There is no question that customer expectations have changed. Today, people expect to open a bank account in minutes, secure insurance online, sign property documents digitally or register for services without ever visiting a branch. Organisations that make these experiences fast and intuitive are often rewarded with higher conversion rates, stronger customer loyalty and a valuable competitive advantage. As business leaders, we are continuously striving to remove unnecessary friction from customer journeys, but our eagerness to please is where the problem arises, and in our pursuit of convenience, we inadvertently make life easier for fraudsters too. Across industries, we’ve seen organisations streamline onboarding by reducing paperwork, simplifying identity checks and automating approvals. While these changes improve the experience for legitimate customers, they can also create opportunities for criminals using stolen identities, synthetic identities, AI-generated documents and increasingly sophisticated impersonation techniques. The net result is that fraud has become smarter because technology has become smarter. The uncomfortable reality is that many organisations are still relying on verification processes designed for a very different risk landscape. What was once considered sufficient due diligence may no longer be enough when fraudulent identities can be assembled from breached personal data, fabricated using artificial intelligence or supported by convincingly forged documentation. This doesn’t mean businesses should reverse years of digital transformation by reintroducing cumbersome manual processes. Customers have little appetite for lengthy forms, repeated requests for documentation or unnecessary delays. Nor should they have to tolerate them. The real challenge is finding a balance between convenience and confidence. Too often, organisations assume that reducing the number of documents requested from customers automatically means reducing the quality of verification. In reality, the opposite can be true. The future of customer onboarding is not about collecting more paperwork; it is about gathering better intelligence. Trusted third-party data, digital verification capabilities and intelligent identity validation enable organisations to build a richer picture of an applicant without placing additional administrative burdens on genuine customers. Rather than asking customers to repeatedly prove who they are, businesses should be able to verify identities using reliable, trusted data sources and identify inconsistencies before they become costly problems. Equally important is recognising that not every customer presents the same level of risk. A one-size-fits-all verification process is becoming increasingly outdated. Instead, organisations should adopt a risk-based approach where low-risk customers enjoy a fast, seamless experience, while higher-risk applications trigger additional verification measures. This allows businesses to focus their attention where it is genuinely needed without slowing down every customer journey. This approach benefits everyone. Genuine customers enjoy faster service, while organisations strengthen their ability to detect fraud before accounts are opened, policies are issued or transactions are completed. Fraud doesn’t only create financial losses. It erodes customer trust, damages brand reputation and introduces regulatory and compliance risks that can have long-term consequences. Every fraudulent account that slips through onboarding represents a failure of verification that may only become apparent long after the customer journey has ended. As fraud techniques continue to evolve, customer experience and risk management can no longer be treated as competing priorities. In fact, they are becoming increasingly interconnected. The organisations that will lead in the years ahead won’t be those that simply make onboarding faster. They will be those who make onboarding smarter. Creating exceptional customer experiences should never come at the expense of trust. The goal should be to make verification largely invisible to legitimate customers while making it significantly harder for fraudsters to exploit digital channels. In today’s environment, the most successful organisations won’t be those that ask for less information. They will be the ones who make better use of the intelligence already available to them. That is how we deliver both outstanding customer experiences and stronger business resilience. Find out more at www.sw360.co.za.

The official opening of Kingsburgh Junction on Thursday, 23 July, marked an important milestone for retail development on KwaZulu Natal’s South Coast, introducing a modern convenience shopping destination designed to better serve the growing communities of Kingsburgh and its surrounding suburbs. The R200 million development, owned by AJ Property Holdings (Pty) Ltd., was officially opened during a ribbon-cutting ceremony led by Councillor André Beetge. Joining him for the occasion were Albert Lourens and Jaco Odendaal, group directors of AJ Property Holdings, Bernadette Mzobe, managing director, and Miles Taylor, chief operating officer. Adele von Landsberg, Cllr Andre Beegte, Albert Lourens and Grant Adlam Following the ceremony, invited guests gathered for a networking event celebrating the completion of the long-anticipated retail development, which has already begun welcoming shoppers. Strategically positioned on the corner of Seadoone Road and Umfuleni Road, adjacent to the N2 Seadoone Road interchange, Kingsburgh Junction has been developed to provide residents with easier access to essential retail and everyday services without the need to travel further afield. The 8,711 m² shopping centre comprises approximately 32 stores and is anchored by SUPERSPAR, together with TOPS at SPAR and Vida e Caffè. The tenant mix also includes national retailers such as Woolworths, Dis-Chem, PEP, PEP Home, Ackermans, The Fish & Chip Co., as well as popular quick service restaurants including KFC Drive-Thru and Pedro’s. According to AJ Property Holdings, the development has been carefully positioned to complement, rather than compete directly with, the larger regional retail offering at Arbour Town, located approximately 4.5 kilometres away. Instead, Kingsburgh