactions and be aware of reporting thresholds to remain fully compliant. Across mining, FICA compliance can no longer be viewed as a regulatory obligation, it is a critical safeguard that strengthens governance and improves transparency across the value chain. But conducting customer and supplier due diligence, monitoring transactions for unusual or suspicious activity, and maintaining accurate records is time-consuming. With an automated verification, onboarding, and compliance application, like VOCA from SW360, accountable institutions can meet their FICA obligations with very little manual effort. Automated compliance tools improve efficiency, enhance accuracy, reduce human error, and provide real-time monitoring and reporting, helping companies stay fully compliant while freeing teams to focus on more strategic risk management. For more information contact: Monica van der Spuy M: + 27 (0)71 685 6476 E: monica@ginjaninja.co.za W: www.searchworks.co.za www.voca.co.za www.sw360.co.za www.kzntopbusiness.com Click on the images to "Read the Full Article".

The eThekwini Municipality, through Invest Durban, is reinforcing Durban’s position in the global superyacht industry through its participation in YARE – Yachting Aftersales & Refit Experience 2026, currently taking place in Viareggio, Italy. Recognised as one of the most important international platforms dedicated to the superyacht refit and aftersales sector, the event connects shipyards, captains, yacht managers and marine service providers through structured networking meetings, technical discussions and industry forums focused on innovation, sustainability and the future of yacht servicing. Building On Durban’s Strong Presence In 2025 Durban’s presence at the 2026 event builds on the momentum established during YARE – Yachting Aftersales & Refit Experience 2025, where Invest Durban played a highly visible role in promoting the city as a strategic superyacht destination. During the 2025 event, Invest Durban sponsored the prestigious gala dinner, one of the key networking highlights of the programme, bringing together superyacht captains, shipyards and global industry leaders. The sponsorship provided a unique opportunity to position Durban within high-level industry discussions and to showcase the city’s potential as a marine services hub. In addition to the sponsorship, Invest Durban’s brand presence was prominently displayed through event banners and promotional material, significantly enhancing the city’s visibility among international participants attending the event from across the global yachting industry. Advancing International Investment Partnerships A key outcome of the 2025 engagement was the signing of a mutual Letter of Intent (LOI) aimed at fostering cooperation and promoting foreign direct investment opportunities into Durban’s marine sector. The agreement focuses on attracting investment from international superyacht builders, refit specialists and global marina developers, supporting Durban’s ambitions to expand its maritime infrastructure and strengthen its role within the international superyacht ecosystem. For Durban, this partnership represents an important step toward developing world-class facilities that can support visiting superyachts through refit, repair and maintenance services while also creating opportunities for marina development and associated tourism infrastructure. Positioning Durban Within The Global Refit market The superyacht refit sector continues to experience strong global growth, representing a significant portion of industry activity and offering opportunities for cities with the right infrastructure, technical skills and strategic location. Durban’s geographic position along key Indian Ocean cruising routes, combined with the capabilities of the Port of Durban, provides a strong foundation for developing a competitive superyacht servicing ecosystem in the southern hemisphere. T hrough participation in YARE – Yachting Aftersales & Refit Experience 2026, the Invest Durban delegation is actively engaging with global industry leaders to: ■ Promote Durban as an emerging superyacht refit and maintenance destination ■ Strengthen partnerships with international shipyards and marine service providers ■ Encourage foreign direct investment in marina infrastructure and marine manufacturing ■ Position Durban as a gateway to the African and Indian Ocean yachting markets Strengthening Durban’s Ocean Economy Participation in international platforms such as YARE – Yachting Aftersales & Refit Experience forms part of eThekwini Municipality’s broader strategy to grow the city’s ocean economy and attract global investment into the maritime sector. By building strategic relationships with industry leaders and investors, Durban aims to unlock new opportunities for marine manufacturing, tourism development, skills transfer and job creation. As the global superyacht industry continues to expand, Durban’s engagement with YARE demonstrates the city’s commitment to strengthening its position as a competitive maritime destination and a future hub for superyacht services in the Southern Hemisphere. www.kzntopbusiness.com Click on the images to "Read the Full Article".

