In addition to claiming a number of celebrity homes, the fires have caused widespread devastation to over 40,000 acres of land, as well as resulted in the loss of lives and displacement of more than 150,000 residents. More than 12,000 structures have been destroyed, including residential properties, commercial buildings and outbuildings. The result is damage estimated to be in the unprecedented region of $135 billion to $150 billion. Although some properties escaped structural damage, property owners are still expected to face considerable losses due to smoke-related damage. Although the assumption may be that insurance cover for property damage of this nature is readily available in the market, and that the homeowners who lost their properties will be covered by insurers, that is not necessarily the case. Impact of the occurrence of wildfires on the insurance industry There is an undeniable upward trend in the occurrence of natural disasters worldwide, as a result of climate change. This has a material impact on the global insurance industry, and the available cover in the market – the result is a corresponding downward trend in policies providing indemnity for climate-related risks. In “high-risk” areas such as Los Angeles, many homeowners seeking coverage against wildfires are increasingly confronted with insurers who are either reluctant to go on risk or will only do so subject to exceptionally high premiums. This creates what has been referred to as a “dual challenge” with wildfire insurance: the increase in insurance premiums and the growing number of non-renewals for policies in high-risk areas. To illustrate, prior to the 2025 wildfires, property owners in the Pacific Palisades (one of the neighbourhoods that has been the most severely impacted) were already experiencing difficulty in finding insurers with an appetite to underwrite fire coverage, as thousands of policies were either cancelled or not renewed due to the area’s exposure to the fire[1]prone Santa Monica Mountains and the high value of the homes situated in the area. As a consequence, it was no longer commercially viable for insurers to underwrite this risk, and cover was either unavailable or sold at exceptionally high premiums so as to essentially transfer some of the risks to the insureds. State Farm, a leading property and casualty insurer in the U.S., notably discontinued coverage for almost 70% of the policyholders within the region of the Pacific Palisades in July 2024. The company decided to stop offering new policies and refused to renew existing ones, leaving many vulnerable homeowners with no choice but to turn to the California Fair Access to Insurance Requirements (“FAIR Plan”). The FAIR Plan is a state managed programme of last resort for California homeowners, which provides basic fire insurance coverage in high-risk areas where traditional companies won’t. Securing coverage through the FAIR Plan comes at a high premium for many homeowners, and the premiums are only expected to increase. Coverage in terms of the FAIR Plan is limited to $3 million in damage protection for residential properties, despite the value of these properties often significantly exceeding this limit. Nevertheless, as at January 2025, the FAIR plan was estimated to have only $377 million available to pay claims, compounding concerns that even a single wildfire could destabilise the program and leave property owners uninsured for the fire damage. Accordingly, the FAIR plan could be faced with a similar scenario to that faced by South Africa’s special risk insurer, Sasria SOC Limited, following the 2021 looting and riots, where government had to intervene to ensure Sasria’s solvency. What does this mean for South Africa? Unaffordable vs Unavailable Cover The issue of damage caused by wildfires extends beyond Los Angeles – in the South African context, one of the most notable incidents of fire damage was caused by the 2017 Knysna fires. These wildfires resulted in indemnified losses in excess of R2 billion, however the result was a steep increase in premiums in the following year. This is, in part, due to global risk-sharing mechanisms involving both local insurers and reinsurers. A consequence of these risk-sharing mechanisms is that escalating losses from events such as the LA wildfires have a ripple effect and may result in higher reinsurance premiums and stricter terms for local insurers. The increase in reinsurance premiums ultimately drives up costs for policyholders, specifically for high-risk policies. If this trend continues (whether it be due to an increased risk of fires, floods, or other natural disasters), the risk is that insurance may become unaffordable, or even unavailable. An example of a scenario where cover for high-risk perils becomes unavailable is seen in the context of grid exclusions imposed in the South African market following pressure by reinsurers. Important Takeaways As the insurance industry adjusts to market trends and an evolving risk landscape, it is important that policyholders understand the nature and extent of their cover, both at the inception of their policy and at subsequent renewals, where exclusions and restrictive conditions may be introduced by insurers (typically as a result of pressure from reinsurers). Questions on coverage and policy conditions should be discussed with the broker. It is also important to understand the limits of indemnity and any policy exclusions or conditions for cover. Although insurance is often considered to be a “grudge purchase” it is important that policyholders ensure they have adequate cover, specifically in the wake of increasing premiums where the reaction is typically to try and reduce premiums by lowering sums insured and limiting the scope of cover. The effect of under-insurance (due to an inadequate declared value) is that insurers could be entitled to apply average depending on the policy terms. Essentially, this means that insurers would only need to provide indemnity for a percentage of the loss, resulting in the insured only being paid out partially for the loss suffered. Practically, an insured should always insure their property at replacement value and not market value at the time to ensure adequate coverage.   Kajal Mulchandani Rona Evans Richard Hoal Should you require advice or assistance, please contact T: +27 (0)31 536 8500 E: rhoal@coxyeats.co.za   revans@coxyeats.co.za   kmulchandani@coxyeats.co.za   W: www.coxyeats.co . Cox Yeats - Business Sense