Junction fills an important gap by offering a convenience-focused shopping experience closer to home for residents of Doonside, Doon Heights, Shulton Park, Warner Beach, Illovo Glen, Baphehli and parts of Amanzimtoti The surrounding catchment area presents strong long-term retail potential. An estimated population of more than 31,000 residents across over 9,200 households generates an annual retail buying power approaching R791 million. Continued residential growth, particularly from neighbouring Baphehli, is expected to further strengthen consumer demand in the area. The location also benefits from significant daily traffic exposure, with Seadoone Road carrying more than 1,500 vehicles during peak hours, approximately 95% of which are privately owned vehicles. This visibility, combined with direct access from the N2 interchange, positions the centre as an attractive destination for both shoppers and retailers. Beyond providing convenient shopping, developments such as Kingsburgh Junction contribute meaningfully to local economic growth through investment, job creation and the expansion of commercial infrastructure. By attracting established national brands while improving access to essential goods and services, the centre is expected to become an important neighbourhood hub for the wider Kingsburgh community. The opening also comes shortly after AJ Property Holdings (Pty) Ltd was recognised at the KZN Top Business Awards 2026, where the company received the Business, Finance and Education Sector Award. The accolade reflects the company’s ongoing contribution to property development and investment within KwaZulu-Natal and emphasises its commitment to creating developments that support both local communities and regional economic growth. As shoppers begin to explore the new retail offering, Kingsburgh Junction is set to become more than simply another shopping centre it represents continued confidence in the South Coast economy and a significant investment in the future of one of KwaZulu-Natal’s growing suburban retail corridors.

Every business has fire extinguishers. Most have security systems. Many have evacuation plans, but how many companies are truly prepared for a medical emergency? It’s a question every employer should ask themselves, because medical emergencies don’t discriminate between office workers, factory employees, warehouse staff, drivers, technicians or executives. They can happen to anyone, at any time, and often without warning. A heart attack in the boardroom, a stroke in the reception area, an employee collapsing from a diabetic attack, a seizure on the factory floor, a fall from height, a hand caught in machinery, of a crush injury involving heavy equipment. The reality is that every workplace carries some level of medical risk, and the consequences of not being prepared can be devastating. Many employers assume that if an incident happens at work, it will automatically be covered under the Compensation for Occupational Injuries and Diseases Act (COIDA), commonly referred to as Workman’s Compensation. Unfortunately, in reality, that is not the case. COIDA is designed to compensate employees for occupational injuries and diseases arising out of and in the course of their work. However, not every medical emergency occurring in the workplace falls into that category, actually most don’t. A heart attack, a diabetic collapse, an epileptic seizure or other sudden medical conditions may require immediate emergency treatment regardless of whether they are covered by COIDA. If the member is not on medical aid and the incident is not covered by COIDA, the medical emergency isn’t going to wait while someone decides who is going to pay. This is where many businesses find themselves unprepared, is your company prepared? Ask yourself these questions: ■ Is your business fully compliant with COIDA requirements? ■ Do your managers understand what to do when an employee suffers a serious medical emergency? ■ Do you have a documented Standard Operating Procedure (SOP) for medical emergencies? ■ Are supervisors trained to recognise life- or limb- threatening emergencies and activate the correct response immediately? ■ Do employees know who to call and what information to provide? ■ Is there someone trained in First Aid available during every shift? ■ Does your emergency plan cover both office staff and employees working with dangerous machinery or hazardous environments? When a medical emergency occurs, panic often becomes the biggest obstacle. Most people have never witnessed a colleague collapse. They freeze and assume someone else will handle it, they will argue about whether an ambulance is really necessary, or waste precious time trying to find a manager to make a decision. Others attempt to transport the injured employee themselves, which can place both the patient and others at great risk. Those first few minutes are often the most critical as to the eventual outcome. The difference between a good outcome and a tragedy can simply be how quickly the incident is recognised as an emergency, how effectively the incident is managed, and how rapidly professional medical assistance is dispatched. Preparation Saves Time, Time Saves Lives Businesses should also consider having some form of emergency medical cover in place for their employees while they are at work. Whether an incident is covered by COIDA or not, immediate access to emergency medical care remains the priority. Employers have a legal duty to provide a safe working environment, but there is also a moral responsibility to protect the people who make their business successful. Your employees are not simply part of the workforce; they are your greatest asset. One way businesses can strengthen their emergency preparedness is by implementing a workplace emergency medical solution. Mobi Ventures offers the Mobi-AmboPLAN, a workplace emergency medical solution designed to ensure employees receive rapid access to private ambulance service during any life- or limb-threatening emergency while at work. Supported nationally by ER24, the service is coordinated through the Mobi-Claw911 Emergency Control Centre. With a single call, trained controllers immediately coordinate the entire emergency response, ensuring the patient receives rapid stabilisation and emergency transport to an appropriate medical facility. The entire incident is actively managed from the moment the emergency is reported until the patient has been handed over to the responding medical team. Starting from just R20 per employee per month, businesses can provide their workforce with immediate access to professional emergency medical management and response, giving both employers and employees greater peace of mind. Every company should ask itself one simple question: If one of our employees collapsed today, would everyone know exactly what to do? If the answer is “I’m not sure,” then today is the day to review your emergency procedures. Because when it comes to medical emergencies, preparation isn’t just good business practice, it can be the difference between life and death. T: +27 (0)31 109 1888 E: care@mobiventures.co.za W: www.mobiventures.co.za

