We are pleased to announce that entries for the KZN Top Business Awards 2026, brought to you Standard Bank and the Women of Africa Group, are officially ope 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. 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. Commenting on the significance of the awards, Rishaad Webster, Provincial Head: Business Banking, KZN, Standard Bank, said, “We aim to support our clients’ ambitions, unlock new opportunities, and amplify business growth through meaningful partnerships. These awards reflect the spirit of progress that we strive to enable every day.” Pria Hassan, CEO of Women of Africa Group, added, “This is an opportunity to position your business alongside an organisation that understands how to build brands responsibly. If you want to contribute to an inclusive and thriving economy, take that quantum leap of faith in yourself. This is the perfect stage on which to be heard.” Award Categories for 2026 1. Standard Bank Client of the Year – Small Enterprise 2. Standard Bank Client of the Year – Large Entit 3. Manufacturing Sector 4. Transport and Logistics Sector 5. Franchising Sector 6. Family-Owned and Managed Businesses 7. Agricultural and Agro- Processing Sector 8. Business, Financial and Educational Sector 9. Community Upliftment and Improvement 10. Renewable Efficiency and Green Initiatives 11. Employee Wellness 12. Partnership Award The KZN Top Business Leader’s Award and the WOA KZN Top Business Woman Award are both honorary accolades. Previous recipients of the KZN Top Business Leader’s Award include: ■ Captain Salvatore Sarno, Chairman, MediterraneanShipping Company South Africa ■ Brian Howarth, Managing Director, Magnet (2024) ■ Owen Heffer, Owner, Hollywoodbets (2023) ■ Esay Reddy, Chief Executive Officer, KZN Oils (2022) ■ Ashok Sewnarain, Founder and Chairman, IBV (2021) In 2025, 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. 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. Entrants must demonstrate their contribution to the KwaZulu-Natal economy and present a proactive business model that adheres to the principles of King V. The overall quality, credibility, and substantiation of each entry will be central to the evaluation process. To ensure broad representation, 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 your 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 +27 (0)83 653 0465 or editorial@mweb.co.za www.kzntopbusiness.com  KZN TOP BUSINESS AWARDS 2026 ENTRIES OPEN Click on the images to "Read the Full Article".

In my last article, I shared our definition of a successful business: A commercial, profitable enterprise that works without you. We unpacked ‘Works Without You’ – what it means to build a business that can function without the owner being the bottleneck, in other words ‘A business you can sell.’ T his month, let’s talk about the second word in that definition: Profitable. Because working without you is powerful. But working without you and not making meaningful profit is pointless. Too many business owners chase revenue. Smart business owners focus on margin. Here are four areas worth reviewing in your own business. Gross Margin Clarity and Break Even Reality If you do not have clarity on your margins, everything else becomes guesswork. I regularly see businesses wiring their books incorrectly. Fixed costs get mixed with variable costs. Direct costs are misallocated. The result is a distorted gross profit percentage and misleading reporting. If your gross margin is wrong, your break-even target is wrong. And if your break-even is wrong, your profit targets are built on unstable ground. Break-even in sales terms is calculated as: Fixed Costs ÷ Gross Profit Percentage For example, if your fixed costs are R500,000 per month and your gross profit percentage is 40%, you need R1.25 million in monthly revenue just to break even. Quick checklist: ■ Do you know your true gross profit percentage overall? ■ Do you know gross profit by product or service line? ■ Have you recalculated your break-even sales target in the last six months? ■ Are your fixed and variable costs correctly classified? Clarity here changes everything and improving your margins can shift your break even point earlier every month – take a look at the illustration on the bottom of the page. Revenue Growth Without Margin Is Dangerous I have worked with businesses proudly growing turnover every year, yet the owners were more stressed and less profitable. In one case, we deliberately reduced revenue by over 30%. We removed low-margin products, exited low-margin clients, simplified operations, and focused purely on high-margin, high-value offerings and the clients that delivered profit. The result? Revenue decreased … ... but profit increased significantly. Not because of magic. Because of focus. Before chasing growth, ask yourself: YOUR ■ Which products or services generate the highest margin? ■ Which clients are truly profitable after servicing costs? ■ Are we busy, or are we profitable? ■ If revenue increased by 20% tomorrow, would Profit follow proportionally? Turnover is vanity. Margin is strategy. Pricing Confidence and Value Clarity Discounting is one of the fastest ways to destroy margin.Many owners discount reflexively because they lack confidence in their value proposition. If your customers choose you purely because you are the cheapest, that is not a strategy. That is a race to the bottom. Instead, review: ■ Are we crystal clear on our unique selling proposition? ■ Can every team member articulate why we are different, special, or better? ■ Does all of our marketing communicate value, or just price? ■ Have we reviewed pricing in the last 12 months? When your value is clear and well communicated, clients pursue you for expertise, service, and outcomes. Not because you are the lowest bidder. If you are not clear on your value proposition or unique selling proposition, reach out to me. We teach a simple process we can take you through to get real clarity in this area and get your marketing properly cooking. Discipline in Tracking and Decision Making Profit is not a twice-a-year tax conversation. It is a monthly leadership discipline. Too many businesses only look at their numbers when compliance requires it. By then, the opportunity to adjust has passed. Ask yourself: ■ Are our financials finalised by the 7th of every month? ■ Do we schedule a proper monthly financial review? ■ Are we tracking the Five Ways numbers consistently? Your ‘Five Ways’ key performance indicators to improve profit are: 1. Leads 2. Conversion rate 3. Number of transactions 4. Average sale value 5. Profit margin Small improvements across these five areas compound powerfully. Profit is rarely improved by one big move. It is improved by disciplined, incremental decisions made consistently. Final Thought A business that works without you is freedom. A business that is consistently profitable is power. Profit funds growth. It funds reinvestment. It builds resilience. And it creates options. Revenue matters. But margin is what makes it worthwhile. If you would like a quick coffee or a formal deep dive into this area of your business, 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 PROFIT FIRST? NO. PROFIT ALWAYS. Trevor CLark Click on the images to "Read the Full Article".