For the first time in years, South Africa’s national budget delivered more relief than pain. Here is what changed, what it costs, and what it means specifically for businesses operating in KwaZulu-Natal. The Relief Nobody Expected There are many owners of mid sized businesses in KZN. For the past three years, the budget speech has been something everyone dreaded rather than watched. Tax bracket freezes. VAT uncertainty. Load-shedding headlines. But this year, we were not disappointed. Finance Minister Enoch Godongwana, delivering the budget on 25 February 2026 from Parliament in Cape Town, declared this to be South Africa’s ‘important turning point.’ The numbers back him up. For the first time in 17 years, government debt will stabilise and begin to fall. South Africa has been removed from the Financial Action Task Force grey list. The country has secured its first sovereign credit rating upgrade since 2009 For KZN business owners, however, the real story is in the specifics – and there is more to celebrate than the headlines suggest. T here were many more positive tax changes applied in the budget this year, too many to cover here, so let’s focus on the numbers that matter most right now. 1. The VAT Threshold – Doubled The single most impactful change for small and growing businesses is one that attracted almost no media controversy: the compulsory VAT registration threshold has been raised from R1 million to R2.3 million in annual turnover. This threshold had not meaningfully changed in years, leaving small operators burdened with VAT compliance costs long before they could afford dedicated financial staff. In practical terms: if your business turns over between R1 million and R2.3 million a year, you no longer need to register for VAT unless you choose to. That means reduced administrative overhead, simpler bookkeeping, and more bandwidth to focus on growth rather than compliance. For KZN’s large base of township enterprises, tradespersons, and early-stage manufacturers, this is substantive relief. 2.Personal Tax Brackets For the first time since the 2023/24 fiscal year, personal income tax brackets have been adjusted upward in line with inflation. This may sound technical, but its effect is immediate: workers keep more of their pay rises rather than silently sliding into higher tax brackets. T he tax threshold for a person under 65 rises to R99,000. This matters for business owners in two ways. First, owner managers drawing salaries benefit directly. Second, employees across KZN’s hospitality, retail, and logistics sectors will see slightly more disposable income – which flows back into consumer spending. After years of bracket creep quietly eating purchasing power, this adjustment arrives at a critical moment for the province’s consumer-facing businesses. 3. Infrastructure Spending The budget commits to public sector infrastructure spending exceeding R1 trillion over the medium term. Provinces and municipalities receive R217.8 billion and R205.7 billion respectively, while state-owned entities account for R577.4 billion. Transport and logistics take the largest share, alongside water, energy, and municipal services. T he minister also confirmed that final municipal public-private partnership regulations will be published by 30 June 2026, reopening a funding channel that has been dormant for years. For KZN contractors, engineers, and logistics operators, this represents a pipeline of real opportunity – provided implementation matches allocation. KZN ‘Under Construction’ National numbers tell part of the story. The KZN-specific picture is equally compelling. Just two days after Godongwana’s speech, KZN Premier Thami Ntuli delivered his State of the Province Address, describing the province as ‘under construction.’ He outlined a R127.3 billion infrastructure programme spanning eight districts – one of the most substantial coordinated provincial infrastructure commitments in recent memory. Newcastle, Dundee, Utrecht, and Ladysmith are among the northern towns in the frame, alongside projects across uMgungundlovu, King Cetshwayo, uMkhanyakude, and the eThekwini Metro. The numbers attached to KZN’s healthcare upgrades are notable for local businesses with medical sector interests: Inkosi Albert Luthuli Hospital (referenced directly in the national budget speech), Grey’s Hospital in Pietermaritzburg (R150 million expansion), Ngwelezane Hospital in King Cetshwayo (R63 million), and Mosvold Hospital in uMkhanyakude (R200 million). Where hospitals are built and expanded, supporting supply chains follow. KZN Finance MEC Francois Rodgers, meanwhile, tabled