KwaZulu-Natal continues to play a vital role in South Africa’s economic landscape. With a diverse mix of industries, strong leadership, and a growing focus on innovation and sustainability, the province is home to businesses that consistently contribute to economic growth and job creation. The KZN Top Business Portfolio  serves as a platform to recognise and showcase these organisations and the impact they make. A Platform for Business Recognition The KZN Top Business Portfolio brings together a cross-section of leading companies operating within the province. Businesses featured in the portfolio are recognised for their commitment to excellence, resilience in challenging economic conditions, and their contribution to the regional economy. Inclusion in the portfolio reflects credibility, performance, and leadership within the business community. A Diverse Business Landscape KwaZulu-Natal’s economy is driven by a wide range of sectors including manufacturing, logistics, agriculture, construction, finance, tourism, and professional services. This diversity strengthens the province’s economic stability and creates opportunities for collaboration across industries. The KZN Top Business Portfolio highlights this variety, demonstrating how different sectors work together to support sustainable growth. Supporting Growth and Visibility Being part of the KZN Top Business Portfolio offers businesses increased visibility through multiple platforms, including digital media, print publications, and strategic distribution channels. This exposure allows companies to share their stories, achievements, and insights with a wider audience, strengthening brand presence and industry positioning. Building Connections and Collaboration Beyond recognition, the portfolio encourages meaningful connections within the business community. It creates opportunities for networking, partnerships, and knowledge sharing among business leaders. These relationships play an important role in fostering innovation, supporting transformation, and strengthening the overall business ecosystem in the province. A Commitment to the Future The KZN Top Business Portfolio also reflects a forward-looking approach. Many of the businesses featured demonstrate a strong commitment to transformation, skills development, environmental responsibility, and community upliftment. These values are essential in building a resilient and inclusive economy for the future. Enquiries: Join the KZN Top Business Portfolio Are you interested in showcasing your business among KwaZulu-Natal’s leading companies? The KZN Top Business Portfolio  is a unique platform to highlight your achievements, connect with industry leaders, and increase your brand visibility. We welcome enquiries from businesses across all sectors. Whether you are looking to be featured in the portfolio, share your success story, or explore partnership opportunities, our team is ready to assist you. Contact us today to find out more: Email:   maryke@kzntopbusiness.com Website:   www.kzntopbusiness.com

In the world of construction, the quality of materials directly determines the strength, durability and long term performance of any structure. Among these materials, aggregates - whether used in concrete, asphalt or base layers - play an essential role. Ensuring that aggregates are correctly sized and properly graded is not just a technicality - it is a vital factor in achieving structural integrity, performance consistency and compliance with design specifications.   “Aggregate grading is about more than just particle size,” Amit Dawneerangen, Construction Materials Executive: Sales & Product Technical at leading construction materials supplier, AfriSam explains. “It determines how the material compacts, how concrete mixes perform and how well load bearing structures can handle stress over time.”   When aggregates are incorrectly sized or poorly graded voids can occur within the mix, reducing density and compromising strength. This often leads to issues such as cracking, shrinkage and water ingress - all of which can shorten the lifespan of roads, buildings or infrastructure.   Conversely, well-graded aggregates create dense cohesive mixtures that enhance workability, reduce cement or binder demand, and ensure more uniform compaction and stability.   Beyond physical performance, consistent aggregate quality ensures that engineers and contractors can meet design standards and regulatory specifications. Projects designed around specific grading envelopes depend on accurate and repeatable aggregate properties to perform as intended.   However, achieving this level of precision requires technical expertise, process control and rigorous testing which is why working with a reputable quarry or construction materials supplier is critical. Trusted suppliers operate under strict quality management systems, implement regular laboratory testing and maintain calibrated crushing, screening and blending processes to ensure product consistency.   “Partnering with an established, credible supplier provides confidence that every load delivered meets specification,” Dawneerangen adds. “It also means access to reliable technical advice and traceability - from the source rock right through to the final product.”   Reputable suppliers invest heavily in quality assurance infrastructure, from advanced testing laboratories to on-site quality control technicians. Their focus extends beyond supply - they actively collaborate with engineers and contractors to ensure that the correct material is selected for each layer or mix design, reducing the risk of costly rework and ensuring long term performance.   In a market where quality, compliance and sustainability are non-negotiable, correct aggregate sizing and grading are the cornerstones of successful construction. “Working with a trusted technically capable supplier is therefore not just a purchasing decision - it is a quality assurance choice that safeguards the integrity and longevity of every project,” Dawneerangen concludes.   The COTO specifications for aggregates used in asphalt - classified as Class 1 and Class 2 - set exceptionally high quality standards.