Whether you’re hosting a major event, expanding your business operations or creating a temporary workspace, the right tent structure can make all the difference. Sky Tents combines custom manufacturing with an extensive range of tent solutions, ensuring every client receives a structure designed to meet their specific requirements. Its product portfolio includes versatile frame tents, ideal for corporate functions, exhibitions and hospitality events where stability and unobstructed interior space are essential. Peg and pole tents remain a popular, cost-effective choice for weddings, festivals and large outdoor gatherings, offering generous covered areas with a traditional marquee aesthetic. For clients seeking a modern, architectural look, stretch tents provide a stylish and adaptable solution. Their freeform design allows them to be configured for a variety of venues, making them ideal for outdoor activations, private events and entertainment spaces. Where strength and durability are paramount, aluminium tents offer a robust, weather-resistant option suited to long-term installations, industrial applications and commercial operations. Sky Tents also manufactures canvas tents for safari, camping and outdoor accommodation, as well as pagoda tents that add an elegant focal point to entrances, exhibitions and VIP areas. For large-scale events requiring covered spaces, alpine tents deliver expansive interiors without compromising on aesthetics or functionality. What sets Sky Tents apart is its ability to customise every structure. Clients can specify dimensions, layouts and functional features to create a solution that perfectly suits their site and operational requirements. From event infrastructure and storage facilities to promotional activations and business premises, every tent is manufactured with quality, durability and performance in mind. No matter the application, Sky Tents delivers tailored structures that are built to perform – providing flexible spaces that work as hard as the businesses and organisations they support. WhatsApp enquiries: +27 (0)68 640 9094 W: www.skytentsa.co.za

One of the greatest privileges of my work has been partnering with organisations across a wide range of industries and engaging with leaders who are committed to building successful businesses. While every organisation is different, one lesson has remained constant throughout my work: organisations achieve their greatest success when their people are able to perform at their best. Gcobisa Ntlabati Over the years, one observation has challenged my own thinking. Organisations rarely struggle because they don't have talented people. More often, they struggle because talented people are trying to perform while carrying pressures that are not always visible. Tight deadlines, personal challenges, constant change and increasing demands can quietly influence engagement, decision-making and performance long before they appear on a management report. What I've consistently observed is that organisations are willing to invest significantly in technology, systems and operational improvements to remain competitive. These investments are essential. Yet the conversations that often create the greatest long-term impact are the ones centred on people. Not because people are separate from business success, but because they are the driving force behind it. One misconception I encounter quite often is that creating a healthy workplace requires a substantial wellness budget or elaborate programmes. In reality, some of the healthiest workplace cultures I have encountered were not built on expensive initiatives. They were built by leaders who created trust, listened with intention, communicated openly and made people feel that they mattered. Those seemingly small actions often shape workplace culture more powerfully than any once-off wellness campaign. Time and again, I've seen organisations strengthen collaboration, improve resilience and build stronger teams when employee well-being becomes part of everyday leadership rather than an occasional initiative. People respond positively when they know they are valued, supported and trusted. In my experience, those are the organisations that are often better positioned to navigate change, retain talented employees and sustain high performance. At BLK Corporate Wellness, we are privileged to partner with organisations on this journey. Every workplace is unique, and there is never a one-size-fits-all solution. However, experience has shown me that when organisations intentionally invest in their people, they are also investing in stronger leadership, healthier workplace cultures and sustainable business success. Gcobisa's Leadership Reflection Perhaps the greatest lesson my work has taught me is this: organisations do not become exceptional because they choose between looking after people or achieving business results. They become exceptional when they recognise that those two goals have never been separate. After all, people well-being doesn't compete with business success—it drives it. Gcobisa Ntlabati is the Managing Director of BLK Corporate Wellness, a Workplace Wellness Strategist and Speaker who partners with organisations to strengthen employee well-being, leadership capability and organisational performance. Contact Details: Gcobisa Ntlabati Managing Director Cell: 064 514 2428 Email: gcobisa@blkwellness.co.za