a R168.2 billion provincial budget for 2026/27, anchored on the Provincial Financial Recovery Plan. The province’s economy is projected to grow by 1.5 per cent in 2026, rising to 1.6 per cent in 2027, supported by infrastructure investment, private sector participation, and improved energy stability. One cloud on the KZN horizon: T he foot-and-mouth disease outbreak in the province. Both the national and provincial budgets acknowledge this as a live risk to agricultural and export activity. Businesses in the agricultural supply chain, particularly in the Midlands and northern KZN, should monitor the situation closely. The R1.5 billion added to the provincial roads’ maintenance grant – specifically to fund damage from disasters between April 2024 and June 2025 – is also directly relevant. For logistics operators navigating KZN’s battered road network after recent flooding, this allocation signals material improvement ahead. Movement of goods matters enormously along the N3 corridor and to the Port of Durban. What Costs More in 2026 No budget is purely good news. KZN business owners should plan for the following increases: 1. Fuel levies rise by 9 cents per litre for petrol and 8 cents per litre for diesel — in line with inflation, and the lowest increase in recent memory, but real nonetheless. 2. Excise duties on tobacco and alcohol increase in line with inflation. Relevant for hospitality, retail, and entertainment sectors. 3. Carbon tax entered Phase 2 from January 2026, with theheadline rate rising substantially. Businesses with significant emissions exposure should review their compliance positions urgently. Provisional taxpayers should note a tightened framework: the R1 million cap for relying on historical estimates rather than current ones rises to R1.8 million, and timely payment is now required to avoid underestimation penalties. The Bottom Line South Africa’s 2026 Budget will not be remembered as the budget that solved everything. Growth is projected at 1.6 per cent – above last year’s 1.4 per cent, but far short of what is needed to drive meaningful employment. Debt is stabilising, not disappearing. Logistics bottlenecks and municipal service failures remain structural challenges. But the direction of travel has changed. The policy environment is more predictable. Credit conditions are easing. KZN is receiving substantial investment in its physical backbone. And small businesses, the engines of this province’s economy, are receiving genuine tax relief for the first time in years. The question for KZN business owners is not whether the budget was good enough but are they positioned to move? E: heather@flairaccounting.co.za www.kzntopbusiness.com Click on the images to "Read the Full Article".

South Africa’s annual increases to the national minimum wage are intended to promote fair pay and reduce inequality. For contractors and project owners, however, these increases can have significant cost implications during the life of construction projects. The National Minimum Wage Act 9 of 2018 (NMWA) came into effect on 1 January 2019 and applies to employees across all sectors. In accordance with section 6 of the NMWA, the national minimum wage is reviewed annually to meet its objective to advance economic development and social justice. Each annual increase, therefore, has both social and commercial consequences, particularly in labour-intensive industries such as construction. In accordance with the annual review, South Africa’s minimum wage has increased again, bringing some relief to construction workers and other low-income employees across the country. From 1 March 2026, the national minimum wage increased from R28.79 to R30.23 per hour, representing roughly a 5% increase. For many workers in the construction sector,particularly general labourers and entry-level or unskilled workers, this new rate sets the legal minimum that must be paid for every ordinary hour worked. Paying below the national minimum wage is a contravention of the NMWA. Workers earning below the current ministerial threshold of R261 784.45 per annum may refer to a dispute with the CCMA concerning the failure to pay any amount in terms of the NMWA. Claims for the recovery of unpaid amounts are arbitrable in terms of section 73A of the Basic Conditions of Employment Act 75 of 1997 (BCEA). Employers may apply for an exemption from paying the national minimum wage in terms of section 15 of the NMWA. A contractor may be able to recover additional costs caused by a minimum wage increase after the submission of its tender, but this will depend on the form of contract used