As the city returns to its daily rhythm, thousands of commuters across eThekwini are heading back to work, school, and appointments. Getting from point A to point B doesn’t have to be stressful or complicated — especially when reliable public transport is right on your doorstep. The Durban Transport Bus Service plays a vital role in keeping the city moving, with more than 500 routes operating daily  across the municipality. These routes connect communities, business hubs, educational institutions, and key transport interchanges, making public transport an accessible and dependable option for residents and visitors alike. Whether you’re a daily commuter or an occasional traveller, navigating bus routes and timetables can sometimes feel overwhelming. That’s where support is readily available. If you’re unsure about schedules, routes, or transfers, assistance is just a phone call away. The Public Transport Information Centre  is dedicated to helping commuters plan their journeys with ease. Friendly and knowledgeable agents are on hand to provide guidance, answer questions, and ensure you get to your destination smoothly and on time. 📞 Public Transport Information Centre:  087 121 9446 By choosing public transport, commuters not only save on travel costs but also contribute to reduced traffic congestion and a more sustainable city. With extensive coverage and support available when you need it, getting around eThekwini truly doesn’t have to be a mission. Hop on, plan ahead, and keep moving with confidence. Back to Work, Back on the Move: Getting Around eThekwini Made Easy

Trevor Clark is an award-winning business and executive coach, speaker, and Senior Franchise Partner at ActionCOACH, the world’s leading business coaching firm. Based in South Africa, he has over 30 years of international business experience across sectors including banking, engineering, and marketing.  Who is Trevor Clark? Experience: Before joining ActionCOACH in 2009, he served as a General Manager in Saudi Arabia and was the Managing Director and co-owner of a global brand consultancy in Dubai. Accolades: He has consistently ranked in the Global Top 100 Coaches and was recently named the ActionCOACH Brand Ambassador of the Year for 2025 . Philosophy: He utilizes the "OAR vs. BED" (Ownership, Accountability, Responsibility vs. Blame, Excuse, Deny) behavioral theory to help business owners systemize operations.  Why Use His Services? Trevor Clark specializes in helping business owners create "profitable, scalable companies that thrive without constant oversight". Benefits of his coaching include:  Measurable Growth: His programs focus on practical, results-driven strategies to boost profits and cash flow. One client reported doubling their gross profit within months of starting. Systemization: He provides tools to help you step away from daily operational demands, allowing the business to run efficiently without you. Structured Accountability: As a "Change Agent," he acts as a professional accountability partner to ensure you implement your action plans and meet long-term goals. Diverse Service Range: One-on-One Coaching: Intense, personalized sessions for maximum results. Masterclasses: 12-week programs specializing in Sales , Management, and Business Mastery. Group Workshops: Such as the "6 Steps to Business Success" workshop or GrowthCLUB for 90-day planning. Global Methodology: He uses ActionCOACH’s proven frameworks, which have been tested in tens of thousands of businesses worldwide.  You can explore his current offerings and resources on his official ActionCOACH Profile or connect via his LinkedIn page . Trevor Clark is an award-winning business and executive coach

Shabir Chohan, CEO of Al Baraka Bank, takes pride in his roots, tracing back to the family business, Chohan Spice, founded by his grandfather. Despite his early involvement in the spice trade, Shabir pursued his dream of becoming a chartered accountant, inspired by financial statements from his father's companies. Overcoming apartheid-era educational barriers, he excelled at the University of KwaZulu-Natal, topping his class in 1986. After qualifying, Shabir joined Coopers and Lybrand, gaining invaluable international experience in London. Returning to South Africa, he transitioned to the Banco Group and later the Ithala Development Finance Corporation, where he became CEO, facing and overcoming significant challenges. At Al Baraka Bank, Shabir is dedicated to strategic growth and societal good, aiming to make the bank accessible to all. His leadership transformed the bank through collaborative strategies and execution, focusing on progress over perfection. Shabir emphasizes teamwork, inspired by the Zulu proverb, "If you want to go far, go together," and draws inspiration from impactful figures like Dr. Imtiaz Sooliman. He envisions a prosperous future for KwaZulu-Natal, driven by its unique strengths, urging local citizens to actively shape it. Guided by the motto "It's not your aptitude but your attitude that determines your altitude," Shabir is committed to leaving a legacy of service and improvement for KwaZulu-Natal and South Africa. Shabir Chohan: From Spice Roots to Banking Leadership and Societal Impact