Press Release: 6DOT50 and Supergroup dealerships complete South Africa's first integrated cryptocurrency vehicle purchase Johannesburg, South Africa – 30 July 2026 - Hyperclear Ventures' fintech subsidiary, 6DOT50, has successfully enabled its first integrated cryptocurrency vehicle purchase through Mercedes-Benz Constantiaberg, part of the Super Group Dealerships network in South Africa. The milestone transaction marks the launch of one of the world's most comprehensive cryptocurrency payment solutions for motor dealerships, enabling customers to seamlessly purchase new and pre-owned vehicles using cryptocurrency through the 6DOT50 platform. Beyond vehicle purchases, customers can also use the solution to pay for a range of value-added products and dealership services, including extended warranties, maintenance and service plans, parts purchases and other related offerings available through participating Super Group Dealerships. Through the integration between 6DOT50 and the Seriti Solutions automotive finance technology platform, Super Group Dealerships can now accept payments funded through any of eight supported cryptocurrencies. Customers simply top up their 6DOT50 account using cryptocurrency and complete payment directly with the dealership through an integrated and compliant settlement process. Representing 35 automotive brands across Gauteng, North West Province, Mpumalanga, Limpopo and the Western Cape, Super Group Dealerships has now activated 69 dealerships to support the innovative alternative payment capability. The integrated solution not only simplifies the customer's crypto payment experience, but also enables seamless dealership settlement, reconciliation and reporting through the Seriti platform integration. "We are delighted to now activate our full dealership footprint and offer our customers another way to pay," said Jackie Steyn, Finance & Insurance Executive at Super Group Dealerships. "We are very excited to see the integration and seamless payment solution offered by 6DOT50 come to life with our first sale. Not only was the process easy for our customer, but the integrated payment capability enables seamless deal settlement and reporting. This solution also gives customers greater flexibility, allowing them to use cryptocurrency not only for vehicle purchases, but also for value-added products and selected dealership services." The solution addresses a growing global demand from cryptocurrency holders seeking practical ways to spend digital assets in the real economy while removing the complexity traditionally associated with merchant crypto acceptance. 6DOT50's voucher wallet platform enables cryptocurrency to be converted into merchant-accepted Digital Rand voucher value, allowing dealerships to receive seamless settlement without directly handling cryptocurrency themselves. "This transaction demonstrates how digital assets can be integrated into mainstream commerce through simple, secure and fully integrated payment experiences," said Matthew Mead, CEO of Hyperclear Global Investments. "6DOT50's activation of the Super Group Dealership network reflects the broader strategy across our portfolio: building practical, real-world infrastructure that brings emerging technology into everyday commerce. This is a significant step forward for cryptocurrency-enabled vehicle purchases globally, and a strong proof point for what our companies are building across the continent." The rollout further positions South Africa at the forefront of real-world cryptocurrency commerce innovation and highlights the growing convergence between digital assets, regulated banking infrastructure and traditional retail sectors. Customers interested in purchasing vehicles or selected dealership products and services using cryptocurrency can browse participating dealerships through the Super Group Dealership network. Samantha Hogg-Brandjes | GinjaNinja | samantha@ginjaninja.co.za | +27-84-458-4857

This edition of Business Sense reflects a common thread running through KwaZulu-Natal’s business community: the organisations that will thrive in the years ahead are those prepared to embrace change while remaining firmly anchored in strong values, sound governance and purposeful leadership. Our cover story profiles Ismail Simjee, chief executive officer of Tropic Plastic & Packaging, whose leadership demonstrates that long-term success is built not only on innovation and investment, but on people. We congratulate him on his special recognition as the KZN Top Business Leader of the Year 2026. More of the KZN Top Business Awards 2026 winners and finalists can be found in the special supplement included in this edition. Technology continues to dominate boardroom conversations. Artificial intelligence is rapidly reshaping industries, yet the challenge is how can businesses do so responsibly? This edition suppliers, skills development, exports and employment. explores how organisations can move beyond the hype to create real business value through governance, quality data and skilled people. Manufacturing is one of KwaZulu-Natal’s greatest strengths, and Toyota South Africa’s landmark R10.4 billion investment in the ninth generation Hilux is a significant vote of confidence in Durban and South Africa’s industrial future. The investment reinforces the province’s position as a globally competitive manufacturing hub while creating opportunities for This issue examines important legal developments affecting business, from labour compliance within the hospitality sector to Constitutional Court guidance on state procurement and the protection of innocent contractors. These articles highlight the growing importance of compliance, transparency and accountability in an increasingly complex business environment. We are also delighted to announce that nominations are open for KZN Top Business Women 2026. We encourage businesses and individuals across every sector to nominate outstanding women who deserve recognition for their contribution to KwaZulu-Natal’s economy and communities. Finally, this edition concludes with an inspiring feature on architecting the future through structured SME development. We trust this edition provides valuable insights, practical knowledge and inspiration as we continue to showcase the people, businesses and ideas driving KwaZulu-Natal forward.