The world of financial reporting is about to undergo a significant transform ation. The International Accounting Standards Board (IASB) has introduced IFRS 18, a new standard that will replace IAS 1 for periods beginning on or after 1 January 2027. Early adoption is permitted, but full retrospective application is required, including reconciliations for comparative periods. This change is not just a technical update, it’s a response to investor demand for clearer, more comparable, and more transparent financial information. For local businesses, understanding IFRS 18 is essential to stay ahead and maintain trust with stakeholders. Why IFRS 18? IFRS 18 addresses longstanding concerns about the comparability and clarity of financial statements. Investors and other users have struggled with inconsistent subtotals, opaque non-GAAP measures, and confusing aggregation or disaggregation of information. The new standard aims to resolve these issues by introducing: ■ Five clear categories for income and expenses in the statement of profit or loss: operating, investing, financing, income taxes, and discontinued operations. ■ Two new mandatory subtotals: operating profit/loss and profit/ loss before financing and income tax. ■ Enhanced disclosure requirements for management- defined performance measures (MPMs), which are now subject to audit and regulatory scrutiny. What’s Changing? 1. Classification and Presentation ◆ All income and expenses must be classified into the five categories, improving comparability across entities and industries. ◆ Operating profit/loss becomes a standardised subtotal, reducing diversity in reporting and making it easier for users to analyse performance. ◆ Non-recurring, unusual, or volatile items are included in the operating category, ensuring a complete picture of business operations. 2. Management-Defined Performance Measures (MPMs) ◆MPMs are subtotals of income and expenses used in public communications to convey management’s view of performance. ◆ Entities must disclose MPMs in a single note, including how they are calculated, why they are useful, and a reconciliation to the nearest IFRS subtotal. ◆These disclosures will be subject to audit and increased regulatory scrutiny, requiring collaboration across finance, legal, and investor relations teams. 3. Aggregation and Disaggregation ◆ IFRS 18 provides enhanced guidance on grouping and separating information, based on characteristics such as nature, function, measurement basis, risk, geography, and tax effects. ◆ Entities must avoid obscuring material information and use informative labels, generic terms like ‘other’ are discouraged. 4. Consequential Amendments ◆ Changes extend to other standards, including IAS 7 (cash flows), IAS 8 (now ‘Basis of Preparation of Financial Statements’), IAS 33 (restricts additional earnings per share measures), and IAS 34 (MPM disclosures in interim reports). ◆The terminology is updated: ‘statement of financial performance’ replaces ‘statement of profit or loss and other comprehensive income’, and ‘IFRS Accounting Standards’ replaces ‘IFRS/IFRSs/IFRS Standards’. Practical Implications for Local Businesses Transitioning to IFRS 18 will require careful planning and resource allocation. Here’s what business leaders should consider: ■ Assess the Impact: Review how the new categories and subtotals affect your current reporting. Identify which income and expenses may need to be reclassified. ■ Update Systems and Processes: Financial statement close processes, data collection, and information systems may need updating to comply with the new requirements. ■ Train Staff: Ensure your finance team understands the new standard, especially the principles of aggregation/ disaggregation and the requirements for MPMs. ■ Review Policies: Remuneration policies and debt covenants tied to IAS 1 metrics may need renegotiation. ■ Engage Stakeholders: Communicate changes internally and externally, including with auditors, regulators, and investors. ■ Monitor Regulatory Guidance: Local requirements may differ, so stay informed about updates from regulators and industry bodies. Why Awareness Matters IFRS 18 affects all entities reporting under IFRS, across industries. The changes are designed to improve transparency, comparability, and clarity for users of financial statements. For local businesses, this means: ■ Enhanced trust and credibility with investors and stakeholders. ■ Better benchmarking and decision-making. ■ Increased scrutiny of performance measures – failure to comply may affect investor confidence and access to capital. What Should Business Leaders Do Now? ■ Start by reviewing your current financial reporting practices and performance measures. ■ Identify any MPMs used in external communications and ensure robust documentation and disclosure ■ Plan for system and process changes, including staff training and stakeholder engagement. ■ Consult with advisors and auditors to ensure a smooth transition and compliance with IFRS 18. Conclusion IFRS 18 represents a major step forward in financial reporting. While the effective date may seem distant, the transition process could require considerable time and resources. Early preparation will help your business adapt smoothly and maintain its reputation for transparency and reliability. If you have questions about IFRS 18 or need guidance on preparing your business for these changes, I invite you to contact me directly. Let’s ensure your business is ready for the new era of financial reporting. T: +27 (0)31 576 8000 E: Farouk.Ebrahim@za.ey.com W: www.ey.com www.kzntopbusiness.com IFRS 18: A NEW ERA FOR FINANCIAL REPORTING – WHAT LOCAL BUSINESSES NEED TO KNOW Click on the images to "Read the Full Article".

