I recently had the pleasure of spending time behind the wheel of the Leapmotor C10 REEV, a premium range extender electric family SUV that quietly arrived on South African roads in late 2025. Quietly in launch terms perhaps, but not quietly in presence. This is a vehicle that announces itself not with noise or aggression, but with confidence, comfort and curiosity. T he first thing that strikes you when you drive the C10 is just how refined it feels. The electric motor creates a calm driving experience that immediately sets the tone. In traffic, on the open road, or pulling into a parking bay, the absence of traditional engine noise makes you realise how far electric mobility has come. Pair that with a plush ride and well sorted suspension, and you have a car that feels genuinely relaxing to drive. In Durban’s heat, however, comfort is not just about silence and ride quality. It is about temperature. This is where the C10 scored some serious bonus points for me. The ventilated front seats, with their cooling fan function, were a gift during humid summer days. It is one of those features you do not think you need until you have it, and once you do, it becomes non-negotiable. What also became clear very quickly is that the Leapmotor C10 is a conversation starter. Wherever I went, the car attracted attention. From the golf club in Umkomaas to the gym, and even at Durban Country Club, it was not long before people were asking questions. What is it? Is it electric? Who makes it? The design has a clean, modern appeal that stands out without trying too hard, and the novelty of a new brand on the local market only adds to the intrigue. Inside, the cabin continues this minimalist theme. The dashboard is dominated by a large 14.6 inch touchscreen, and physical buttons are almost entirely absent. The displays are visually impressive, giving the interior an uncluttered feel. That said, I quickly learnt that this is a car that likes to think for itself. With so many functions controlled digitally, the C10 sometimes feels like it has a mind of its own, adjusting systems and prompts in ways that remind you this is a very smart vehicle, perhaps even smarter than you expect at first. Under the skin, the Leapmotor C10 REEV makes a strong case for range extender technology in South Africa. Powered by a 158 kW rear wheel drive electric motor producing 320 Nm of torque, it delivers smooth and confident performance, with a 0 to 100 km per hour sprint in a respectable 8.5 seconds. The 1.5 litre petrol engine does not drive the wheels at all, instead acting as a generator to charge the battery. This setup offers around 145 km of pure electric driving from its 28.4 kWh battery, while the total combined range stretches to an impressive 970 km. For local conditions, where charging infrastructure is improving but still uneven, this is a compelling solution. Charging is also well catered for, with support for 65 kW DC fast charging, allowing a 30 to 80 percent top up in around thirty minutes. Practicality has clearly been a priority too, with no fewer than 26 storage spaces dotted throughout the cabin. Pricing places the C10 firmly in the competitive heart of the family SUV segment. The Style model starts at R759,900, while the Design model comes in at R799,900. The Design trim adds desirable extras such as 20 inch wheels, heated and ventilated front seats, a heated steering wheel, a panoramic sunroof and a power operated tailgate. Importantly, the vehicle is sold and serviced through the established Stellantis dealer network, which should give buyers added peace of mind. Stellantis, the parent company of brands such as Jeep and Peugeot, partnered with Leapmotor to bring this vehicle to market, and that global backing shows. The Leapmotor C10 REEV has already been recognised as a semi f inalist in the 2026 South African Car of the Year competition, and after driving it, the nomination makes sense. It is comfortable, intelligent, distinctive and extremely well thought out for local driving realities. This is not just another new SUV. It feels like a glimpse into where family motoring is heading. www.leapmotor.net/za Our cover profile on Rachael Gillespie, director and major shareholder at Rotacon Engineering

By: Dylan Naidoo   When I was told that I was going to be joining Business Sense for three interviews, as well as distributing newspapers, I knew that today was going to be special. My experience doing these activities was relatively new, but at the same time I was excited to meet the leaders that grow KZN businesses.   Our arrival at the Rising Sun Newspapers’ office in Chatsworth in the morning kicked off a hot but memorable day. While we were waiting outside the main office, it took me by surprise when I saw a bright orange forklift slowly pulling in with the first batch of Business Sense newspapers. Immediately phone at hand I captured some shots and video footage of the newspaper, making sure that the front page was on full display. With our newspapers picked up and minds determined, we headed to our first interview with Nkosinathi Myataza, general manager of King Shaka International Airport.   King Shaka International Airport brings back interesting memories for me. Walking around the bustling airport, wheelie bags and trollies all around, excited couples bring me back to when I used to travel. However, today I was able to meet the man that made it all possible, Nkosinathi Myataza. Looking beyond his credentials, Nkosinathi really did have quite the inspiring story. Starting out during the troubles of apartheid, studying while people thought it was impossible for him to do so, and working his way up to general manager does sound like a great movie script. The reality is, Nkosinathi can be credited for helping the King Shaka International Airport during times where it seemed all hope was lost, especially through Covid. Through his great charisma and will-do attitude, Nkosinathi stands as a KZN business leader who inspires others to illustrate that nothing is impossible no matter the challenge. During our time at the airport, we had to offload our Business Sense newspapers at our dedicated stands. Seeing the airport lounges requesting Business Sense newspapers felt like we were making a meaningful impact on business news, and I was a part of that.   Our next stop was at MGM HR services to interview the CEO, Michelle Isaac. When I first met her, Michelle stood out as a confident individual that did not let any challenge get in her way. But one of the biggest things that resonated with me was her early life. Moving up from a human resources intern at Spar all the way to CEO of her own company truly is an accomplishment to behold. And yet, outside of all the achievements, I still felt like I was seeing a genuinely optimistic leader that strives for success and is the mentor to her team when she needs to be. Michelle mentioned that she liked to look back on herself and her team and analyse just how far their company had progressed from their beginnings, and I found that very interesting. It showcased to me a CEO who was proud of their achievements and does not forget how they got to where they are, which I find quite admirable.   