In the Government Gazette of 14 October 2022, the Competition Commission (the Commission) amended its guideline on small merger notifications (the Guideline). The Guideline comes into effect on 1 December 2022. The Competition Act distinguishes between a small merger, an intermediate merger and a large merger. Large and intermediate merger transactions require mandatory notification and approval by the Competition Authorities before they may be implemented. Small merger transactions do not require mandatory notification, but the Commission may require, within six months of the implementation of a small merger, that such mergers be notified and approved by the Commission. The merger thresholds were last increased in October 2017. A small merger is now defined to be where the target firm has assets, or turnover, of less than R100 million and the combined assets, or turnover, of the target firm and the acquiring firm is less than R600 million. For a large merger, the target turnover, or asset value, must exceed R190 million and the combined turnover, or asset value, must exceed R6.6 billion. In the determination of the thresholds, regard is had not to the actual purchase price but the values as to assets, or turnover, calculated in accordance with IFRS, in the last financial statements of the firm in question. If there has been a material change in the business of the firm not shown in the financial statements, then the IFRS values must be adjusted for such change, in accordance with the methodology used in IFRS. In the Guideline, the Commission states that it is concerned that potentially anti-competitive acquisitions are taking place in the digital or technology markets where the target firm value may be high but the values, as recorded in the financial statements of the target firm, may be below the threshold of R100 million. The Guideline states that small mergers require notification to the Commission in three instances. They are: 1. At the time of entering into the transaction, any of the firms affected by the merger, are subject to an investigation by the Commission 2. At the time of entering into the transaction, any of the firms are respondents to pending proceedings referred by the Commission to the Competition Tribunal 3. The acquiring firm’s turnover, or asset value, exceeds R6.6 billion and: (a) The consideration for the acquisition of the investment exceeds R190 million; or (b) The consideration for the acquisition of a part of the target firm is less than R190 million but effectively values the target firm at R190 million or more. Parties to small mergers which meet the above criteria must inform the Commission, in writing, of their intention to enter into the transaction. The parties must provide sufficient detail on the acquiring and target firms, the proposed transaction and the relevant markets in which the firms compete. The Commission will reply to the parties within 30 business days and inform them whether or not they will be required to notify the small merger to the Commission in the same way as an intermediate merger or large merger is notified. It follows that if the purchase price for the target firm exceeds R190 million or, for the purposes of the transaction, a value of R190 million or more is placed on the target firm, and the acquirer is a large firm with assets, or turnover, in excess of R6.6 billion, then the transaction must be notified to the Commission, even though the financial statements of the target firm, prepared in accordance with IFRS, reflect it having assets, or turnover, of less than R100 million. T: +27 (0)31 536 8512 E: mjackson@coxyeats.co.za W: www.coxyeats.co.za Should you require advice or assistance, please contact Michael Jackson on +27 (0)31 536 8512 email: mjackson@coxyeats.co.za Jason Goodison on +27 (0)31 536 8517 email: jgoodison@coxyeats.co.za Wade Ogilvie on +27 (0)31 536 8527 email: wogilvie@coxyeats.co.za Benjamin Meadows on +27 (0)31 835 3109 email: bmeadows@coxyeats.co.za Kaitlin Morris on +27 (0)31 536 8598 email: kmorris@coxyeats.co.za Savannah Buys on +27 (0)31 835 3134 email: sbuys@coxyeats.co.za Courtney Kantor on +27 (0)31 536 8567 email: ckantor@coxyeats.co.za Michael Jackson - Small merger notifications

## Celebrating Leadership and Innovation: Reflections on KwaZulu-Natal's Business Landscape in 2025 As we conclude 2025 and reflect on another transformative year for KwaZulu-Natal’s business landscape, this December edition of Business Sense offers not just insight but inspiration. At the heart of this issue is our cover feature on Minenhle Dlamini, managing director of Gagasi FM, whose leadership journey embodies resilience, authenticity, and purpose. Minenhle’s philosophy, “Create a culture where everybody feels like they belong,” sets the tone for a publication that honours inclusive leadership and the enduring spirit of entrepreneurship. We celebrate the leaders shaping our province’s economic future. From reflections on the R100.1 billion in investment commitments announced at the KZN Investment Conference 2025, signalling a new era of growth, to a powerful tribute to industry stalwart Henk Duys, whose lifetime of dedication has left a legacy in the metals and engineering sector, this edition showcases excellence in action. As businesses navigate increasingly complex around women in business and community advancement. environments, our contributors offer timely guidance on issues ranging from global tax reform, workplace grievances, and the true cost of poor accounting, through to payroll innovation and the importance of strong partnerships in business and in education. We also explore the importance of reinvention, and the enduring value of integrity and long-term vision. This month, we proudly highlight the grand finale of the KZN Top Business Women 2025, a celebration of leadership, courage, and impact that continues to shape conversations We are also proud to bring you our new brand – Motor Sense through which we will explore a variety of vehicles on our roads. As we enter the festive season, this edition encourages reflection, gratitude, and renewed ambition. May you be inspired to lead with heart, approach challenges with boldness, and continue building a future defined by opportunity, resilience, and shared purpose. Wishing all our readers a peaceful and prosperous start to 2026.  