Durban Direct has reaffirmed its strategic commitment to strengthening international air connectivity and deepening economic ties between KwaZulu Natal) and the United Kingdom through a high-level UK In Country Activation. The initiative forms part of the KwaZulu-Natal Route Development Programme and a broader airline, tourism, trade and investment mission aimed at positioning the province as a globally competitive destination. Durban Direct is a route development committee mandated to enhance air access into Durban via King Shaka International Airport. Led by the KwaZulu-Natal Department of Economic Development, Tourism and Environmental Affairs (EDTEA), the committee brings together key government departments and agencies to drive economic growth, tourism and transport through improved air connectivity. T he UK activation leverages Durban Direct’s multi-stakeholder model to maximise opportunities for economic cooperation, destination marketing and knowledge exchange. Strategic partnerships were secured with the South African Chamber of Commerce in the UK, Africa Events Limited (AFSIC), and the University of Westminster to enhance engagement outcomes and investor reach. Aligned with the KwaZulu-Natal Route Development Strategy, the activation advances Durban Direct’s mandate to strengthen international air connectivity, stimulate tourism demand, and promote trade and investment through coordinated institutional partnerships. The initiative is strategically positioned to elevate KZN as a hub for investment, innovation and cultural exchange. Reinstatement of the Durban London Direct Route A core focus of the mission is advocating for the reinstatement of the direct Durban–London air service which is an essential catalyst for tourism growth, trade expansion and investment flows between KZN and the UK. In 2018, British Airways launched a direct London Durban service with the support of Durban Direct. The route achieved a 70% load factor in its f irst year and contributed to an 11% increase in international passenger traffic at King Shaka International Airport. Although suspended during the Covid-19 pandemic, renewed demand bolstered by major developments such as the anticipated 2026 opening of a R2 billion Club Med resort on KZN’s North Coast has significantly strengthened the business case for reinstatement.T he return of the direct route is expected to deliver multiple advantages, including reduced travel time between Durban and London, increased tourist arrivals from a high-value source market, enhanced cargo and export opportunities, and stronger people-to-people and business connections between the two regions. Positioning KwaZulu-Natal for UK Investment Beyond aviation, the mission is positioning KZN’s high-growth sectors, including renewable energy, electric vehicles, logistics and the creative industries, to UK investors. It also promotes the province as a safe, modern and investment friendly destination aligned with global sustainability and innovation trends. As part of the programme, Durban Direct participated in a UK Activation hosted at the University of Westminster. T he engagement was addressed by South Africa’s High Commissioner to the United Kingdom, Jeremiah Nyamane Mamabolo, who emphasised the importance of strengthening bilateral economic relations. Presenting the key note address as head of the delegation for Durban Direct, TIKZN Chief Executive Officer Sihle Ngcamu strongly advocated for the reinstatement of the direct Durban–London service, stating: “The demand is there and the destination is ready.” In support of investment promotion, Durban Direct also partnered with the Red Carnation Group, which provided a complimentary venue for the 27 February 2026 Investment Breakfast at Hotel 41, Buckingham Palace Road. To further promote trade and economic collaboration, a diverse group of KwaZulu Natal businesses participated in structured business-to-business meetings, networking sessions and partnership discussions with UK counterparts. These engagements enabled market exploration, knowledge sharing and the establishment of sustainable trading relationships. T he UK remains one of South Africa’s most important source markets, with more than 400,000 UK visitors travelling to South Africa annually. With new tourism infrastructure coming on stream and the anticipated restoration of direct air connectivity, Durban Direct expects significant growth in UK arrivals to KwaZulu-Natal, further reinforcing Durban’s position as a leading gateway to the province and the African continent. www.kzntopbusiness.com DURBAN DIRECT STRENGTHENS UK–KZN TIES Click on the images to "Read the Full Article".