How Beekman Group Built a Multi-Million-Rand Leisure and Hospitality Legacy On December 30th 2025, we celebrated our 55th birthday, entering our Emerald Year, a milestone that reflects commitment, balance, continuity and sustainable growth. This anniversary is a celebration of longevity and captures the deliberate and enduring approach that has guided us in shaping the South African leisure and hospitality industry for over five decades. Beekman Group was founded by the Beekman Brothers, Bram and John, in 1970 at a time of global change. The Boeing 747 had opened long-haul travel to a wider audience. At the same time, cultural moments like The Beatles and the rise of colour television reflected a world becoming more connected and curious. In South Africa, tourism was beginning to emerge as a sector with long-term promise. From the start, our focus was not on rapid expansion but on building something steady and enduring. We believed that holidays matter, that travel connects people and that careful growth creates lasting impact. Fifty-five years later, these principles have shaped a multi-million-rand leisure and hospitality group that continues to make meaningful contributions to tourism. Building a Legacy Through Continuity For more than 20 000 days, we have navigated economic cycles, political changes, technological advances and global disruptions. Our approach has always prioritised continuity over reaction. We expanded when the timing was right, strengthened existing businesses instead of replacing them, and paced growth to ensure long-term relevance. This balance between progress and stability has allowed us to adapt without losing our identity. From the development of our Group entities in the 1980s to the establishment of Beekman House in 2000 as the home of our operations, each step added depth and resilience. Our expansion into Australia in 1999 followed the same long-term thinking. Across decades, we have made decisions guided by purpose rather than urgency, building a business that endures. Pioneering Holiday Ownership and Expanding Access One of our most significant contributions to tourism began in 1993 when we launched The Holiday Club SA, followed by Holiday Club Botswana in 1994. At the time, holiday ownership in Southern Africa was often rigid and inaccessible for many families. Through Holiday Club, we introduced a flexible, member-focused approach with our Points system. Our members could travel more often, explore diverse destinations and build holiday traditions that span generations. In 2025, we celebrated welcoming our 10 millionth guest, a milestone that reflects trust built over decades. Recognising that travel should be accessible to more than just owners, we launched Anytime Holidays in 2002, which was later rebranded to Beekman Holidays in 2021. This platform allows travellers to enjoy a wide range of resorts and destinations while maintaining quality experiences. This expansion reflects the same principle that has guided us from the beginning: growth should widen opportunity while preserving excellence. 55 Years of Contributing to South African Tourism Leadership, Recognition and People-Centred Growth Today, we operate across resort development, management, vacation ownership, exchange services and tourism platforms, including iExchange and Beekman Managed Portfolio. This combination of innovation and operational stability has led to sustained recognition. In recent years, we have been proud to receive: World Travel Awards (2023–2025):  Cayley Mountain Resort as South Africa’s Leading Lifestyle Resort, The Kingdom Resort as South Africa’s Leading Family Resort, and San Martinho Beach Club as Mozambique’s Leading Family Resort, many awarded consecutively. Six PMR.africa Awards  recognising leadership, governance, environmental responsibility, social investment and overall business performance. KZN Top Business Awards  for Employee Wellness 2 years in a row, Top Family Business, and Green Initiatives. At the heart of everything we do are our 1 452 employees across Southern Africa. We are recognised as an Employer of Choice and invest steadily in wellbeing, leadership development and long-term career pathways. This focus ensures stability, retains institutional knowledge, and encourages renewal, reflecting what the Emerald Year represents – continuity, balance and growth. Entering Our Emerald Year Stronger Than Ever Our Emerald Year will act as a marker of our impact on the tourism industry and as a continuation of a legacy carefully built over 55 years – a defining statement of intent for the future. We remain committed to creating holidays that endure, destinations that thrive and businesses that contribute meaningfully to tourism and communities. Guided by the same principles that have defined our past, we are positioned to continue leading the leisure and hospitality industry in South Africa with purpose, resilience and sustainable growth. 55 Years of Contributing to South African Tourism