Cover Photo: Minenhle Dlamini, Managing Director at Gagasi FM

Right now, many South African businesses are struggling. Business owners are doing everything possible to keep their companies afloat but, sadly, there is a reluctance to ask for help. However, according to Jo Mitchell-Marais – national chair of the South African Restructuring and Insolvency Practitioners Association (SARIPA), it is time to overturn negative perceptions and support the “second chance economy” that could kick start a turn around.  This approach is underscored by Kelsie Barlow, who heads up the Turnaround, Restructuring and Insolvency division within the High Street Auction Company. Because the auction platform is often central to the rescue process, High Street works closely with business rescue practitioners (BRPs) from the outset as they craft plans to support the continued viability of businesses.  Mitchell-Marais admits that customers’ tendency to stop doing business with a troubled company is a challenge: “Unfortunately, business rescue does carry a negative stigma which is very disappointing. What you actually want is support for entrepreneurs, an economy that says it's okay to make a mistake and recognizes the value of a process that can protect, preserve some value and use it to actually strengthen the business so that it can come out the other end. “I love the name business rescue. It is what it says. Business rescue resides within our Companies Act rather than the Insolvency Act. That alone is positive. Both professionals and the media have created the negativity. It is the sensationalist stories that sell and not the successful ones. We have to get positive outcomes out there, to overturn the stigma that one is a failure if one is in business rescue. It is actually responsible business ownership and leadership to seek professional help when you have a problem.” However, she does admit that the very fact that the process has been abused with struggling businesses only using business rescue as the last resort, has also led to the misconception of what can be achieved. “Business rescue is not a silver bullet. One of the big challenges is that it requires a lot of planning and negotiation and stakeholder management to have a successful rescue.”  Barlow agrees that a lot can be achieved via a more positive, carefully thought-out approach. The advent of business rescue has changed the auction space. Whereas a shrewd investor will automatically discount a distressed asset by 30% plus, business rescue does not require a label and the entire process is approached as a normal, mandated sales bringing together a willing buyer and seller and thereby retaining market value.  “Liquidations are published and we have to make certain disclosures due to specific terms and conditions. As the auctioneers, we take guidance from the BRPs regarding which assets we must take to market. We do that based on either their instructions or on the strategy. If we've come in early enough and submitted proposals and done assessments and evaluations, we are not depreciating market value as an insolvent asset. We start by discussing the potential buyer pool, the likely investors we approach from the outset with the business rescue practitioner,” she explains.  Early involvement of the auctioneer in the business rescue process also adds flexibility from the get-go. “If BRPs identify that certain assets must be sold and include them in their plan, we can recommend and apply a variety of methodologies. We can do private auction or a sealed bid for higher value assets. The sale can be under a non-disclosure agreement,” she explains.  Because creditors vote on whether or not to accept a business rescue plan, she adds that the High Street Auction Co can tailor make its processes – for example, it can extend acceptance periods. If, at the outset, a creditor doesn't agree with the proposed disposal of an asset, High Street can relook at that and find a strategy with which a creditor is more comfortable.  Through proactively approaching property investors and buyers on its large databases ahead of disposal, High Street can also structure deals so that the property changes hands, but a lease back arrangement is put in place to the benefit of both parties.  “By the time we've got an offer, we've also made sure that our buyers have completed a due diligence. Often, on a private treaty basis, an offer is subject to a three-month due diligence which takes it off the market for 90 days. That means three months’ worth of lost momentum. Previous interested parties move on. There's no pressure to perform, to conclude deals. By doing the due diligence first, those who are registered to bid compete for this asset and an offer will not fall through because of finance. Sometimes on the private treaty market, where you release a property with a price, you cap it. It's very rare to have people competing and upping offers. By facilitating competitive bidding, we can extract maximum value.” Mitchell-Marais says that a strategy for an optimal asset disposal, an example of which could include the auction platform, is an important component of the entire business rescue process which rests on viability and determining what that business needs to operate rather than the nice-to-haves that do not necessarily generate liquidity.   “Ultimately, you’re striving to restore solvency, and you'll have a leaner, more efficient, more sustainable operation in the long run. If a business has survived, it might not be in the best shape, but there's a plan to get it there,” she says.