By Chelsea Brand Tucked along Chris Hani Road in Durban North is a workshop where bicycles are given a second life and riders are welcomed like old friends. At the centre of it all is Toni Pedro, owner of Toni’s Cycle Craft. Born in Portugal, Toni is the heart and hands behind Toni’s Cycle Craft. This modest shop handles bicycle services, wheel builds, as well as the painting, refurbishing, and reconditioning of bicycles. A jack of all bicycle trades, if you will. Guaranteed Humour Although the shop itself officially opened in 2024, Toni brings more than 40 years of experience in the cycling world. Over the decades he has developed a deep understanding of bicycles, their mechanics, and the needs of the people who ride them. For Toni, cycling is more than just a business – it’s a lifelong passion that he is grateful to pursue every day. Frames hang from hooks, tools are neatly arranged, and bicycles in various stages of repair line the walls. The workshop has a calm but purposeful energy, the kind that comes from years of hands-on craftsmanship. Customers are welcomed into the space, encouraged to ask questions, and often leave having learned something new about their bike. Despite its relatively recent opening, the workshop has already built a loyal community of local riders looking for reliable workmanship and honest advice. Whether it’s a child’s first bicycle or that of a serious cyclist, Toni approaches every job with the same level of care and attention. From a minor repair to a full restoration or custom paint job, each bike is treated with pride. But what truly sets Toni’s Cycle Craft apart is not just the services offered – it’s the passion behind them. Toni speaks about cycling with the enthusiasm of someone who still feels the thrill of the ride. Customers quickly notice that their bikes aren’t just another job on the workbench. Toni says the goal of the shop is simple: keep cyclists riding. Community is of the utmost priority to him, and he enjoys getting to know the people who come through the door just as much as he enjoys working on their bikes. In a world of large retail stores and quick turnaround repairs, Toni’s Cycle Craft offers something refreshingly different: experience, craftsmanship, and a genuine love for cycling. Contact number:  082 577 4389 Address:  584 Chris Hani Rd, Redhill, Durban North, 4051 Hours: Monday – Friday: 8 am – 4:30 pm Saturday: 9 am – 12:30 pm Sunday: Closed

Starting a new week often brings a fresh chance to push your limits and make real progress toward your goals. For athletes preparing for the Durban Ultra Triathlon, staying motivated during training is essential. Whether you are waking up early for swim sessions, cycling through tough weather, or running before sunrise, keeping your focus sharp will help you reach your peak performance on race day. Durban Ultra Triathlon Remember Why You Started Every athlete has a reason for signing up for an ultra triathlon. Maybe it’s the challenge, the thrill of competition, or the desire to qualify for the World PTO / ITU Championships in Qatar. Revisiting your initial motivation can help you push through difficult workouts. Write down your goals and place them somewhere visible. Reflect on how far you’ve come since you began training. Visualize crossing the finish line on 15 March at Durban Beachfront. Focusing on your purpose turns tough sessions into meaningful steps toward success. Celebrate Small Wins Training for an ultra triathlon is a long journey. Progress might feel slow, but every improvement counts. Notice when your swim times improve or your cycling endurance increases. Appreciate the strength and resilience you build with each workout. Keep a training journal to track milestones and breakthroughs. Recognizing these positive changes fuels motivation and builds confidence. Build Consistency Into Your Routine Consistency beats intensity when preparing for an event like the Durban Ultra Triathlon. Regular training sessions, even on days when motivation dips, create the foundation for peak performance. Set a weekly schedule that balances swimming, cycling, and running. Include rest and recovery days to avoid burnout. Use reminders or training apps to stay on track. Consistency helps your body adapt and grow stronger over time. Embrace the Challenge Some workouts will feel tough. Early morning runs or cycling in challenging weather test your limits. These moments are where growth happens. Accept discomfort as part of the process. Break workouts into manageable segments. Focus on your breathing and form to stay present. Each difficult session prepares you for the demands of race day. Stay Connected with Your Support Team Training alone can be isolating. Staying connected with fellow athletes, coaches, or the B-Active Team can provide encouragement and accountability. Join local training groups or online forums. Share your progress and challenges. Seek advice or motivation when needed. Support networks keep motivation high and make training more enjoyable. Prepare for Race Day Logistics Knowing the event details reduces stress and helps you focus on performance. The Durban Ultra Triathlon takes place on 15 March at Durban Beachfront. Full road closures ensure a safe and fast course. Registration happens at the Elangani Hotel on Saturday from 10:00 AM to 4:00 PM. Plan your travel, accommodation, and gear well in advance to avoid last-minute issues. Visualize Success Mental preparation is as important as physical training. Visualization techniques can boost confidence and reduce race-day anxiety. Spend a few minutes daily imagining your race. Picture yourself maintaining steady pace and strong form. Envision overcoming challenges and crossing the finish line. This mental rehearsal builds a positive mindset for race day. Keep Gratitude in Your Training Gratitude shifts your focus from what’s hard to what’s rewarding. Appreciate your body’s ability to train. Be thankful for the opportunity to compete. Recognize the support from family, friends, and coaches. Gratitude nurtures a positive attitude that sustains motivation. The Durban Ultra Triathlon is a demanding but rewarding event. With two weeks remaining, now is the time to sharpen your focus, maintain consistency, and trust your training. Remember, every early swim, every challenging ride, and every run builds the strength and resilience you need to succeed. Stay motivated, stay consistent, and get ready to make your mark on 15 March at Durban Beachfront. The B-Active Team is cheering you on every step of the way. Sign up now: entry.bactive.com