At our final stop we would meet with the Business Success Leader of Cannect Digital, Terry Flack. So how did Terry stand out to me? The immediate aspect that I noticed about Terry was his optimism and friendly nature that shines in the company. With a star-studded team of individuals ready to make a change in the world of marketing, Terry and his team propelled their company to achieve becoming a proud Google Partner. But looking beyond these achievements, like the other leaders in this blog, Terry started out from humble beginnings. His father encouraged him to make a name for himself in this world and he acknowledged that being a part of the Boy Scouts was his first ever job.   I had the opportunity to interview Terry about marketing and the impact of effective marketing communication on businesses and the digital landscape. His answers demonstrated deep knowledge of the marketing genre and business growth, and he surprised me with how he managed to effortlessly answer my questions. To me, he shined as a KZN leader, and I felt he and his team were well deserving of their accomplishments.   If I had to bring together my experience of what happened during the day, I would say that I learned that KZN leaders are more than I had initially thought. While I tended to look at where they are now, what was important to look at where their careers all started, and by looking at that, we see individuals that started with humble beginnings and worked their way up to become our KZN Business leaders. Nkosinathi Myataza, General Manager of King Shaka International Airport; Michelle Isaacs, CEO of MGM HR, Terry Flack, Business Success Leader of Cannect Digital

South Africa is entering a new era of urban growth. Already a predominantly urban country, it is estimated that by 2035 more than 70% of the population will live in towns and cities. This rapid shift presents both opportunities and challenges - opportunities to unlock economic growth and improve quality of life and challenges around housing demand, transport networks, basic services and environmental sustainability. This is according to Amit Dawneerangen, AfriSam Construction Materials Executive – Sales & Product Technical, who says that for South Africa’s construction sector, this means designing and delivering infrastructure that can handle greater density, withstand climate pressures and reduce environmental impacts.  At the heart of this transformation lies the choice of construction materials. Cement, concrete and aggregates are not just commodities; they are the building blocks of urban life. And in South Africa, AfriSam has emerged as the leader in providing materials that balance quality, durability and sustainability. Urbanisation’s evolving demands Urbanisation in South Africa is no longer simply about the expansion of cities into outlying areas. Increasingly, the focus is on densification, making better use of existing urban footprints through renewal, infill and multi-storey development. This shift creates new demands for construction materials. Mid-rise residential blocks, affordable housing developments and rental stock require concrete that is consistent, reliable and cost effective. Transport corridors such as bridges, bus rapid transit systems and interchanges call for high performance mixes that can endure decades of service under heavy loads. Municipal services - from schools and clinics to water and wastewater treatment plants - must be delivered on time, often within constrained urban sites where logistics and supply certainty are critical. Cities also face growing environmental stresses. Flooding, storm surges and rising heat are already reshaping infrastructure priorities. Urban resilience now depends on engineered solutions such as permeable pavements to manage stormwater, durable culverts and channels to reduce flood risk and concrete road surfaces designed to handle high temperatures. Decarbonising the built environment Globally, there is growing recognition that construction materials - especially cement and concrete - hold the key to reducing embodied carbon in infrastructure. For South Africa, this is particularly relevant, as the country has set ambitious climate targets while facing ongoing energy and water constraints. AfriSam has been a pioneer in low carbon cement technology, producing blended cements that incorporate supplementary cementitious materials (SCMs) such as fly ash and slag. These substitutes reduce the clinker content in cement, directly lowering CO₂ emissions without compromising strength. AfriSam has also embraced performance-based concrete designs, where specifications focus on outcomes like strength and durability rather than rigid cement content. This approach allows for innovation, cost optimisation and carbon reduction in tandem. “Urban growth and decarbonisation are not competing agendas - they are two sides of the same challenge,” Amit Dawneerangen, Construction Materials Executive: Sales & Product Technical at AfriSam, says. “Our blended cements and engineered concretes are designed to deliver the performance cities need with a measurably lower carbon footprint.” From affordable housing to wastewater infrastructure, AfriSam’s products demonstrate that sustainable options can also be practical and cost effective. Permeable concretes are being trialled to reduce stormwater run-off in dense precincts, while high durability mixes extend the service life of bridges and marine infrastructure. Each innovation brings South Africa closer to cities that are not only larger, but smarter and more sustainable. Circularity and resource efficiency Another crucial component of future urbanisation is circularity. With demand for materials rising, the sector cannot rely indefinitely on virgin resources. AfriSam is leading efforts to recycle returned concrete waste into aggregates for selected applications, reducing landfill pressure and preserving natural stone reserves. At the quarry and plant level, AfriSam continues to optimise operations to extract more usable product per tonne of raw material. Closed-loop water management systems reduce consumption and safeguard scarce water supplies, while dust control technologies protect surrounding communities and ecosystems.  These efforts show that sustainability is not an add-on but a central requirement for long term urban growth. “The future city will not be built at the expense of the environment. It must balance demand with responsibility and that is what AfriSam is striving to achieve,” Dawneerangen emphasises.  Reliability as a sustainability factor Urban projects are uniquely complex. Construction in congested spaces, under tight deadlines and with limited access, demands absolute reliability from suppliers. In this context, AfriSam’s national footprint of plants and quarries becomes a sustainability lever in itself. Every delayed delivery or rejected batch adds wasted fuel, idle machinery time and disrupted schedules. By leveraging digital platforms, AfriSam allows contractors to place orders online, track deliveries in real time and receive automated notifications.  