Cox Yeats is proud to announce that the firm has been shortlisted in three categories at the 2026 African Legal Awards, recognising the firm’s expertise and the outstanding work delivered by its legal professionals. The firm has been shortlisted for: ■ Litigation & Dispute Resolution Team of the Year ■ Restructuring Team of the Year ■ Partner of the Year, Southern Africa – Gareth Cremen These nominations reflect the depth of Cox Yeats’ specialist capabilities and its commitment to delivering commercially focused legal solutions across complex and high-profile matters. The recognition also highlights the firm’s collaborative approach, with teams working across practice areas to achieve the best outcomes for clients. The individual nomination for Gareth Cremen as Partner of the Year is a significant acknowledgement of his leadership and contribution to the restructuring and insolvency profession, as well as his role in advising clients on some of the region’s most complex restructuring matters. The African Legal Awards celebrate excellence across the African legal profession, recognising firms, teams, and individuals who have demonstrated exceptional legal expertise, innovation, and client service. The winners will be announced at the African Legal Awards ceremony on 4 September 2026. The full shortlist is available on the African Legal Awards website: www.event.law.com/legalweek AfricanLegalAwards/2026 shortlist. Cox Yeats congratulates Gareth Cremen and everyone involved in the shortlisted matters and looks forward to the awards ceremony.  www.coxyeats.co.za

Employers in South Africa’s hospitality industry are now firmly in the inspection spotlight. The sector is defined broadly under Sectoral Determination 14 and covers hotels, guest houses, lodges, restaurants, pubs, cafés, fast-food outlets and catering operations, so the compliance net is wide. That scrutiny is not theoretical. In 2025, the Department of Employment and Labour (DoEL) reported that its Inspection and Enforcement Services had conducted more than 308,000 inspections in the previous year as part of a wider drive aimed at protecting vulnerable workers and improving compliance. The hospitality sector has been singled out for direct engagement too. In April 2025, the Department and the Federated Hospitality Association of Southern Africa (FEDHASA) held a compliance session in which DoEL officials shared that the 2024 blitz in hospitality had led to restaurant closures for non-compliance and stressed that undocumented foreign nationals, Occupational Health and Safety (OHS), and general labour compliance remained live enforcement priorities. Why Hospitality Is Under the Microscope Hospitality is particularly vulnerable during inspection because the sector’s business model creates exactly the kind of risks that inspectors look for: long and irregular hours, Sunday and night work, tip based environments, shift changes, casual staffing, as well as frequent use of younger and foreign workers. Sectoral Determination 14 regulates hours, leave, particulars of employment and termination issues in hospitality, while the National Minimum Wage (NMW) applies as a wage floor and expressly excludes tips, bonuses and allowances from the minimum wage calculation. That is where many employers get into trouble: Tips and commissions may supplement pay, but they do not replace the obligation to pay at least the statutory minimum for each ordinary hour worked. The 2024 restaurant blitz showed how quickly problems become expensive. Following joint inspections, Minister of Employment and Labour Nomakhosazana Meth reported 2,681 inspections, with 49% of establishments found non compliant, and more than R10.3 million in monetary corrections enforced. The Department identified underpayment, unlawful deductions and inadequate OHS measures as recurring breaches. In the Menlyn operation against popular restaurant chains, the Department alleged that waiters were being paid on commission and tips only, that workers were being underpaid against the NMW, and that some staff were working 12- to 15-hour shifts in breach of the Basic Conditions of Employment Act (BCEA). The Inspector’s Powers of Entry and Examination An inspection can be unannounced. Under the BCEA, a labour inspector may, without warrant or notice and at any reasonable time, enter a workplace or any place where the employer carries on business or keeps employment records, question people, inspect records, copy documents, require documents to be produced, and inspect work being performed. Employers must co-operate. If an issue is related to OHS, inspectors have similarly broad powers to enter without prior notice, inspect premises and records, and issue written prohibitions or directions where risks exist. Surviving an Inspection So how does an employer “survive” an inspection? The short answer is that survival starts before the inspector arrives. A hospitality business should be inspection-ready every day, not only after a scare. That means keeping signed contracts on site, wage and time records up to date, payslips and leave records available, proof of Unemployment Insurance Fund (UIF) and Compensation for Occupational Injuries and Diseases Act (COIDA) compliance in order, and documentary support for deductions, overtime arrangements, shifts, rest periods and foreign employees’ right to work. These are exactly the areas repeatedly targeted in hospitality inspections. When the inspector arrives, do not panic and do not improvise. Ask the inspector to identify themselves and, if necessary, produce the certificate contemplated by the BCEA. Then co-operate fully, designate one informed manager or HR lead to accompany the inspection, and make sure that all answers are accurate and consistent with the documents produced. The worst response is to become obstructive or to scramble to create documents after the fact; inspectors are empowered to question staff directly and to compare