Emergencies can happen anywhere, anytime. That’s why Mobiventures  is redefining safety in South Africa. From protecting families and individuals to supporting businesses, Mobiventures combines smart technology, real human expertise, and rapid response  to give you peace of mind — wherever life takes you. Why Mobiventures Stands Out Fast, Instant Response With the MOBI‑CLAW911 app  or dedicated panic device, help is just a tap away. Your location and emergency type are immediately sent to trained operators, who coordinate the fastest response — police, paramedics, fire services, or private responders. Every second counts, and Mobiventures ensures help is on the way instantly. Comprehensive Emergency Coverage Mobiventures isn’t just for security — it covers: Medical emergencies  with ER24 support Criminal incidents Fire and disaster situations Remote alerts , even without a smartphone Whatever the emergency, Mobiventures is ready. Human Expertise Meets Smart Technology Every alert is handled by trained professionals , ensuring the response is accurate, fast, and effective. Technology plus experience equals real-life protection. Accessible and Affordable Safety shouldn’t be a luxury. Subscriptions start at R94/month , with family and corporate plans available. Dedicated panic devices ensure help is always reachable, even if your phone isn’t nearby. More Than Alerts — A Safety Network Mobiventures goes beyond emergencies, offering: Vehicle tracking & recovery AI-powered CCTV monitoring Armed response partnerships Community search & rescue initiatives It’s a full network dedicated to protecting you, your loved ones, and your community. Peace of Mind, Anywhere, Anytime Whether you’re at home, commuting, or traveling across South Africa, Mobiventures gives you confidence and security at your fingertips . With nationwide coverage and 24/7 monitoring, help is never far away. Contact Mobiventures Today Take control of your safety and join thousands of South Africans who trust Mobiventures every day. Website:   www.mobiventures.co.za Phone:  +27 31 903 1181 Email:   info@mobiventures.co.za Address:  Unit 8, 42 New Germany Road, Pinetown, KwaZulu-Natal, South Africa Stay safe. Stay confident. Choose Mobiventures.

In a watershed judgment delivered on 19 December 2025, the Labour Court of South Africa comprehensively affirmed that employees cannot be dismissed for seeking alternative employment, even with competitors, and that contractual clauses prohibiting such conduct are unenforceable as contrary to public policy. The case of Lucchini South Africa (Pty) Ltd v Commission for Conciliation, Mediation and Arbitration and Vishen Mahabeer represents a significant clarification of employee rights under South African law and provides critical guidance to employers regarding the enforceability of restraint of trade provisions during the currency of employment. The judgment, authored by Judge Gandidze, not only vindicated an employee dismissed on trumped-up charges but also articulated clear constitutional and legal principles that protect workers’ fundamental right to pursue employment opportunities, particularly when employers have implemented short-time work or are contemplating retrenchment. Background and Facts Mahabeer was appointed as Safety, Health, Risk, and Quality (SHERQ) Manager at Lucchini South Africa, a manufacturer of forged freight and railway wheels, effective January 2021. His tenure was extraordinarily brief – less than six months – concluding with his dismissal in June 2021 following a disciplinary hearing. The catalyst for Mahabeer’s difficulties emerged when Lucchini implemented short-time work arrangements and initiated a Section 189 retrenchment consultation process. In response to this uncertainty about his income and job security, Mahabeer reopened negotiations with Scaw Metal/Cast Products, a direct competitor, where he had previously interviewed before accepting the Lucchini position. Lucchini subsequently charged Mahabeer with five counts of misconduct, the first and most consequential being breach of clause 26(b)(ii) of his employment contract, which prohibited him from taking “preparatory steps to become engaged or interested in any business which competes or intends to compete” with Lucchini. The four remaining charges – undermining management through alleged references to intellectual property during settlement negotiations, withholding information about his competitor negotiations during the retrenchment consultation process, refusing to provide his laptop password after suspension, and dishonesty regarding a relocation allowance – appeared almost designed to provide multiple grounds for dismissal. The disciplinary hearing, conducted on 23 June 2021, resulted in immediate dismissal. The Court’s Legal Analysis: The Critical Finding on Job-Seeking Rights The Labour Court’s review of the arbitrator’s award proved transformative, particularly regarding Charge 1. While the arbitrator had found Mahabeer not guilty of all charges, the court went further in establishing the legal principle that such a contractual provision is fundamentally unenforceable because it contravenes public policy. Judge Gandidze articulated the principled distinction between restraint of trade clauses that operate post-employment and those that purport to restrict conduct during the employment relationship. Post-employment restraint of trade clauses – designed to protect legitimate business interests such as trade secrets, client relationships, and confidential information – may be enforceable if reasonable in duration, scope, and geography. However, a contractual clause preventing an employee from seeking other work while