and the specific provisions dealing with changes in legislation or statutory costs. T he standard form building contracts used by contractors in South Africa – being the JBCC, GCC, NEC3 and FIDIC suite of contracts generally allow contractors to claim additional costs when there is a change in legislation that affects the cost of the works. Under the JBCC, a claim for a national wage increase would be made under the expense and loss clause (clause 26.5 and 26.6), with specific reference to the obligation to comply with the law (clause 2.1). Under the GCC, a claim for a national wage increase will be dealt with as an adjustment to the contract price due to changes in legislation, with specific reference to clauses 4.3.1 and 10.1. Regarding the NEC3, clauses 16.1 and 60.1 can be invoked to make a compensation event, provided that Secondary Option X2 has been agreed to. In respect of the FIDIC suite of contracts, the contractor can claim additional costs resulting from new laws or amendments to existing laws by relying on clauses 1.13 and 20.1. However, to be paid the additional costs, contractors must ensure that they follow the notice and claim procedures in each contract. Failure to do so will most likely result in the claims being time-barred. In the construction industry, wages may also be determined through bargaining in collective agreements or sectoral determinations, which, if applicable, set minimum conditions and pay rates for specific job grades or regions. T hese agreements may require employers to pay higher wages than the national minimum wage, depending on the relevant industry agreement. Workers being paid below these minimums may seek relief in terms of section 73A of the BCEA if they earn below the ministerial threshold. For contractors, the annual adjustment to the national minimum wage is more than a compliance issue. It can directly affect tender pricing, project budgets and the financial viability of long-term construction contracts. Contractors should therefore carefully review their contracts, monitor legislative changes and ensure that notice requirements are met when wage increases affect project costs. Failing to do so may mean absorbing labour cost increases that could otherwise have been recovered under the contract, placing additional f inancial pressure on construction projects.  For more information W: www.coxyeats.co.za www.kzntopbusiness.com Click on the images to "Read the Full Article".

On 2 March 2026, Rio Tinto approved the Richards Bay Minerals Zulti South project, which is expected to ‘extend the mine’s life to 2050 and ensure RBM’s operational continuity for years to come’. The project was originally suspended in January 2020, but now with restrictions lifted, this $473 million investment serves as a new venture for Richards Bay Minerals (RBM). RBM currently operates within the Zulti North lease area, which includes a mineral separation plant and smelting facility. As the orebody at Zulti North declines, Zulti South is important to RBM for maintaining a stable supply of zircon, rutile, and ilmenite and supporting titanium dioxide sales over the life of the mine. Zulti South is a project that is expected to be key in retaining the operations for Richards Bay Minerals to 2050. The China Harbour Engineering Company has been appointed to work on the engineering, procurement and construction on the project, with an estimated start during the first quarter of 2026 and construction is estimated to take 30 months to complete, with the start of commercial production expected to begin at the 4th quarter of 2028. Rio Tinto states that the choice for the China Harbour Engineering Company was due to their proven track record of previous successful partnerships with Rio Tinto, mentioning the Simandou project in Guinea. “The decision to proceed also reflects improved security conditions and strengthenedcommunity partnerships,” Richards Bay Minerals managing director Werner Duvenhage said. The project aims to construct many structural components, including two pipe bridges, a 220m long structural steel bridge with a 60m main span and a 72m long precast, and a prestressed beam deck able to withstand heavy loads. The vice president of China Harbour Engineering Company, commented, “We are honoured to be chosen as Rio Tinto’s strategic execution partner for Zulti South. Our relationship is founded on trust, performance, and shared values. We are committed to delivering a project that strengthens RBM’s future and benefits local communities.” www.riotinto.com www.kzntopbusiness.com Click on the images to "Read the Full Article".