When we think of professions that embody heroism, firefighters are often the first to come to mind. They courageously confront dangerous situations that push the boundaries of human endurance. Their ability to face such extreme environments is significantly aided by advanced personal protective equipment. This article explores the intricate design and sophisticated technology behind a firefighter’s protective suit, often regarded as a durable outer garment. We will meticulously dissect the multi-layered construction of these suits, explaining the specific purpose and critical function of each component in ensuring firefighter safety and operational effectiveness. Layers Of Protection And Comfort 1. The Outershell As the external layer, the Outershell is the most durable component of the fire suit’s assembly. Among its primary functions are: Protection from heat and flames Protection from external chemicals and water Protection against abrasion, cuts and lacerations The durability and performance of the outer layer’s fabric are determined both by its composition (the fibre blend) and its construction and weight. The most significant trend we are currently observing is the pursuit of fabrics that are as light as possible, thereby reducing heat stress and discomfort while still providing satisfactory thermal and physical protection. 2. The Moisture Barrier The Moisture Barrier is the middle layer of the fire suit’s assembly. The moisture barrier is vital for the suit’s breathability and insulation, directly impacting the firefighter’s comfort and protection. This layer helps the suit “breathe” by allowing sweat to escape while also providing crucial thermal insulation. This layer is typically created by bonding a waterproof, breathable film to a fire-resistant fabric. How this film is placed makes a difference in performance: Film facing the outer layer: This setup provides better warmth and heat protection. Film facing the body: This setup allows for better breathability and keeps the wearer more comfortable. A critical point to bear in mind is the quality of the seam sealing applied alongside the moisture barrier, as this is crucial to the suit’s performance. The weakest point in a structural fire suit is the area around the seams. We recommend inspecting the seams often to ensure the structural integrity of the suit remains intact. 3. The Thermal Barrier As the innermost layer, The Thermal Barrier plays a crucial role in the overall performance of the fire suit’s assembly. Its main properties are: Providing insulation by creating air cushions and microclimate chambers within the garment to favour comfort and minimise heat stress. Wicking moisture away from the body to increase wearer comfort. Facilitating easy donning/doffing of the garment. A slick liner will provide a perceived sense of comfort, as the wearer won’t need to struggle with the undergarments to put on or move in the suit. Protecting the moisture barrier from any damage coming from the inside of the garment. Is it possible to make a structural fire suit with fewer layers? The answer is a straightforward “No” as each of the three layers is crucial to the overall performance of the suit. It’s key that the suit has a robust outer shell that’s resistant to chemicals, heat and physical hazards; a moisture barrier that keeps water, chemicals and bloodborne pathogens out; and a thermal liner that protects the moisture barrier from damage while dispersing perspiration and making the garment feel as comfortable as possible. Assembly may, however, consist of more than three layers, as the moisture barrier or thermal barrier/liner and insulation may be detached from each other. Garment makers often devise their own innovative solutions to enhance various aspects of the assembly by incorporating insulative components, air gaps, or raised structures (for example, in the moisture barrier, the thermal barrier/liner, or even in the outer shell through a double weave). The Structural Fire Suit: Layers of Protection Imperial Armour Innovative Solutions Imperial Armour exceeds standard requirements to ensure our fire suits provide superior protection and durability, incorporating unique features that distinguish them. These include: Comprehensive protection and durability. We use fire-resistant materials for every component of our suits. This means that everything, from zippers and stitching thread to embroidery thread and reflective tape, is either fire-retardant (treated to resist fire) or fire-inherent (naturally resistant to fire). Binding: The binding on our garments is chosen meticulously and applied to ensure maximum integrity and protection. It plays a critical role in reinforcing edges and seams, preventing fraying, and maintaining the suit’s overall structural strength, especially in high-stress areas. Nomex Cuffs: These specially designed cuffs create a tight seal around the wrists, helping to keep out heat, steam, and embers. Knee Pads: Integrated knee pads provide extra cushioning and protection in high-impact areas, enhancing the suit’s overall durability and the wearer’s comfort. Sealing Tape: We use special sealing tape on the seams of the moisture barrier, which helps further protect and insulate the suit, preventing heat and liquids from passing through any stitched areas. Each element works together to ensure our fire suits are not only protective but also well-sealed and insulated, providing firefighters with reliable safety in even the most challenging situations. Compliance Just as our bulletproof vests are tested rigorously to NIJ Standards, all three layers of our fire suits—the Outer Layer, Moisture Barrier, and Thermal Barrier—are crafted from materials that have passed the strict NFPA (National Fire Protection Association) tests, ensuring high levels of protection. For clients requiring materials tested to European Standards, we also source EN469-certified materials. The Structural Fire Suit: Layers of Protection That Save Lives The Structural Fire Suit: Layers of Protection Explore our full fire gear range or request a quote today: www.imperial-armour.com