still employed operates on an entirely different plane. The court reasoned that “such a contractual provision is unenforceable as it is contrary to public policy. More so for employees whose employers have implemented short-time work and are losing a portion of their salary. While it is true that an employer prefers its employees to stay on board and not jump ship, a rule that prevents them from seeking other opportunities without a quid pro quo is neither valid nor reasonable.” This principle addresses a critical asymmetry in the employment relationship. Employers retain the absolute right to dismiss employees for numerous reasons (e.g. operational requirements, incapacity, or misconduct) often providing limited notice or severance. An employee faced with short-time work, reduced income, and uncertainty about their future cannot reasonably be prohibited from exploring employment alternatives, particularly when the employer has chosen to reduce their economic security. The Constitutional Foundation The judgment anchored this assertion in section 22 of the South African Constitution, which provides: “Every citizen has the right to choose their trade, occupation or profession freely. The practice of a trade, occupation or profession may be regulated by law.” This right, the court found, cannot be limited by an employer in the manner in which Lucchini attempted. Critically, the court rejected Lucchini’s argument that seeking employment with a competitor constituted a conflict of interest: “No conflict of interest arises when an employee looks for greener pastures, even with a competitor. Mahabeer has a right to freedom of trade, occupation, and profession, guaranteed by section 22 of the Constitution. That right cannot be limited by an employer, in the manner that Lucchini sought to do.” The court further observed that the absence of a proprietary interest undermined any attempt to enforce the clause: “According to Lucchini’s own account, Mahabeer played no part in the tender, which Lucchini lost and which was awarded to Cast Products. This raises the question of why Mahabeer’s conduct in negotiating his employment with Cast Products was regarded as a conflict of interest.” Disposal of the Other Charges: A Pattern of Pretextual Misconduct While Charge 1 represents the judgment’s legal cornerstone, the court’s analysis of the remaining charges reveals an employer manufacturing grounds for dismissal to reach a predetermined conclusion. Charge 2 (alleged extortion via intellectual property references) fell within a band of reasonableness where different decision-makers could reach different conclusions. No review grounds existed. Charge 3 (withholding information about competitor negotiations during retrenchment consultations) failed for the same reason as Charge 1: Mahabeer had “no obligation to disclose to Lucchini that he was seeking alternative employment.” Charge 4 (refusing to provide laptop password) represented conduct within acceptable bounds. The employee had created the password, and Lucchini retained independent access via IT service providers. Charge 5 (the relocation allowance dispute) proved most revealing of Lucchini’s desperation. Mahabeer received a R20,000 allowance intended for purchasing items, which he used to buy a television, and lived in a guest house in Johannesburg. The court noted: “Engle [HR and Payroll Manager at Lucchini] knew that Mahabeer lived in a guest house because she had visited him there, and no issues arose until after Mahabeer announced his intention to resign and join Cast Products. This was the real trigger for the charges against Mahabeer, which the commissioner correctly found were trumped-up.” The court’s assessment was blunt: “The commissioner found that all the charges made it clear that Lucchini was desperate to get rid of Mahabeer. I agree, and this charge is the perfect example.” Distinguishing Between During-Employment from Post-Employment Restraints The judgment establishes a critical doctrinal distinction that South African employment law must now recognise in that restraint of trade principles apply fundamentally differently depending on the temporal scope: Post-employment restraints: These remain enforceable, subject to common law requirements of reasonableness. Courts will enforce restraints that protect legitimate business interests, operate for a reasonable duration (typically six to 24 months), apply to a defined geographical area proportionate to the business, and are limited to the scope necessary to safeguard protectable interests. The burden of proof falls on the employee to demonstrate unreasonableness. During-employment prohibitions: These are unenforceable as contrary to public policy. An employee cannot be prevented from seeking alternative employment while still working for an employer. The constitutional right to choose one’s occupation cannot be suspended merely because of the existing employment relationship. No protectable interest is implicated by an employee exploring options while still performing their duties as the employer has not suffered any loss of trade secrets, client relationships, or confidential information by virtue of the employee’s internal deliberations about alternative work. This distinction respects fundamental realities. An employee remains