Health & Safety is a universal language: “What goes up must come down.”  Wheth er you are ascending or descending a ladder in South Africa or anywhere else in the world, the risks remain the same. The Occupational Health & Safety Act and its regulations help employers to manage these risks and are not designed to complicate operations. Instead, they exist to protect employees, reduce risk, and safeguard your business. Once this mindset becomes part of your daily operations, Department of Employment and Labour (DEL) inspections become routine and uneventful, with minimal findings, especially if you are mentally prepared for them. While there is a lot of negativity and misunderstanding surrounding these inspections, most of it is unfounded. The reality is simple: If you comply with the required legislation, you have nothing to fear. We’ve simplified it into three clear steps. Step 1: Understand What the DEL Is Looking For The DEL’s goal is to verify that employees are working in a safe, comfortable, and wellmanaged environment. This can be achieved by ensuring that the following basic, universally accepted requirements that the DEL will look for, are in place: ■ Clean, adequate changing rooms, seating, and sanitation facilities suitable for the number of employees ■ Personal lockers capable of securely storing personal belongings ■ A canteen or dining area that is free from dust, smoke, chemical contamination, or production-related hazards ■ Basic warm running water for handwashing These are reasonable, minimum expectations. Without these facilities, a contravention notice is almost guaranteed, and rightly so.  Step 2: Ensure All Required Documentation Is Current and Available Inspectors request documentation to confirm that your organisation understands its risks and manages them effectively. They are looking for evidence that: ■ Hazards and risks have been identified and assessed ■ Competent persons are appointed to supervise and manage potential risk ■ Risk mitigation measures and controls are in place ■ Emergency preparedness and incident management processes are established and supported by trained personnel The documents below form the foundation of your safety management system and are therefore the minimum documentation required. You may be asked to provide them before or on the day of inspection, irrespective of whether the latter is scheduled or unannounced: ■ COIDA registration number ■ Section 16(2) appointments ■ GMR 2(1) and 2(7) Competent Person Designations ■ Approved inspection authority reports ■ First aider competency certificates ■ Health & Safety representative inspection reports ■ Minutes of the last four consecutive Health & Safety committee meetings ■ Incident Register (Annexure 1 to the general administrative regulations) ■ Certificate of Compliance for electrical installation ■ Certificate of Conformity for gas installations ■ Medical surveillance programmes & biological monitoring records ■ Risk assessments, including health risk assessment  While having these documents does not guarantee full compliance, it significantly strengthens your inspection outcome. Additional findings may still result in temporary closure or corrective actions with clear deadlines, communicated in writing with legal references.  Step 3: Act on the Findings After the inspection, any findings will be issued in writing. It is critical that all items are resolved within the prescribed timeframe (usually 60 days), and that proof of compliance is submitted to the inspector before the followup visit.  Failure to comply may result in prosecution. Get Audit-Ready Before It’s Too Late Meeting the basic requirements of the Act is essential for protecting your people and your business. Compliance ensures safer operations, a healthier workplace culture, and reduced exposure to costly penalties, while ignoring these responsibilities can disrupt your business, compromise employee wellbeing, and damage trust. Act now to secure your operations and create a workplace where safety and accountability are non-negotiable. T: +27 (0)31 266 6570 M: +27 (0)82 786 7480 E: johanvd@labournet.com W: www.labournet.co.za www.kzntopbusiness.com Click on the images to "Read the Full Article".