Highly skilled technical teams supported by AfriSam’s Centre of Product Excellence and its SANAS-accredited laboratories underpin the high level of service provided to support contractors by tailoring mixes to specific site conditions.  Further, night time pours and staged logistics reduce disruption in high density areas, ensuring projects proceed smoothly and with minimal impact on surrounding communities. Reliability is not just about convenience; it is about efficiency and reduced waste across the project lifecycle. For cities with constrained budgets, this translates directly into savings and better value. Building for resilience and longevity As municipalities face tightening budgets, long term durability has become more important than ever. AfriSam’s technical experts work closely with engineers to design concretes that resist chloride ingress, sulphate attack and carbonation - factors that typically shorten the lifespan of assets. By mitigating these risks, AfriSam helps ensure that bridges, pavements, culverts and treatment plants last longer, require less maintenance and deliver greater whole-life value. In road infrastructure, AfriSam continues to refine mixes that resist rutting under heavy axle loads and endure repeated heat cycles. For marine and wastewater facilities, specially formulated binder systems improve resistance to aggressive environments. In emerging technologies, the company is exploring concrete mixes suitable for 3D printing and precast manufacturing, accelerating the delivery of housing and municipal infrastructure with consistent quality. Inclusive growth and skills development Urbanisation is also a chance to build a more inclusive construction economy. Through its community investment initiatives, AfriSam invests in the growth of small and medium-sized contractors, providing training in material use, batching discipline and quality control.  By enabling smaller players and expanding skills, AfriSam ensures that urbanisation benefits are more widely shared. This inclusivity is critical in a country where unemployment and inequality remain pressing challenges. Aligning with policy and planning The coming decade will shape South Africa’s cities for generations. The challenge is clear – the need to deliver more housing and infrastructure at greater speed, with fewer resources and lower carbon intensity. AfriSam’s strategy rests on three interlinked pillars - advancing low carbon material innovation, ensuring operational excellence and supply reliability and fostering partnerships that build skills and inclusivity. “Urbanisation is not a future risk, it is today’s reality,” Dawneerangen says. “By combining reliable logistics, advanced materials and transparent performance data, AfriSam is helping South Africa’s cities grow in ways that are economically sound, socially inclusive and environmentally responsible.” As the demands of urbanisation accelerate, one thing is certain - the future of South Africa’s cities will quite literally be built on AfriSam’s foundations. THE FUTURE OF URBANISATION IN SOUTH AFRICA AND AFRISAM’S ROLE IN BUILDING IT -Afrisam

In the workplace today, managing harassment is a critical employer responsibility. It is essential in maintaining employee well-being, fundamental meeting legal compliance requirements, and vital in maintaining employee productivity. Harassment in the workplace is a broad governance priority, carrying both legal risk for the directors, and cost and reputational risk for the company. Directors and business owners have a fiduciary duty to act decisively in matters where harassment arises in the workplace, and the responsibility to implement proactive measures that safeguard all employees from activities perceived as discrimination. Failure to do so could result in their personal liability, costly litigation for the company, and irreparable damage to the company’s brand and reputation. Employers are under heightened scrutiny to promote safe, respectful working environments through the introduction of the Code of Good Practice on the Prevention and Elimination of Harassment, as defined in South African labour legislation since March 2022. Eliminating Harassment Harassment simply cannot be tolerated in the workplace and employers have an obligation to ensure they have taken the necessary steps to act proactively in eliminating harassment. Claims of harassment in the workplace can quickly escalate into legal disputes through the Commission for Conciliation, Mediation and Arbitration (CCMA), labour court actions, and civil lawsuits, resulting in relationship and reputational fallouts and damage claims against the organisation. Harassment is defined in the Employment Equity Act 55 of 1998 (EEA) as unwelcome conduct, inappropriate suggestions, and insinuations. Harassment can be aimed directly at an employee, for example through direct abusive language, acts of violence or indirectly though coercive power. The EEA’s primary goals are to achieve workplace equity, by eliminating unfair discrimination and implementing affirmative action measures. Unfair discrimination impacts on Constitutional rights of South African citizens, constitutes as a barrier to equality in the workplace, and is prohibited in terms of section 6(1) of the EEA. All employees in South Africa have the right to be treated fairly and with dignity. Harassment involves unwanted and unwelcome – verbal, physical, or visual, that causes distress, alarm, or violates a person’s dignity, and creates an intimidating, hostile, or degrading work environment. Harassment is typically a calculated action taken by a perpetrator. The employer must understand the impact of various cultural norms within their work environment and must act proactively to establish standards that are consistent with that which is understood to be acceptable conduct in terms of the law. Undeveloped or immature company cultures can elicit harassment in the workplace, allowing undesirable behaviors such as undermining and intimidation to be accepted as normal or at least tolerated. Harassment may occur as a result of an accepted pattern of persistent conduct, or from a single event. In the case of a single event, harassment may exist if the conduct is of a serious nature. Whether a single instance of conduct will be sufficiently serious to constitute harassment must be determined in relation to the event, and on the impact to the complainant. An employer must conduct a prompt and fair investigation into all reports of harassment in the workplace and ensure the context in which the harassment occurred is clearly understood. Equality Under the Law One of the principal tenets of our South African Constitution is equality under the law. The Bill of Rights is the cornerstone of the Constitution, and Section 9 deals with equality. Subsection 3 of the Constitution, which is within the Bill of Rights, contends that the state may not unfairly discriminate directly or indirectly against anyone on one or more grounds, including race, gender, sex, pregnancy, marital status, ethnic or social origin, colour, sexual orientation, age, disability, religion, conscience, belief, culture, language and birth. These South African rights are echoed and enforced throughout our labour legislation and