subject to duties of good faith, confidentiality, and non-disclosure while employed. Information security and client relationships remain protected during employment through existing common law duties. Post-employment restraints address the period when these protections cease i.e. when the employee leaves and becomes a competitor. But the act of seeking alternative work during employment, by itself, violates no duty. The Compensation Question: Patrimonial vs. Solatium Loss The court upheld the fundamental finding that dismissal was substantively unfair but revisited the compensation quantum, reducing the arbitrator’s original award from 12 months’ to six months’ salary. This aspect of the judgment addresses a subtle but important principle in South African labour law : Whether compensation for unfair dismissal constitutes a remedy for actual financial loss (patrimonial damages) or a solatium (a remedy for the loss of the right to fair treatment itself). The court observed that Mahabeer had secured alternative employment on 1 October 2021, approximately three months after his dismissal. Lucchini argued that compensation should be limited to this three-month period of actual loss. However, the court rejected this narrow approach, drawing on recent Labour Appeal Court authority in Le Grange v Visser t/a Skukuza Medical Practice & Another : “The compensation for the wrong in failing to give effect to an employee’s right to a fair procedure is not based on patrimonial or actual loss. It is in the nature of a solatium for the loss of the right, and is punitive to the extent that an employer (who breached the right) must pay a fixed penalty for causing that loss.” Compensation thus serves both restorative (acknowledging non-patrimonial harm) and deterrent functions. The court determined that six months’ compensation appropriately balanced the employee’s legitimate interest in remedy against the need to avoid punitive outcomes that exceed reasonable bounds. Implications for Employer Practice and Compliance The Lucchini judgment delivers a clear message to South African employers regarding permissible and impermissible employment practices. What employers cannot do: Employers cannot include clauses in employment contracts prohibiting employees from seeking alternative employment during the currency of employment . Such clauses are unenforceable and contrary to public policy. Attempting to enforce them through dismissal constitutes substantively unfair dismissal, exposing employers to compensation awards of up to 12 months’ salary. Employers cannot dismiss employees – or initiate disciplinary action against them – merely for negotiating alternative employment while still employed . Seeking work with a competitor, by itself, does not constitute misconduct. The employee violates no fiduciary duty, breaches no confidence, and damages no protectable business interest by exploring options externally. Employers cannot use pretext charges to punish employees for job-seeking conduct . Courts will carefully scrutinise disciplinary proceedings initiated after an employee has announced an intention to seek alternative employment or has been discovered negotiating with competitors. When charges appear coincidental with job-seeking disclosures, or when long-dormant issues suddenly materialise as misconduct, courts will assess whether the real motivation is retaliation. What employers can do: Employers can enforce reasonable post-employment restraint of trade clauses . Clauses restricting competition after employment ends remain enforceable if they protect legitimate business interests, operate for a reasonable period (typically six to 24 months), apply to a defined geographic area, and are limited in scope. Employers should ensure that such clauses are specifically tailored to protect trade secrets, client relationships, or specialised knowledge rather than operating as blanket restrictions. Employers can protect confidential information and client relationships through contractual confidentiality obligations, non-disclosure agreements, and fiduciary duty enforcement . These mechanisms operate concurrently with employment and require no reliance on during-employment job-seeking prohibitions. The duty of confidentiality remains enforceable regardless of whether an employee is seeking alternative employment. Employers can monitor and restrict actual breaches of duty such as solicitation of clients, disclosure of confidential information, or diversion of business if they occur during employment . These constitute genuine misconduct because they cause direct harm to the employer. An employee soliciting the employer’s clients or sharing trade secrets while still employed can be dismissed for misconduct. The mere act of exploring employment elsewhere, however, violates no duty. Employers can implement genuine retrenchment procedures when facing operational difficulties, but they cannot use allegations of job-seeking as grounds for misconduct dismissal in circumstances where they have simultaneously implemented short-time work or initiated retrenchment consultation. The legal and ethical tension becomes apparent: An employer cannot simultaneously reduce an employee’s income through short-time work and then dismiss them for responding to that economic pressure