The roots of my journey in the boiler industry were planted long before I ever stepped into a boiler house. In the early 1970s my late father Rod Swanepoel and my late uncles Alwyn Swanepoel and Don McJannet laid the foundation for what would become decades of proudly South African boiler manufacturing and engineering excellence. From Uncle Alwyn starting Boiler and Industrial Plant from his garage in Durban and building it into a respected and well established engineering business, to Uncle Don leading Cyclotherm SA for over 45 years and driving innovation, quality and the development of local expertise, to my father Rod whose early role in Cyclotherm contributed to the family’s place in this industry, their dedication, workmanship and belief in building locally shaped the very culture I grew up in. I had the privilege of learning under Uncle Don and my late cousin Mark. Those lessons became the backbone of my career and eventually inspired the creation of BoilerCraft Africa when I moved my family to KZN. The road to building BoilerCraft Africa was not without obstacles. There were challenges, setbacks and moments that demanded resilience and patience. But every hurdle taught me something valuable about leadership, grit, people and the responsibility that comes with carrying a family legacy forward. For every challenge I am grateful because the lessons strengthened both me and the vision behind BoilerCraft. Through it all my wife   Samantha Swanepoel   has been by my side. She arrived in the boiler world with her own story, transitioning from a long and successful career in banking and finance into an industry that was completely new to her. She embraced the challenge, brought fresh thinking and discipline and became part of the heartbeat behind BoilerCraft Africa. Her commitment and belief in our shared vision continues to inspire me every day. Over the years I have built strong connections with people across this industry, individuals and companies who share the same passion for doing things properly, safely and with pride. Among them is   Nico Barnard   whose own family carries a long history in the boiler world. Today I am proud that the Swanepoel's and the Barnards are joining forces, bringing together generations of knowledge, shared values and a commitment to honest workmanship. As BoilerCraft continues to grow I remain humbled to be part of this boiler culture, a community built on knowledge, hard work and mutual respect. And above all I honour the men who started it all. Their legacy lives on in every decision I make, and, in the standards, we uphold every day. I am proud to be part of this industry and grateful for the family who lit the path long before me. Honouring the Legacy That Shaped My Life - Boilercraft

By: Orrin Cottle | CEO of Brahman Hills KwaZulu-Natal has always had the raw ingredients. Mountains. Coastline. Rolling hills. Game reserves. Zulu heritage. Battlefields. Warm water. Warm people. What it has not always had at scale are destination experiences compelling enough to make visitors stay longer. That is about to change. Following the announcement of the new Club Med development on the North Coast set to open later this year, a complementary private investment is taking shape inland. Brahman Hills, an award-winning, sanctuary-led destination in the KwaZulu-Natal Midlands, has announced a multi-million Rand investment into the Serenity Garden – a catalytic tourism development anchored by what is set to become the world’s largest labyrinth and a first-of-its-kind spa in Africa and the Indian Ocean Islands. For decades, KwaZulu-Natal has sold sun, sea and safari. What it has not consistently marketed is the connective tissue between coast and countryside. The Midlands has often been experienced as a scenic pass-through rather than a primary destination. “Not anymore,” says Brahman Hills CEO Orrin Cottle. “By creating a globally significant landmark, we expect to attract not only local holidaymakers but international travellers looking to discover something architecturally ambitious and experientially rare.” He emphasises that scale does not mean big crowds. “Our intention is not to build a high-volume attraction. The Serenity Garden is designed as a sanctuary; a space for quiet reflection, where guests can reconnect with nature, art and themselves. The experience is immersive, but it is also intentionally restorative and calm.” Scheduled to also open towards the end of 2026, the 22-hectare landmark project comes at a pivotal moment for the province. Alongside renewed coastal momentum, it reflects a broader shift towards experience-led destinations that encourage visitors to move through the province and linger a little longer. The construction of The Serenity Garden, the expansion of the spa, and the renovation of the five-star Premium Signature Villas have already generated employment. And, once operational, the development will require skilled and semi-skilled roles across garden management, visitor services, hospitality and maintenance. But the deeper value lies beyond