manifesting case law. Furthermore, no person may unfairly discriminate directly or indirectly against anyone on one or more grounds in terms of the subsection (3) and national legislation must be enacted to prevent or prohibit unfair discrimination. Moreover, discrimination on one or more of the grounds listed in the Constitution is unfair unless it is established that discrimination is fair. Harassment may be the result of physical attacks or acts of violence, verbal bullying, intimidation, hostile accusations, and/or psychological conduct in that workplace. It may also be associated with emotional abuse and involve behaviour that has serious negative psychological consequences for the complainant, and include verbal abuse, bullying and/or mobbing. A broad spectrum of conduct in the workplace may be considered as harassment, for example spreading false or damaging statements about an employee or the direct sabotage of an employee. Proactive Steps Required Employees are required to report incidences of harassment to their employer timeously, and employers must act promptly and impartially when harassment is reported. A thorough and unbiased investigation is required. Depending on the sensitivity or the profile of the case, it might be appropriate for the company to bring in an external investigator to ensure neutrality and credibility. The employer must act in line with the prescribed Code of Good Practice, the company’s disciplinary code and policies. It is the obligation of the employer to consult with all parties, to take necessary steps to address the complainants’ concerns, to act in line with the Code, and to take necessary steps to resolve the reported or perceived harassment. Employers must be actively aware and take proactive steps to prevent harassment from occurring in the workplace. This is actioned through implementing a zero-tolerance approach to harassment, by fostering a culture of dignity and respect, and by establishing acceptable employee engagement and interaction norms in the workplace. Employers must define unacceptable workplace behaviour and must clearly define harassment as an unacceptable activity within the company. Employers must define such expectations by providing training across all levels within the organisation, by conducting interactive workshops, and through implementing an unambiguous and enforceable policy with steps to guide employees who would like to report an incident of harassment. Employees must have access to a safe and structured channel to report harassment though a formal grievance policy that provides multiple reporting avenues, confidentiality, and clear resolution timelines. Employers must have a disciplinary code in place that explicitly prohibits all forms of harassment, and a Code that is consistently applied to ensure fairness and credibility. Everyone in South Africa has the right to be treated fairly in the workplace, and nobody has the right to intimidate or harass any another employee. The South African labour legislation is firm in its expectation that every employer will create a safe and harassment free work environment. This is an employee right, and this right is sacred in terms of the law. For more information please contact Colette Tanner T: +27 (0)31 767 0625 E: colette@drg.co.za W: www.drg.co.za MANAGING HARASSMENT IN THE WORKPLACE- DRG

This was not the first time the ODM Media team had travelled to a Routes event under an ominous weather warning. Back in 2018, we headed to Routes World in Guangzhou, China, unsure whether we would even be able to land as Super Typhoon Mangkhut approached. It was the first time the conference had ever been affected by weather. On day one, I walked into the team room to find our clients sitting there with ghost white faces. More than 3000 delegates were evacuated immediately, with police and military personnel deployed to shuttle everyone back to their hotels. The three of us, however, were staying in an Airbnb a few stops away on the underground and did not have a bus waiting for us. Instead, we walked through the downpour, which was a relief from the oppressive humidity, made our way to the underground and enjoyed an unexpected day off. South Africans do not shy away from adventure. Fast forward to the end of 2025 and our trip to Routes World Hong Kong was unfolding in a very similar way. Super Typhoon Ragasa was gathering strength as it approached. I arrived the evening before in pouring rain and, within hours, already had cabin fever. I like to unpack quickly and head out to explore. No time to waste. If there is a beach nearby, that is always first prize. Walking barefoot on the earth after hours spent in a tin can far above the ground is essential for me. The following morning looked promising before the storm arrived, so I was up at 3.45am searching for a taxi. This turned out to be far harder than expected. Taxis only accepted cash and there were no ATMs nearby. Eventually, one driver agreed to take me to an ATM along the way and then on to Kowloon Viewing Point. He drove like he had just come straight from a Saturday night at Blue Lagoon, pushing his tiny car to 160 kilometres an hour along twisting highways. Unable to communicate properly and not wanting to offend him, I closed my eyes and prayed. After navigating a long, narrow road that snaked up the mountain, we arrived at the viewpoint in the dark. Sunrise was still about 45 minutes away. I am always early, as being late is not an option. The anticipation built as I imagined capturing incredible photos of Hong Kong city, only to watch the entire skyline disappear beneath a thick blanket of cloud as the sun rose. Eventually, patience paid off and I managed to capture some shots of the magnificent city. With no taxis in sight, I walked back down the mountain, about an hour’s journey, caught the train and returned to the hotel just in time to meet the rest of the team who had arrived overnight. That afternoon, the storm intensified and the city shut down. We were confined to our hotels as the typhoon peaked overnight. What amazed me most was that I slept straight through it. Not because I am a heavy sleeper, but because you could not hear a thing through the insulated windows. They are clearly designed for these conditions. I doubt even a hadada could penetrate them. The following day was meant to begin with the welcome reception, but due to travel restrictions this was changed to small gatherings at each hotel. The official welcome reception was moved to the final evening and was well worth the wait. Just a day after the typhoon hit, everything returned to normal as if nothing had happened. The local population deals with these weather systems regularly, and another one was already approaching shortly after we left. The harbour told the story best, completely empty before the storm and bustling once again the day after. Routes, the organisers of the event, did an exceptional job throughout. They kept delegates informed, calm and accommodated constant changes over the four days, including late arrivals, cancellations and delays. For us, it was simply about adapting, supporting the client and making the most of the situation. We