workplace reality with the records that you hand over. A calm, disciplined approach matters. Keep a note of what was requested, what was produced, which employees were interviewed, and what concerns the inspector raised. If a problem is identified, fix what can be fixed immediately, and confirm in writing what remedial steps will be taken and by when. In some cases, the labour inspector may first try to secure a written undertaking from the employer to comply, rather than move straight to a compliance order. When a Compliance Order is Issued Be sure to treat an order as urgent. Section 69 of the BCEA allows a labour inspector to issue a compliance order where there are reasonable grounds to believe that the employer has not complied with the BCEA, the NMW Act, the UIF Act or the UIF Contributions Act. The order must identify the employer and workplace, set out the non compliance, state any amounts owing, specify the steps required to remedy the breach, and state the maximum fine that may be imposed for continued non compliance. The employer must display the order prominently at the affected workplace and comply within the period stated in the order, unless the employer refers a dispute concerning the order to the Commission for Conciliation, Mediation and Arbitration (CCMA) within that period. The next steps should be practical and immediate. First, audit every allegation in the order against your records and the law. Secondly, stop any ongoing contravention at once: If wages are short, calculate the arrears properly; if records are defective, correct them; if contracts are missing, regularise them; if OHS defects exist, fix them immediately. Thirdly, decide quickly whether the order is genuinely wrong on the facts or the law. If it is, get legal advice and refer the dispute to the CCMA within the time stated in the order. If it is not, compliance is almost always cheaper than delay. If the employer simply ignores the order, the matter escalates. Section 73 permits the Director General to apply to the CCMA for the compliance order to be made an arbitration award if the employer has not complied and has not referred a dispute in terms of Section 69(5). Once that happens, the enforcement risk becomes much more serious. Under CCMA Rule 31B, if an application is served to make the compliance order an arbitration award, the employer may object by affidavit within five days of service, supported by the relevant documents. Hospitality employers should also remember that not every inspection problem ends with a compliance order under the BCEA. If inspectors identify an immediate OHS threat, an OHS Act prohibition can halt the activity or use of plant and machinery until the risk is addressed to the inspector’s satisfaction. In a restaurant, lodge, hotel kitchen or housekeeping environment, that can affect operations overnight. Survival Starts with Compliance The real lesson for hospitality businesses is simple: Inspections are no longer rare, and this sector is not receiving the benefit of the doubt. The employers who fare best are not the ones with the best excuses when inspectors arrive, but the ones who have already built compliance into payroll, rostering, contracts, immigration checks, and health and safety systems. In hospitality, inspection survival is really compliance survival. T: +27 (0)31 266 6570 M: +27 (0)82 786 7480 E: johanvd@labournet.com W: www.labournet.co.za

Ismail Simjee, chief executive officer of Tropic Plastic & Packaging, has helped transform a family-owned enterprise into South Africa’s largest flexible packaging manufacturer. Under his leadership, the Durban-based business has evolved into a technologically advanced operation serving leading local and international brands while expanding its footprint across Africa. For Ismail, success has been about creating an organisation built on innovation, operational excellence and, above all, people. “Tropic Plastic and Packaging is the largest flexible packaging company in South Africa,” he explains. Tropics Plastic & Packaging is a technologically advanced operation serving leading local and international brands. “We manufacture FMCG products, bread bags, poultry bags, collation shrink and printed shrink. Our business model is that we want to be in your trolley.” That philosophy has driven the company’s evolution over the past decade. “What we’ve adapted to over the last eight to ten years is being that one-stop packaging shop for the majority of the blue chips nationally and internationally. We’ve grown our footprint into Africa, diversified our basket quite significantly and set up an extremely efficient executive team. Transforming a Business Born and raised in Durban, Ismail’s roots in KwaZulu-Natal have shaped both his personal and professional journey. After attending Westville Boys’ High School, where he represented KwaZulu-Natal and South Africa at youth level in football, he completed a Bachelor of Commerce degree at the University of KwaZulu-Natal. He joined the family business more than 14 years ago. “My first job was here where I sit today,” he says. “I started off in finance and I took a liking to technology, operations and business development. I love meeting new people.” That exposure provided him with an understanding of every aspect of the organisation before he became managing director in 2018 and later chief executive officer. One of his proudest achievements has been steering the company from a family business into one of the largest South African packaging businesses and driving the majority acquisition with Nedbank Private Equity and the Mine Workers Investment Company. The partnership has unlocked significant opportunities for growth. “It really makes the world your oyster. It’s allowed us to look at further capital investment and we’re now looking at acquiring other businesses. We don’t just want one Tropic Plastic and Packaging. It’s going to allow us the opportunity to create a group, something