the gates. When people stay longer, they explore more. They eat at more restaurants and stop at more farm stalls. They book outdoor adventures and visit galleries. Secondary spend strengthens, confidence grows, and over time, so does the surrounding property market. “It’s a win-win,” says Cottle. “When we invest, we want the whole region to benefit. The Midlands will win, independent businesses will win, and the province will win; but most importantly, lives will be shifted by this project.” He adds that the development is anchored in a long-term vision. “We are building something that will outlive us. Something our children’s children will inherit with pride. KwaZulu-Natal is rich in culture, history and natural beauty. It has often been undersold. We believe the province deserves infrastructure that matches its potential.” The Serenity Garden will span 22 hectares and include the record-scale labyrinth, an underground orchid house, curated olive groves, a nine-metre waterfall and expansive landscaped spaces designed for reflection and immersive nature experiences. Each element is being laid carefully and intentionally, not simply to impress, but to invite pause. This multi-million Rand investment represents more than capital expenditure. It represents confidence in the Midlands as a destination in its own right, and in the belief that when long-term foundations are laid with care, entire regions rise. Grand multi-million-rand investment in Serenity Gardens

JRS Solutions was honoured to attend the prestigious diplomatic reception hosted by the Embassy of the Kingdom of Belgium, held at the iconic Oyster Box Hotel in Umhlanga. Our CEO  Seshme Holloway  and Technical Director  Irwin Holloway  proudly represented JRS Solutions at this exclusive engagement, attended by senior Belgian delegates including: • Ms Amandine Sonck – First Secretary • Mr Jean-Pascal Dricot – Consul • Ms Claudine Vandenabeele – General Manager, BCCSA • Ms Catherine Bauwens – Trade & Investment Counsellor, AWEX • Mr Luc Fabry – Trade & Investment Counsellor, FIT The evening provided meaningful dialogue on technology, trade, and future collaboration opportunities between Belgium and South Africa. We extend our sincere gratitude to the organisers for the invitation and for the opportunity to engage with distinguished leaders and international partners. JRS Solutions remains committed to strengthening global relationships and advancing innovation in the ICT, security, and technology sectors. JRS Solutions Strengthens International Ties at Belgian Diplomatic Reception in Umhlanga

Negligence is a concept in South African law – particularly employment law – which looks at the failure to exercise the standard of care expected of a reasonable person under similar circumstances. The general test for negligence is derived from the reasonable person standard: Would a reasonable person in the same position have foreseen the reasonable possibility of harm and taken steps to prevent it? The Law in Practice In the landmark case of Transnet Ltd t/a Portnet v The Owners of the MV STELLA TINGAS , the Supreme Court of Appeal (SCA) provided clarity on how negligence is to be approached and tested in practice as well as the difference between “normal” negligence and gross negligence. In this case, the dispute arose when the vessel Mv Stella Tingas collided with port infrastructure under the management of Transnet Ltd (Portnet). The owners of the vessel brought a claim for damages, alleging negligence on the part of the harbour pilot employed by Transnet, whose decisions allegedly led to the collision. The SCA had to determine whether the harbour pilot and/or Transnet was negligent in the handling of the vessel. The Court held, at para 7 that “If a person foresees the risk of harm but acts, or fails to act, in the unreasonable belief that he or she will be able to avoid the danger or that for some other reason it will not eventuate, the conduct in question may amount to ordinary negligence or it may amount to gross negligence (or recklessness in the wide sense) depending on the circumstances. If, of course, the risk of harm is foreseen and the person in question acts recklessly or indifferently as to whether it ensues or not, the conduct will amount to recklessness in the narrow sense, in other words, dolus eventualis; but it would then exceed the bounds of our modern-day understanding of gross negligence. On the other hand, even in the absence of conscious risk-taking, conduct may depart so radically from the standard of the reasonable person as to amount to gross negligence. It follows that whether there is conscious risk-taking or not, it is necessary in each case to determine whether the deviation from what is reasonable is so marked as to justify it being condemned as gross . ” The Court continued to say “…to qualify as gross negligence the conduct in question, although falling short of dolus eventualis, must involve a departure from the standard of the reasonable person to such an extent that it may properly be categorised as extreme; it must demonstrate, where there is found to be conscious risk-taking, a complete obtuseness of mind or, where there is no conscious risk-taking, a total failure to take care . ” Ultimately, the pilot was found grossly negligent, and Transnet was liable for damages. In Mtshwene v Glencore Operations South Africa (Pty) Ltd (Lion Ferrochome) the Labour Appeal Court confirmed the fairness of an employee’s dismissal who was found to be negligent in the execution of his duties. In this case, the employee was responsible for ensuring that the subcontractor had conducted satisfactory work in the lining and welding of the kiln refractory. The employee failed to ensure that the workmanship was of the required standard by supervising and overseeing the process which in turn resulted in the kiln refractory collapsing prematurely and causing the employer to suffer