managed to swap hotels before lockdown to gain better coverage and were able to continue filming, photographing and posting on social media to show that business was still moving forward. The rest of the conference was a success, and everyone involved was relieved once it concluded. Traditionally, the Routes team presents Manchester United shirts branded with Routes logos to the host city as a gesture of thanks. This event also marked almost exactly ten years of us working with Routes worldwide. Before leaving South Africa, I had comfortable hoodies made featuring both our company logos on the front and a large ten on the back, listing the events we had worked on together. Despite my nerves, I asked for a few minutes in the morning meeting, delivered a short speech and presented the director of Routes with a hoodie. The wider team received hoodies too, although luggage space limited numbers. It was a proud moment for our team and one that did not go unnoticed. Messages of thanks are still coming through. Next up, and hopefully without typhoons, is Brazil, China, Italy and Saudi Arabia in 2026. Let’s keep the South African flag flying around the world. M: +27 (0)83 331 6796 E: wade@odmedia.co.za W: www.odmedia.co.za CREATE MEMORABLE MOMENTS -SKY TENTS

2025 ended on a positive note and, despite recent super power spats over oil and other resources on other continents, 2026 promises to be a positive one back home with the residential property market set to continue to benefit from interest rate cuts, according to Tyson Properties’ founder and chief executive, Chris Tyson. In the throes of rolling out a brand renewal and tech upgrade to coincide with this property revival, Tyson shares six reasons why 2026 will be positive for all on the property ladder: 1: Confidence Sells Investor confidence is on the up. Like its iconic rugby team, South Africa is resilient and there is already rising demand for housing on the back of improved incomes. Better governance and fiscal policy, together with the fact that South Africa has slipped from the FATF grey list and seen an S&P rating improvement, will raise the appetite for investment. 2: Rates Are Attracting Interest 2026 ushers in a whole new chapter in monetary policy. In the Medium-Term Budget Policy Statement, Finance Minister Enoch Godongwana and the Reserve Bank set a 3% inflation target that not only promises lower household food and energy costs but also makes two further interest rate cuts likely – adding up to 50 basis points in further relief for 2026. 3: A New Approach To Service Delivery The upcoming local government elections could spark improvement in service delivery if only to attract votes. The performance of local municipalities influences property values with those benefitting from good services commanding a premium. Hence, it comes as no surprise that the Western Cape will continue to lead the property market recovery for 2026 with Gauteng and KwaZulu-Natal still playing catch up for most of the year. 4: The Year When People Return To Work Although remote work is a reality, particularly in the tech space, the workforce is heading back to the office. This will not only impact positively in the commercial property market but also persuade employees to move closer to their workspaces. Convenience and safety will be key growth drivers and demand for sectional title estates will grow. Already equity values are exceeding those of freestanding homes. 5: A Growing Appetite For Lending Fuelled by lower interest rates and expectations of further cuts, banks are on the lookout for loan candidates. By year end, it was evident that home loan applications are rising at the fastest pace since 2022. With expectations that House Price Inflation will stabilise during 2026, greater affordability should bring more borrowers to the table. With income growth potentially outpacing inflation in 2026, these buyers will have greater long-term purchasing power. 6: The Return Of First-Time Buyers Greater affordability and further interest rate cuts, together with a more positive overall economic outlook and lower inflation should encourage first time buyers to enter the market. Although the rental market is expected to remain strong in 2026, those sitting on the picket fence are expected to make pro investment choices this year. Tyson admits that, while some uncertainties remain – global trade wars and political altercations, water shortages and potential currency fluctuations – there are far more positives than negatives in 2026. “It would be safe to say that, for the property sector, we are starting the year on a very positive note and expect to not only see a more vibrant market but also one where developers look to return to the market in key hubs like the Western Cape and the KZN North Coast,” he concludes. www.tysonprop.co.za CREATE MEMORABLE MOMENTS -SKY TENTS

Whether you are turning 21 or celebrating a remarkable 90 years, a birthday remains one of life’s most meaningful milestones. The truth is that marking another year is about creating memorable moments with the people who matter most. One of the most versatile and impactful ways to elevate any celebration is through a quality tent. From intimate garden gatherings to lively themed parties, Sky Tents offers a range of flexible solutions that transform ordinary spaces into personalised celebration venues. “Every birthday deserves to feel special, regardless of age or budget,” says Isaac Mbatha, CEO of Sky Tents. “A tent gives people the freedom to celebrate in their own way, in their own space, while still creating an atmosphere that feels professional, stylish and memorable.” Here are some inspired ways to celebrate a birthday. Take The Celebration Outdoor For adventurous hosts, an outdoor celebration offers a unique way to mark a birthday. Tents provide practical accommodation, as well as can be a base camp for meals, socialising and protection from unpredictable weather, ensuring the experience remains enjoyable. Create A Gaming Tournament Not all parties need loud music and dancing. A gaming tournament using classic board games such as Monopoly, Twister or Pictionary is a fun and inclusive way to celebrate. A tent offers ample space to set up multiple tables, snacks and seating, creating a relaxed but structured environ-ment that works well for all ages. Host A Themed Dress Up Dinner Party A tent makes it easy to bring any concept to life. Whether it is a vintage soirée, a black tie evening or a colourful cultural theme, a suitable tent can be decorated to suit your vision. Lighting, draping and table layouts can be customised, turning a simple garden into an elegant dining venue. Wine Or Beer Tasting Experiences Tasting tours have become increasingly popular birthday options. If travelling between venues is not ideal, hosting your own tasting at home is an excellent alternative. A tent creates a refined tasting environment, allowing you to set up tasting stations, seating areas and food pairings in a controlled and stylish space. Relaxed Garden Picnics For those on a tighter budget, a garden picnic remains a charming and affordable option. A tent adds structure and sophistication, while fairy lights, picnic blankets and shared plates of food create a warm, welcoming atmosphere. It also ensures the celebration can continue regardless of weather changes. Host A Movie Night With A Twist Turning a garden into a private cinema is another creative way to celebrate. A tent can house comfortable seating, blankets, snacks and a projector, making the experience feel like a private event rather than a casual get together. According to Mbatha, versatility is the key reason people choose tents. “Our clients are always surprised by how easily a tent can be adapted to different types of celebrations. It is not just about shelter, it is about creating a space where memories are made.” If you are looking for a top-quality tent supplier or manufacturer, Sky Tents offers reliable, professional solutions tailored to your needs. To find out more contact Sky Tents on +27 31 700 2863 and start planning a celebration that truly reflects you. W: www.skytentsa.co.za CREATE MEMORABLE MOMENTS -SKY TENTS