special, and be part of something bigger.” Ismail is quick to acknowledge that such growth would not have been possible without the support of the founding family. “One of the critical success factors was the buy-in from the family up front. They bought into the vision of the business and allowed me to be responsible for the decision-making. They invested significantly in both the people and the operation.” Ismail Simjee, Chief Executive Officer of Tropic Plastic & Packaging People and Resilience Although Tropic Plastic & Packaging has invested in technology, automation and artificial intelligence, Ismail firmly believes that people remain the company’s greatest competitive advantage. “We employ over 700 staff and I say it over again, our greatest asset is our staff.” The company’s exceptionally low staff turnover reflects the culture he has worked hard to build. “We’ve got over 100 staff with more than ten years’ service and over 50 staff with more than 20 years’ experience. That tells you the culture is a place where people want to work.” As CEO, his approach to leadership has always been understanding that each individual is unique. “The approach I need to take with each person needs to be different. Communication is essential and recognition is important when people are doing things the right way.” His own leadership philosophy has been shaped by resilience and an unwavering work ethic. “The best advice I’ve ever received is every setback is preparing you for a greater comeback.” He also challenges the popular notion that success comes simply from working smarter. “Many people use the term ‘work smart, not hard’. But every entrepreneur, to get where they are, has those 15- to 20 hour days. You can’t achieve it without hard work.” Much of that work ethic was instilled by his father-in-law and the company’s founder. “He really did instil my work ethic at a very young age. It influenced my thinking and helped me overcome all the challenges that I’ve faced.” Those challenges have included navigating the Covid-19 pandemic, global supply chain disruptions and geopolitical instability. Rather than viewing them as setbacks, Ismail has consistently looked for opportunities to adapt. “When the beverage sector shut down during Covid, we diversified into the hygiene sector. Toilet paper and nappies were flying off shelves. It was something we didn’t produce before, but it allowed us to pivot and today we’re one of the leaders in that hygiene sector.” Creating a Legacy Ismail remains optimistic about the future of KwaZulu Natal and South African manufacturing. However, he believes, “Businesses need to couple technology and AI without compromising the people who work for us. Our people are our greatest asset, and South African people are very resilient.” That balance between innovation and humanity defines Ismail’s leadership style. While responsible for driving, business development and operational excellence, he remains grounded by the importance of family and personal relationships. He says, “People don’t put enough importance on having a stable home and a safe place to go back to. I think that’s one of the major reasons I’ve been so successful as a businessman and entrepreneur.” Recognition has followed, including being named Minara Chamber of Commerce Business Person of the Year and the 2025 KZN Top Business Manufacturing Business of the Year Award. Yet these accolades are secondary to the legacy he hopes to leave behind. “What keeps me motivated is trying to be part of a bigger picture. I want to build a legacy. I want to build something that I’m remembered for many years after I’m gone.” Ultimately, the principle that guides every decision is remarkably simple. “The motto I live by is reputation is your greatest asset. Everyone leaves the world at some point, but all you leave behind is your reputation and what people think of you.” www.tropicplastic.co.za

As South Africa celebrates Women’s Month this August, KZN Top Business has officially opened nominations for the KZN Top Business Women 2026 initiative – a prestigious celebration of the remarkable women whose leadership, innovation and determination continue to strengthen KwaZulu-Natal’s economy and communities. Now in its seventh year, the initiative is proudly powered by the Women of Africa Group and supported by Morar Incorporated. More than a recognition programme, KZN Top Business Women is a platform that celebrates the inspiring stories of women who are leading businesses, transforming industries, creating opportunities and making a lasting impact across the province. From entrepreneurs and executives to professionals, public servants, innovators and community leaders, the initiative showcases women whose achievements inspire others and demonstrate the power of purpose driven leadership. Adv. Pria Hassan, Group CEO of Women of Africa Group, believes recognising women is an investment in the future. “We invest in the power of women. KZN Top Business Woman 2025 The KZN Top Business Women event shines a light on the resilience, depth and character forged by the demands of womanhood. This recognition is our commitment to the future, proving that strength and grace walk hand-in-hand Jennifer Reddy, CEO of Morar Incorporated, says the initiative honours the determination and influence of women who continue to redefine leadership. “This event is about celebrating each participating woman’s courage, determination and resilience, who has made her mark in her respective field with purpose and intent. We also honour the incredible power of these women who continue to redefine leadership in our province and beyond.” Why Nominate? Participation in KZN Top Business Women offers far more than recognition. It provides an opportunity to build a lasting personal and professional profile while becoming part of an influential network of leaders. Participants receive: ■ Professional photography ■ A professionally produced video interview ■ Participation in a business- focused webinar ■ A featured profile in the official KZN Top Business Women coffee table publication ■ Extensive exposure across KZN Top Business digital and social media platforms ■ Recognition at one of KwaZulu-Natal’s premier business celebrations The Purpose of the Initiative Grant Adlam, CEO of KZN Top Business, says the initiative has become an important platform for telling the stories of the women who are helping shape KwaZulu-Natal. “Every nominee has a story worth sharing. Through KZN Top Business Women, we celebrate women whose leadership, vision and perseverance are creating meaningful change across our province. Their success is not only measured by business achievements but by the positive impact they have on their industries, their communities and future generations.” KZN Top Business Women aims to celebrate outstanding women who are making a meaningful contribution to business and society while inspiring the next generation of leaders, entrepreneurs and professionals. The initiative promotes gender equity, inclusion and transformation across every sector, showcases the diverse talent, innovation and leadership found throughout KwaZulu-Natal, and creates a lasting legacy by documenting and sharing the inspiring journeys of women who are shaping the province’s future. The initiative culminates in a prestigious gala dinner on Thursday, 12 November 2026, where this year’s participants will be honoured for their contribution to the province’s economic and social development. Nominations are welcomed from every industry and every stage of career or business. Whether they lead a multinational organisation, a growing enterprise, a public institution or a community initiative, women who are making a positive impact deserve to be recognised. Women may nominate themselves or be nominated by others. Previous participants are not eligible for re-nomination, allowing the initiative to continually celebrate new stories, new achievements and new leaders. Kindly note that there is a cost to be involved. This Women’s Month, help recognise the women who are building businesses, creating opportunities, inspiring communities and shaping the future of KwaZulu-Natal. For more information or to submit a nomination, visit www.kzntopbusiness. com/topbusinesswomen Contact:Angela Alderton T: +27 (0)66 206 5654 E: angela@kzntopbusiness.com

The South African automotive market has experienced a significant transformation in recent years, with Chinese vehicle manufacturers such as GWM (Great Wall Motors) becoming increasingly popular among motorists. Offering exceptional value, advanced technology, and impressive reliability, these vehicles have earned a growing share of the local market. As more drivers choose Chinese brands, the need for trusted aftermarket support has become essential. This is where Mandarin Parts Distributors KZN is making a real difference. Supporting the Growth of Chinese Automotive Brands Owning a vehicle is about more than just the initial purchase—it requires dependable servicing, quality replacement parts, and expert advice throughout its lifespan. Mandarin Parts Distributors KZN specialises in supplying quality replacement parts for a wide range of Chinese vehicles, ensuring owners have access to the components they need without unnecessary delays. Whether it's routine maintenance items or more specialised replacement parts, the company is committed to helping customers keep their vehicles operating safely and efficiently. Local Expertise You Can Trust With years of experience in the industry, Mandarin Parts Distributors KZN understands the unique requirements of Chinese vehicle brands. Their knowledgeable team provides expert guidance, helping workshops, mechanics, and vehicle owners identify the correct parts quickly and accurately. This local expertise saves valuable time and gives customers confidence that they are purchasing the right components for their vehicles. Fast, Reliable Service When a vehicle is off the road, every day matters. Mandarin Parts Distributors KZN focuses on maintaining excellent stock availability and efficient service, reducing waiting times and helping customers get back behind the wheel as quickly as possible. Their commitment to reliable service has made them a trusted supplier for both individual vehicle owners and automotive repair professionals across KwaZulu-Natal. Quality Parts That Deliver Peace of Mind Using quality replacement parts is essential for maintaining vehicle performance, reliability, and safety. Mandarin Parts Distributors KZN supplies components designed to meet the demands of modern Chinese vehicles, helping customers protect their investment while maintaining optimal performance. From regular servicing to unexpected repairs, customers can rely on quality products backed by professional service. A Trusted Partner for GWM Owners As GWM continues to expand its presence in South Africa, having access to a dependable local parts distributor is becoming increasingly important. Mandarin Parts Distributors KZN supports GWM owners with the parts, expertise, and customer service needed to keep their vehicles performing at their best. Whether you're a private vehicle owner, fleet operator, workshop, or dealership, Mandarin Parts Distributors KZN is committed to providing dependable automotive solutions that keep South African roads moving. Keeping South Africa Moving The continued success of Chinese automotive brands depends on strong local support networks. Through reliable parts supply, knowledgeable service, and a commitment to customer satisfaction, Mandarin Parts Distributors KZN is playing an important role in supporting the growing community of Chinese vehicle owners throughout South Africa. If you own a GWM or another leading Chinese vehicle brand, Mandarin Parts Distributors KZN offers the expertise and reliable service you need to keep your vehicle on the road with confidence.