a financial loss of R4 000 000. The Applicant’s arguments of attempting to shift the blame to the subcontractor, coupled with contradictions in his evidence in chief, were rejected and the dismissal was confirmed to have been fair. Testing the Conduct Against the Principles The above principles guide us in determining whether an employee’s conduct was negligent in the ordinary sense or grossly negligent. The elements which encompass these principles include but are not limited to answering the following: Is the risk or potential harm foreseeable? Can it be avoided? Did the employee depart from the standard required to the extent that it is categorised as extreme? Was there conscious risk taking by the employee? Was there a total failure to take care by the employee? Skill, Care and the Consequences of Falling Short When employees execute their duties in the workplace, they need to do so with sufficient skill and the care required to perform that particular task, failing which, they could be found guilty of misconduct which could attract various sanctions depending on the circumstances. It is important to note that each case will be judged on its own merits to determine whether negligence is gross or not, and what the appropriate sanction might be. Accountability as a Way of Working In the ever‑changing world of employment, negligence remains a silent but costly threat. By understanding the legal principles and recognising the signs of foreseeable harm, organisations can build environments where accountability is second nature and preventable losses are avoided. It is critical to rely on practical, legally grounded guidance from professionals who understand how to promote fairness, compliance, and a culture of care in every corner of your workplace. Beyond a Simple Mistake: The Thin Line Between Negligence and Gross Negligence

Cox Yeats announces a series of senior promotions effective 1 March 2026, reflecting the firm’s continued investment in developing exceptional legal talent and strengthening its leadership bench across practice areas. As part of this round of promotions, Steven Saunders  has been appointed as a Partner of the firm. A member of the firm’s Business Rescue, Restructuring and Insolvency practice, Steven has advised clients on complex restructuring mandates, distressed transactions and significant commercial matters. His work demonstrates strong technical capability, commercial awareness and the ability to navigate challenging stakeholder environments with clarity and discipline. His appointment to partnership reflects the confidence of the firm in his contribution to the practice and its future growth. In addition, the firm confirmed the promotion of Jennifer Smit , Micaela Brown , Ross Booth  and Harshita Kapoor  to the position of Senior Associate. These promotions reflect sustained technical excellence, increasing responsibility on complex mandates and a demonstrated ability to deliver strategic, commercially grounded advice to clients. Jennifer has developed significant experience advising on complex legal matters within her practice, contributing to high-value transactions and disputes requiring detailed legal analysis and strategic input. Micaela has established herself as a trusted adviser to clients, bringing strong commercial acumen and sound judgement to multifaceted instructions. Ross has played a key role in demanding matters involving intricate legal and regulatory considerations, consistently managing significant workstreams and supporting senior leadership on complex engagements. Harshita has advised on a broad range of matters within her portfolio, providing clear, solution-oriented guidance aligned to clients’ operational and business objectives. Each of these lawyers has demonstrated the capability to operate at a senior level, delivering substantive client impact and strengthening their respective practice areas. Their advancement also reflects the depth of talent within the firm and Cox Yeats’ continued commitment to merit-based progression and the development of leadership from within. These appointments form part of the firm’s broader strategy to ensure continuity, depth and succession across its national platform. Serving clients across sectors including construction, insurance, shipping, property and restructuring, Cox Yeats places strong emphasis on combining legal rigour with commercial insight and long-term client relationships. Commenting on the promotions, Andrew Clark , Managing Partner, noted: “Our growth is driven by the calibre of our people. These promotions reflect sustained excellence, commitment to our clients and confidence in the next generation of leaders at Cox Yeats.” Congratulations once again to Steven Saunders on his appointment to partnership and Jennifer Smit, Micaela Brown, Ross Booth and Harshita Kapoor on their promotions to Senior Associate. Cox Yeats looks forward to their continued contribution as the firm builds on its reputation for independent legal insight and sustained client partnerships. Issued by:  Cox Yeats Media Enquiries:  Lerato Ramango, National Marketing & Brand Manager Email:   lramango@coxyeats.co.za   Website:   www.coxyeats.co.za About Cox Yeats  Cox Yeats is a leading South African law firm, founded in 1964, with offices in Durban, Johannesburg and Cape Town. Renowned for its independent legal insight and personalised approach, the firm combines deep sector expertise with a hands-on understanding of business realities. Its lawyers advise across key industries, including construction, property, insurance, maritime, business rescue, insolvency and recovery, corporate & commercial, and dispute resolution, delivering practical, strategic solutions for complex legal challenges. As a Level 1 B-BBEE contributor and member of TAG Alliances , Cox Yeats offers clients both local expertise and global reach through a trusted network in more than 100 countries.