I attended a business masterclass last with an iconic business mentor by the name of Darren Hardy (check out his book T he Compound Effect – game changing.) Darren got up on stage in front of thousands of students from around the globe and stated this simple fact: “no matter what business you’re in; you are in the marketing business.” Truth that!! And if this principle is clearly, strategically and culturally adopted by business leaders, their businesses will be reframed for growth (and with the accelerated adoption of AI – this is no longer a “nice to have.”) In business, there is a hard truth many companies learn too late: visibility does not pay salaries. Sales do. Yet across South Africa (and, in fact, the world), countless businesses heavily invest in brand building activities such as advertising, social media, billboards and sponsorships without a defined system that turns attention into revenue. The result is predictable: likes without leads, traffic without transactions, and marketing budgets that feel more like costs than investments. Peter Drucker, considered to be the “godfather of modern marketing” aptly puts it like this: “Because the purpose of business is to create a customer, the business has two and only two basic functions: marketing and innovation. Marketing and innovation produce results. All the rest are costs.” - Peter F. Drucker Marketing is not meant to exist for its own sake. Its role is to drive business growth (aka SALES.) It should nurture a potential customer from first awareness to a clear buying decision (and then enable and encourage repeat buying.) When that journey is missing, marketing becomes disconnected from sales, and growth stalls. This is where the concept of a sales funnel becomes critical. A sales funnel is not a digital buzzword or a university theory. It is simply a structured path that moves a prospect step by step toward purchase. Every successful business already has one, whether intentional or accidental. The difference is that intentional funnels are measurable, optimised, and predictable. And drive growth – the core function of marketing and sales in ANY business. In today’s data-rich environment, marketing must do more than brand building. As performance marketers, we generally attribute 80% of our marketing focus to lead generation and only 20% to brand building It seems almost counter intuitive, but it works, if your sales funnel is a well-oiled machine, starting with the most important initial interaction requirement; response rate. It must qualify interest, build trust, remove friction, and prompt action. When marketing teams cannot explain how a campaign leads to enquiries, quotations, or sales, the business is effectively driving without a map. Over time, that lack of direction shows up in declining margins, inconsistent cash flow, and pressure on sales teams to “close harder” instead of being better supported. For businesses facing rising costs, tighter customer spending, and increased competition, marketing that does not directly support sales is no longer sustainable. The question is no longer “Are we visible?” but rather “Can a customer clearly see how to buy from us? A Simple Sales Funnel Explained for Businesses Think of a sales funnel as a guided journey, not a straight line: Awareness This is where customers first encounter your business. Examples include Google searches, social media ads, billboards, print media, or word of-mouth. The goal is visibility with relevance Interest & Consideration Here, prospects explore further. They visit your website, read reviews, follow your social pages, or compare suppliers. Clear messaging, proof of value, credibility and trust matter most. Conversion This is the decision point. A phone call, enquiry form, WhatsApp message, store visit, or online checkout. Marketing must make this step obvious and easy. Retention & Repeat Sales After the sale, follow-up marketing keeps customers engaged through email, WhatsApp, loyalty offers, or after-sales service, turning once off buyers into long-term clients. And then, the golden chalice – having your clients refer you to new prospects. hat’s trust! When marketing intentionally supports each stage, sales stop being accidental and start becoming predictable. When measured marketing moves from being a cost to a measurable investment. That time is now. M: +27 (0)84 555 0005 T:  086 111 2939 (SA Sharecall Only) E: Terry@cannectdigital.com W: www.cannectdigital.com NO SALES, NO BUSINESSWHY MARKETING MUST PROVIDE A CLEAR PATH TO PURCHASE- Cannect Digital

We’ve entered 2026 and I would like to wish all readers a safe, successful and prosperous year ahead. A new year brings optimism, fresh goals and renewed energy. It also brings something far less welcome, but entirely predictable, a spike in serious crime. January is not an unlucky month. It’s forecastable. After many years working in crime prevention and emergency management, one pattern has remained remarkably consistent. While December is often associated with heightened crime, many career and organised criminals actually slow down over the festive season. They also take time off, visit family, travel and enjoy the lavish lifestyle their criminal proceeds have provided for. Criminals like holidays too The Problem Begins When January Arrives By mid-January, the festive spending is over, the money is gone and pressure is on. This is when criminal operations restart with a sense of urgency. The coffers need refilling, and quickly. Historically, the period from mid-January to mid-February sees a marked increase in cash-in-transit heists, business robberies, home invasions, hijackings, vehicle theft and housebreaking. This is not random opportunistic crime. It is organised, planned and targeted. One of the greatest risks at this time of year is complacency. December often feels more relaxed as we drift into holiday mode. Staff return distracted, systems are not always fully reset, and predictability creeps back in. Criminals know this and they rely on it. Cash-related crime remains a key driver early in the year. Businesses moving money for payroll or operations become attractive targets when movements are predictable. Reducing