by seeking alternatives. Protecting Legitimate Business Interests without During-Employment Restraints Forward-thinking employers should redesign employment contracts to rely on enforceable post-employment restraints rather than unenforceable during-employment prohibitions. A well-drafted restraint of trade clause identifying the protected interests (e.g. trade secrets, customer lists, technical knowledge) and limiting the restriction to the post-employment period will withstand legal scrutiny. Such clauses serve as a deterrent: Employees know that accepting a position with a competitor after leaving will trigger enforcement action. Additionally, employers should implement robust information security protocols such as access controls, encryption, and monitoring of sensitive data transfers that operate independently of contractual restraints. These practical measures often prove more effective than legal restrictions. The Broader Legal Context: A South African development aligned with Global Trends The Lucchini judgment reflects a global trend toward limiting non-compete and no-poaching agreements in employment contexts. The United States Federal Trade Commission has proposed rules prohibiting most non-compete agreements with employees. The United Kingdom’s Competition and Markets Authority has issued guidance against the anti-competitive effects of such arrangements. Canada has criminalised certain no-poaching and wage-fixing agreements between employers. While South African competition authorities have not yet systematically challenged non-compete clauses, the Competition Act’s emphasis on public interest and employment suggests that this may evolve. The Lucchini judgment (while a labour law decision) reflects principles consistent with competition law concerns: Allowing employers to restrict employee mobility reduces labour market competition, suppresses wage growth, and limits economic opportunity. Ultimately, Lucchini v Mahabeer represents a recalibration toward fairness: Employers retain substantial legal and practical power to protect their business interests, but that power does not extend to restricting employees’ fundamental right to choose their occupation – a right guaranteed by the Constitution and now affirmed unambiguously by the courts. PHONE National Number: 087 758 0000 Direct Line: 087 292 5807 EMAIL solutions@labournet.com ADDRESS Erica Building, Fairway Green Office Park, 3 Abrey Road,Kloof, Durban 3610

In a fast‑moving automotive landscape, access to reliable, high‑quality parts is essential to keep vehicles performing at their best. Mandarin Parts  has positioned itself as a trusted supplier of automotive spares, offering dependable solutions to workshops, retailers, and vehicle owners across South Africa. A Commitment to Quality and Compatibility Mandarin Parts focuses on supplying parts that meet strict quality standards and are designed for optimal compatibility across a wide range of popular vehicle brands. From routine maintenance components to essential replacement parts, the emphasis is on durability, safety, and performance—helping customers maintain vehicles with confidence. Broad Product Range Understanding the diverse needs of the local market, Mandarin Parts offers an extensive selection of spares suitable for both passenger and light commercial vehicles. The range supports everyday servicing as well as more specific repair requirements, ensuring customers can source what they need from a single, reliable supplier. Supporting Workshops and Retailers Mandarin Parts works closely with workshops and parts retailers, providing products that help streamline repairs and reduce downtime. Consistent availability and dependable supply chains enable businesses to serve their own customers efficiently, while maintaining high service standards. Value Without Compromise Affordability is a key consideration in today’s market. Mandarin Parts balances competitive pricing with uncompromising quality, delivering real value without sacrificing reliability. This approach supports long‑term customer relationships built on trust and performance. Customer‑Focused Service Beyond products, Mandarin Parts prides itself on professional service and industry knowledge. A customer‑centric approach ensures queries are handled efficiently, orders are processed accurately, and support is readily available when needed. Driving the Future As vehicle technology evolves, Mandarin Parts continues to adapt—expanding its product offerings and strengthening partnerships to meet changing market demands. With a clear focus on quality, value, and service, Mandarin Parts remains committed to keeping South Africa’s vehicles moving. Contact Mandarin Parts For reliable automotive spares and professional service, get in touch with Mandarin Parts through one of their branches below: MPD Cape Town 021 934 0027394 Voortrekker Rd, Maitland MPD Maritzburg 033 397 303532 Chief Albert Luthuli Rd MPD Mt Edgecombe 031 502 53112 Hill Head Dr (inside McDonald’s Drive-Through) MPD Paarl 021 877 9087 Unit 7, Oosterland, Charleston Hill MPD Pinetown 031 701 389396 Josiah Gumede Rd MPD Umgeni (Durban) 031 836 100028 Adrian Rd, Windermere, Durban Website: www.mpdsa.co.za Mandarin Parts —reliable spares, trusted performance, and service you can count on.