Durban, 25.3.2026  Entries are now officially open for the KZN Top Business Awards 2026, brought to you by Standard Bank and the Women of Africa Group, and supported by East Coast Radio. The KZN Top Business Awards celebrate the innovation, resilience, and success that define KwaZulu-Natal’s regional economy. These prestigious awards recognise the businesses and individuals whose leadership and enterprise are driving sustainable growth and transformation across the province. Rishaad Webster, Provincial Head of Business Banking (KwaZulu‑Natal) at Business and Commercial Banking, Standard Bank South Africa, says that “KwaZulu‑Natal is home to some of South Africa’s most dynamic and resilient businesses and enterprises that continue to innovate, create jobs and anchor the province’s economic growth. At Standard Bank, we are committed to walking this journey with businesses as they start, manage and grow sustainable and future‑fit enterprises. Through our financial solutions, sector expertise and partnership support, we enable businesses to scale with confidence.” “The KZN Top Business Awards recognise the determination and excellence that define this province’s business community, and we are proud to celebrate the businesses and entrepreneurs who are shaping a more inclusive and competitive economic future for the KwaZulu‑Natal.” KwaZulu-Natal continues to strengthen its position as a dynamic engine of economic growth in South Africa. From major expansions and efficiency upgrades at the Port of Durban and the Port of Richards Bay, two of Africa’s busiest maritime gateways, to sustained investment in agro-processing, advanced manufacturing, digital innovation, renewable energy, and tourism, the province is capitalising on its strategic location and skilled workforce. Supported by growing special economic zones, infrastructure modernisation, and public–private partnerships, KwaZulu-Natal is increasingly positioned as a hub for trade, innovation, and inclusive development. Award Categories The 2026 award categories recognise companies that contribute to the KwaZulu-Natal economy and demonstrate proactive business practices aligned with the principles of King V. • Standard Bank Client of the Year – Small Enterprise • Standard Bank Client of the Year – Large Entity • Manufacturing Sector • Transport and Logistics Sector • Franchising Sector • Family-Owned and Managed Businesses • Agricultural and Agro-Processing Sector • Business, Financial and Educational Sector • Community Upliftment and Improvement • Renewable Efficiency and Green Initiatives • Employee Wellness • Partnership Award The KZN Top Business Leader’s Award and the WOA KZN Top Business Woman Award are honorary accolades recognising exceptional leadership. Previous recipients of the KZN Top Business Leader’s Award include: • Captain Salvatore Sarno, Chairman, Mediterranean Shipping Company South Africa (2025) • Brian Howarth, Managing Director, Magnet (2024) • Owen Heffer, Owner, Hollywoodbets (2023) In 2025, the Women of Africa Group introduced the WOA KZN Top Business Woman Award, recognising outstanding female leadership in business. The inaugural recipient was Nosipho Siwisa-Damasane, a distinguished leader in South Africa’s transport and logistics sector. In addition, the highly sought-after KwaZulu-Natal Top Brand Award is determined solely through a public poll. Online voting for this category will open in May. Pria Hassan, CEO of Women of Africa Group, added: “From a Women of Africa perspective, we have seen first-hand how companies that participated last year accelerated their growth and gained opportunities they may not otherwise have had. Supporting the KZN Top Business Awards is therefore about more than just showcasing businesses – it is about recognising the power of a strong brand and creating platforms that open doors.” Eligibility and Entry Criteria To be eligible, a company or organisation must have a registered office in KwaZulu-Natal. Each award category has specific judging criteria, and winners will be selected by an independent judging panel based on alignment with these requirements. The overall quality, credibility, and substantiation of each entry will be central to the evaluation process. To ensure broad representation across the provincial business community, entry is free of charge. Encouraging participation, Grant Adlam, CEO of KZN Top Business, said: “I encourage all eligible businesses to submit their entries before the closing date of 12 June. This is an opportunity to showcase your achievements, gain well-deserved recognition, and join a prestigious community of business leaders who are shaping the future of our province.” Finalists and winners will be announced at a gala awards dinner on 16 July 2026. For further information on categories and entry requirements, visit www.kzntopbusiness.com , or contact Gayle Adlam on 083 653 0465 or editorial@mweb.co.za  Grant Adlam, CEO KZN Top Business  Rishaad Webster, Standard Bank  Head, Business Banking KZN; Fikile Msiza, Standard Bank Head, Region, Business Banking, KZN; Adv Pria Hassan, Group CEO Women of Africa Group; Carl Henriksen Standard Bank, Head, Commercial Banking KZN