physical cash exposure wherever possible and avoiding fixed routines makes a meaningful difference. Business robberies also increase, particularly during opening and closing times. Staff returning from leave may be out of routine and less alert. Simple discipline matters, vary routines, test panic systems and reinforcing calm, compliant responses during an incident. Hijackings and vehicle theft follow familiar patterns. Predictable routes, fixed departure times and distracted drivers create opportunity. Awareness, route variation and avoiding routine go a long way in reducing risk. Home invasions deserve special mention. Homes are targeted not only for valuables, but for access to devices, information and systems. Business owners and executives are becoming increasingly at risk with remote and hybrid work now common, the line between home security and business security has become blurred. A breach at home can quickly become a business problem. Crime Follows Cycles The broader lesson is straightforward. Crime follows cycles, much like the economy. My personal payoff line when referring to this is: ‘When security is treated as a reaction, it feels expensive. When it is treated as a predictable risk, it becomes manageable.’ Preparedness is not about fear. It is about leadership. As we move into 2026, the challenge is to resist complacency, understand the patterns and act early. January does not have to be dangerous. It simply needs to be taken seriously. Cheers for now. T: +27 (0)31 109 1888 E: care@mobiventures.co.za W: www.mobiventures.co.za JANUARY IS NOT UNLUCKY, IT’S PREDICTABLE - MOBIVENTURES

When I talk to business owners about building a sellable business, the response is often immediate. “But I don’t want to sell yet.” “I’ve never even thought about selling.” “I’ll worry about that one day.” And that’s perfectly fine. Building a sellable business is not about selling it right now, unless that is your goal. The point is to build a business that could be sold, because the process of doing so fundamentally improves profitability, freedom, and long term value. At ActionCOACH, we define a successful business as: A commercial, profitable enterprise that works without you. That definition is not about exit strategies. It is about options. Sellable Really Means Optional A sellable business gives you choices. And choice is the real measure of success. A sellable business may allow you to: ■ Appoint a General Manager and step back ■ Work part time while pursuing other interests ■ Sell all or part of the business to your management team ■ Bring in a strategic partner or investment group ■ Hand the business over to your children with far less risk ■ Franchise or scale into multiple territories In every scenario, the owner is no longer buried under the business. Instead, the business becomes an asset that supports wealth creation, time freedom, and opportunity. This is why many owners decide not to sell once their business becomes sellable. Owning a business that works without you is a very good place to be. Why Most Businesses Never Get There The biggest obstacle to sellability is not the economy, competition, or industry conditions. It is owner dependence. ■The owner sells. ■The owner decides. ■The owner fixes. ■The owner holds the knowledge. That model works in the early years, but over time it creates a ceiling. Growth slows, stress increases, and freedom disappears. In a previous article, I asked a simple but confronting question: Could your business survive a month without you? Not as a holiday test, but as a value test. Because if a business cannot operate without the owner, it is very difficult to scale, partner, franchise, or sell. Systems Are the Bridge to Sellable The bridge between an owner dependent business and a sellable one is systems. Over many years, we have helped business owners systemise their businesses using a clear nine-step framework, covering: 1. Vision and long-term direction 2. Mission and strategic focus 3. Values and culture 4. SMART goals from long-term through to quarterly priorities 5. Organisation charts and role clarity 6. Position contracts and expectations 7. KPIs for accountability 8. Documented how-to systems 9. Management systems that hold everything together These steps are not about bureaucracy. They are about consistency. And consistency builds trust. Trust builds value. You do not need to be the best at everything. You simply need to be the best at being consistent. Where ABoS Takes This Further This focus on systems is also why ActionCOACH has evolved. We are no longer simply business coaches. Today, we install business operating systems into the companies we serve. ABoS, the ActionCOACH Business Operating System, is far more than the nine steps in digital form. It is a fully integrated operating system that brings together: ■ Long-term vision planning through to three, one, and 90-day goals ■ Quarterly planning and execution rhythms ■ Clear accountability through organisation charts and role allocation ■ Individual and team to-do lists that feed into weekly and monthly goals ■ Financial dashboards and key numbers ■ Marketing strategies, campaigns, and step-by-step tutorials ■ A complete goal-setting and accountability framework All of this is built on 32 years of ActionCOACH intellectual property, refined through tens of thousands of businesses worldwide. In simple terms, it gives owners their entire business at their fingertips, with confidence that plans are being executed, KPIs are being hit, and deadlines are being honoured. We are currently rolling ABoS out to all active coaching clients as part of phase one. Phase two will open access to more businesses that want to build sellable, scalable operations and gain a genuine competitive advantage. A Conversation Worth the Time Our founder and CEO, Brad Sugars, was recently interviewed on the Business Growth Podcast in a deep, two and a half hour conversation exploring these exact themes. It is a long episode, but it is two and a half hours very well spent. Scan the QR code below to listen on Spotify or Apple Podcasts. Final Thought Smart business owners are not obsessed with selling. they are focused on building value. And when value is built properly, selling becomes just one of many good options. If you would like to be added to the ABoS phase two waiting list or simply want a coffee or a formal consult to explore whether this approach is a fit for your business, reach out. We will gladly set something up. Here’s to building the kind of business that outlives you. To your success, Trevor Clark. T: +27 (0) 31 266 2258 E: mastery@actioncoach.com W: www.mastery.co.za SMART BUSINESS OWNERS BUILD SELLABLE BUSINESSES(EVEN IF THEY NEVER SELL) SMART BUSINESS OWNERS BUILD SELLABLE BUSINESSES(EVEN IF THEY NEVER SELL) - TREVOR CLARK