As we step into 2026, the team at KZN Top Business  looks forward to another dynamic year of growth, collaboration, and celebrating excellence across the province’s business landscape. We extend our sincere appreciation to every business featured within the KZN Top Business portfolio. Your innovation, resilience, and leadership continue to shape KwaZulu-Natal’s economy, and it is a privilege to share your stories with a wide and influential audience. Throughout the year, KZN Top Business will continue to highlight the achievements, insights, and successes of our portfolio members across our digital platforms, social media channels, and publications. Our focus remains on providing meaningful exposure and creating opportunities for businesses to connect with key decision-makers and industry leaders. Our Business Sense  newspaper remains a cornerstone of this reach. Distributed at King Shaka International Airport  and within the airport lounges, Business Sense ensures the brand is positioned in front of business travellers, executives, and professionals from across South Africa and beyond. This strategic distribution allows us to showcase KwaZulu-Natal’s leading businesses in environments where conversations, connections, and opportunities are formed. As we move through 2026, we encourage our portfolio members to continue sharing news, achievements, insights, and thought leadership content with our team. The more content we receive, the more opportunities we have to amplify your brand and tell your story across our platforms. We look forward to another year of strong partnerships, compelling content, and business success. Together, we will make 2026 a year defined by progress, visibility, and impact. From all of us at KZN Top Business, we wish you a prosperous and successful year ahead. From all of us at KZN Top Business, we wish you a prosperous and successful year ahead. — KZN Top Business Team

KZN Business Sense is a prominent business media platform and monthly publication serving the KwaZulu-Natal (KZN) business community. Published by the KwaZulu-Natal Business Chambers Council (KBCC) in partnership with KZN Top Business, it focuses on economic perspectives, market trends, and industry updates within the province.  Core Offerings and Content Multi-Platform Media: It operates through a digital magazine, a print tabloid, social media, and video content. Content Focus: Features include in-depth analyses of economic development, provincial policy impacts, mega-project updates, and profiles of influential business leaders. Video Series: The platform hosts a video marketing series called "Coffee with Grant," featuring interviews with successful entrepreneurs driving the regional economy. Investment Updates: As of late 2025, it covers significant provincial milestones, such as the R100.1 billion in investment pledges from the 2025 KZN Investment Conference.  Distribution and Reach Physical Distribution: Printed copies are distributed at King Shaka International Airport (including business lounges), business chamber offices, and selected coffee shops. Digital Reach: The electronic edition is emailed to a database of over 85,000 business professionals. Partnerships: It is closely aligned with various regional chambers, including the Durban, iLembe, and Pietermaritzburg Chambers of Business.  Contact and Resources Website: kznbs.com or kzntopbusiness.com Editor-in-Chief: Gayle Adlam Publisher & CEO: Grant Adlam grant@kznchamber.co.za Business Development t: Angela Alderton Ange@kznleaders.co.za KZN Top Business Portfolio: This flagship annual publication will be unveiled at an exclusive breakfast event at the elegant IBV Privé Lounge in Park Square

EThekwini Municipality is making a significant change in how it manages recruitment. The municipality has temporarily paused job advertisements as it moves to a new digital HR recruitment portal. This change aims to make the hiring process easier, faster, and more efficient for both the municipality and job seekers. The new e-Recruitment system will simplify applications and improve the onboarding experience, marking a fresh start in public sector recruitment. EThekwini Municipality's new digital recruitment portal interface Why EThekwini Municipality Is Changing Its Recruitment Process The traditional recruitment process often involves paper applications, manual sorting, and long waiting times. These steps can be frustrating for applicants and slow for the municipality. EThekwini Municipality recognized the need to improve this system to better serve the community and attract the right talent quickly. The new digital HR recruitment portal addresses these challenges by: Allowing applicants to submit their applications online anytime Providing a clear, step-by-step application process Reducing paperwork and manual handling by HR staff Offering real-time updates on application status Enhancing communication between applicants and recruiters This shift reflects a broader trend in public service to use technology to improve efficiency and transparency. Benefits for Job Seekers For those looking for work with EThekwini Municipality, the new portal offers several advantages: Convenience: Apply from any device with internet access, at any time. Clarity: Clear instructions and FAQs help avoid common mistakes. Speed: Faster processing means quicker responses. Access: The portal is designed to be accessible to users with disabilities. Support: Online help and contact options are available for assistance. These improvements aim to create a positive experience and encourage more people to apply. Benefits for EThekwini Municipality The municipality also gains from this upgrade: Efficiency: Reduced administrative workload frees HR staff to focus on strategic tasks. Quality: Automated screening improves candidate selection. Data Insights: The system collects data that can help improve future recruitment campaigns. Cost Savings: Less paper and manual processing reduce expenses. Reputation: Demonstrating a commitment to modern, transparent hiring builds trust with the community.