Entering the KZN Top Business Awards—often described by Logie Naidoo as the "Oscars of business in KZN" —is a strategic move that goes far beyond winning a trophy. It is a powerful, free-of-charge, three-month journey that acts as a catalyst for brand growth, credibility, and networking, especially for businesses looking to prove they are leading the KZN economy. Here is a fresh take on why entering is brilliant, along with the impact of the journey: 1. The "Oscars" Take: Why Entering is Brilliant Logie Naidoo’s comparison highlights that these awards are the premier showcase for KwaZulu-Natal's business excellence, bringing "glitz and glamour" to recognize hard work and innovation. Zero Financial Risk, High Reward:  Unlike many awards, there is no cost to enter, democratizing the playing field for small to large businesses. Forced Operational Audit:  The entry process forces companies to audit their successes against rigorous standards, including King IV principles, strengthening their internal focus and strategic vision. Prestige & Validation:  Being named a finalist or winner strengthens your position against competitors and builds immediate trust with potential clients. Showcasing "Doing Good":  The awards emphasize that companies should be both profitable and purpose-driven, acknowledging those who contribute to the province’s growth and community. 2. The Journey: Meaning and Impact The "whole journey" is a three-month buildup involving marketing, publicity, and judging that offers continuous value to participants. Elevated Brand Visibility:  From the moment of entry, businesses are featured on KZN Top Business digital and print platforms  and social media. Networking with Decision Makers:  Entrants and winners are connected to a curated network of KZN's top business leaders and investors. Employee Morale Boost:  The recognition validates the hard work of staff, offering them a clear purpose and a sense of pride in their workplace. 3. Concrete Examples of Impact Credibility & Partnerships:  Past winners, such as Shepstone & Wylie  in the Financial and Business Services category, demonstrated that winning helps define the firm's role in the regional economy. Brand Recognition:  SA Home Loans was named the top brand in 2025, validating their market position. Celebrating Leadership:  The awards highlight leaders like Brian Howarth (Magnet)  and Nosipho Siwisa-Damasane (WOA) , which strengthens their company’s reputation as industry pioneers. Social Impact Recognition:  The Community Upliftment category  validates companies that prioritize giving back, such as past winners SmartXchange , providing them with a platform to showcase their social impact. The KZN Top Business Awards 2026  are currently open, with winners announced at a gala dinner on 16 July 2026 . Celebrating Leadership: The awards highlight leader, Brian Howarth (Magnet) [2] https://www.youtube.com [3] https://www.kznbs.com [5] https://www.youtube.com [6] https://www.kzntopbusiness.com [9] https://www.topchoiceawards.com [11] https://www.kzntopbusiness.com [12] https://www.wylie.co.za

By: KwaZulu-Natal Joint Municipal Pension / Provident Funds ( NJMPF) We are pleased to announce Mr. Bongi Mkhize, CEO and Principal Officer of Fund, as a panelist at our Annual Information Meeting. Mr. Mkhize is a seasoned leader in the retirement fund and public sector landscape, with a proven track record of driving growth, strengthening governance, and delivering member-focused outcomes. Under his leadership, NJMPF has grown to R48 billion in assets, serving over 23,000 active members and 8,800 pensioners, while positioning itself as KwaZulu-Natal’s leading municipal fund. His leadership continues to be defined by:  - Sustained asset growth and fund stability  - Enhanced, member-centric retirement solutions  - Elevating NJMPF’s standing within the industry Beyond NJMPF, he is the Chairperson of BATSETA, serves in the Investment Working Committee of the Asset Owners Forum of South Africa, and is a Board Member of the Municipal Organisation Committee, playing an influential role in shaping the broader retirement fund ecosystem. Join us as he shares forward-looking insights on the future of the Fund, centred on strong governance, sustainable value creation, and empowering members through financial literacy. Original LinkedIn post can be found here: https://www.linkedin.com/posts/njmpf_we-are-pleased-to-announce-mr-bongi-mkhize-activity-7442535733791465472-4BCE?utm_source=share&utm_medium=member_desktop&rcm=ACoAADy0-kEBcP9ap-4qPZeTAq3_4r7PayoMc-E Mr. Bongi Mkhize, CEO and Principal Officer of Fund to be panelist at Annual Information Meeting