For a province that has watched factories close, shipping containers pile up at the port, and unemployment figures climb relentlessly past 30%, the announcement felt almost surreal: R100.1 billion in investment pledges, 34 major projects, and the promise of 300,000 jobs. KwaZulu-Natal, the perennial underperformer in South Africa’s investment stakes, had just exceeded its own ambitious target by over R5 billion. The figures emerged from the 2025 KwaZulu-Natal Trade and Investment Conference held at Durban’s ICC in October, where Premier Thamsanqa Ntuli declared it a defining chapter in the province’s investment story. Business owners across the province are really asking: will these pledges translate into actual spades in the ground, or will they join the long list of conference commitments that quietly fade into bureaucratic oblivion? The Numbers That Matter The R100.1 billion portfolio spans five critical sectors: renewable energy, advanced manufacturing, agro-processing, tourism and mixed-use developments, and skills training. What distinguishes this round from previous conferences is the geographic spread. Unlike earlier investment drives that concentrated capital in eThekwini, these pledges are distributed across all 11 districts,from Msunduzi and King Cetshwayo to the rural reaches of uMkhanyakude and Amajuba. The flagship projects tell a compelling story. Colenso Power, a R9.78 billion hybrid energy facility in the uThukela district, will produce hydrogen, ammonia, and fertiliser while generating 10,000 jobs in communities that have been economically dormant since the coal industry’s decline. Dubai-based IFA Hotels & Resorts is expanding its Zimbali footprint with a R20 billion investment in a new estate and marina on the North Coast. Mulilo Energy Holdings is bringing significant renewable capacity online, while Salt Rock City and Seaton Estate represent major mixed-use developments targeting the province’s growing middle class. The Credibility Question Sceptics have reason to pause. Investment conferences across South Africa have historically produced impressive headline figures followed by disappointing implementation rates. However, the provincial government points to an encouraging precedent: the 2024 conference secured R85.2 billion in pledges, and according to MEC for Economic Development Musa Zondi, more than 80% of those projects have already broken ground. Those developments are on track to create over 68,000 permanent jobs and 119,000 temporary positions. That conversion rate, if accurate, would represent a significant departure from the national norm. The question for KZN businesses is whether the provincial administration can maintain this momentum while addressing the structural barriers that have historically deterred investors: port congestion at Durban, unreliable electricity supply, water infrastructure deficits, and the glacial pace of municipal approvals. What This Means for KZN Business For manufacturers in Pinetown and Mobeni, the energy investments are the headline worth watching. Projects like Colenso Power represent precisely the kind of baseload capacity that could reduce dependence on an unreliable national grid. For the logistics sector operating between Richards Bay and the N3 corridor, the conference signals renewed commitment to infrastructure that has languished for years. The Port of Durban’s congestion, which saw a 73% reduction in vessel waiting times following the Presidential eThekwini Working Group’s intervention, suggests that coordinated government action can produce results. The tourism and property developments along the North Coast and South Coast present opportunities for local suppliers, contractors, and service providers. The Zimbali expansion alone will require construction materials, labour, and ongoing hospitality services that could sustain hundreds of small businesses in the iLembe district for the next decade. The Path Forward Premier Ntuli’s Secondary Cities Network initiative deserves particular attention. By deliberately directing investment beyond Durban’s metropolitan boundaries, the provincial government is attempting to address a structural imbalance that has left towns like Ladysmith, Newcastle, and Port Shepstone economically stranded. Whether this geographic diversification survives contact with commercial reality, where investors naturally gravitate toward established infrastructure, remains the central test. The alignment with South Africa’s G20 presidency and the Just Energy Transition framework positions KZN to access international climate finance and technology partnerships that could accelerate the green manufacturing sector. This is not merely about local job creation; it is about positioning the province within global supply chains for renewable energy components and green hydrogen. R100 billion in pledges is not, by itself, economic transformation. It is a statement of intent. The real measure will come in the quarterly reports, the construction sites, and the employment figures over the next 24 months. For KZN business owners who have weathered floods, load-shedding, and port delays, the question is not whether the province needs this investment. It is whether this time, finally, the machinery of government can move fast enough to convert promises into prosperity which will undoubtedly boost investor confidence. T: +27 (0)31 207 1572 M: +27 (0)76 555 7529 E: heather@flairaccounting.co.za W: www.flairaccounting.co.za AIRWAYS ROUTE EXPANSION TAKES CITY TO NEW HEIGHTS - DURBAN DIRECT

Qatar Airways has announced a significant expansion of its South African operations, confirming that it will increase frequencies on the Durban–Doha route to seven weekly flights, effective from 1 March 2026. The move emphasises the airline’s strong confidence in the KwaZulu- Natal market and its growing demand for international connectivity. The decision comes after robust passenger growth at King Shaka International Airport, which recorded an 11.6 percent year on-year increase in December 2025. This surge highlights the province’s rising appetite for both international and domestic air travel, positioning Durban as a key gateway for global tourism and trade. Qatar Airways’ expansion to daily flights is expected to enhance connectivity between Durban and major global destinations via Doha. This move will also support KwaZulu-Natal’s tourism sector by offering greater accessibility for international visitors and providing local travellers with more flexible options for business and leisure travel. Industry observers note that the airline’s confidence reflects broader trends in South Africa’s aviation recovery, with Durban emerging as a competitive hub alongside Johannesburg and Cape Town. The increased service is anticipated to strengthen economic ties, boost tourism inflows, and create new opportunities for regional growth. This news follows the recent announcement of a new direct route between King Shaka International Airport and Saint-Pierre, Réunion Island. Lift Airlines, in partnership with Global Airways and Fly Vetiv’Air, will assume the service on 26 February, marking a major milestone for aviation and regional tourism. The new connection forms part of a broader strategy to boost tourism, trade, and cultural exchange between KwaZulu- Natal and the French overseas territory. The direct link is expected to create easier travel for both business and leisure, while positioning Durban as a key gateway to the Indian Ocean. W: www.durbandirect.co.za AIRWAYS ROUTE EXPANSION TAKES CITY TO NEW HEIGHTS - DURBAN DIRECT