South Africa’s first fully operational intermodal freight village in the small KwaZulu-Natal town of Estcourt is not only actively addressing the inefficiencies and congestion along South Africa’s busiest road freight corridor between Durban and Gauteng but is about to expand into a multi-billion-rand operation that will set an important precedent for containing logistics costs and making local manufacturers more competitive, says EIT  Group CEO Wessel Jacobs.  The freight village, which is modelled on similar facilities in Eastern Europe, comprises a multi-mode logistics centre that provides a broad range of transport, logistics services and value-add supply chain services for both national and international cargo. It currently caters for containerised cargo, with the ability to include bulk commodities on the horizon. The expanded intermodal freight village is expected to not only create jobs and grow the small town of Estcourt – a strategy at the heart of government’s economic recovery plan – but cut transport costs to South Africa’s main port by as much as 50%, making local manufacturers far more competitive both regionally and internationally says EIT Group Chief Financial Officer, Manka Sebastian.  “When you look at Europe, transport costs make up 10% of imports and 8% of exports. In Asia, logistics accounts for 19% of imports and 16% of exports. In Africa, 45% of our import costs come from transport and 35% of our export costs do too. If we now play our part and make logistics between 30 and 50% more cost efficient, we could nullify the punitive tariffs imposed by the Trump administration,” she suggests.   The Estcourt intermodal freight village  is located on the former site of the Masonite board manufacturing facility. According to Jacobs and Sebastian, it is critical to locate facilities such as this at the most economically efficient point along the route – in this case, along the N3 and rail corridor junction, 567km by rail from the Transnet City Deep container terminal and Sentrarand switching yards in Gauteng and 176km from the Container Terminal and Bayhead main rail terminal at the Durban port.​ The EIT Freight Village  represents a long overdue marriage between road and rail that addresses two of South Africa’s largest logistics conundrums – an inefficient and run down rail network (expected to take more than 10 years and around R80-billion to turn around) and an ever-growing army of trucks that are not only a safety hazard but damaging road infrastructure.  Right now, approximately 7 000 trucks operate along the N3 daily, moving about 27.5 million tons of road freight annually. Road transport accounts for over 85% of all freight moved with rail accounting for less than 14%.  Goods trucked from Gauteng to the small KwaZulu-Natal town can be transferred to rail at Estcourt to complete the journey to the busy port of Durban. The opposite takes place for imports.  Jacobs says that avoiding this small stretch of the freight journey, which is characterized by steep inclines and high fuel costs, accidents, delays and days-long congestion at the port and ultimately accounts for 50% of the costs is a game changer and will take trucks off the roads.  In addition, warehousing and other essential infrastructure in Estcourt is available at a fraction of the cost when compared to main city centres.  Jacobs said that the former Masonite site was perfect as it had an existing rail link that has been completely refurbished. The first phase of the development is now complete, and the freight village has been fully operational since March 2024.   “This was the proof-of-concept phase. We are now moving on to further expansion plans. We are going to enlarge terminal one which is 60 000 sq/m. We’ve also taken an option to expand to the other side of the rail line. This will provide a 500-hectare site on which we will build a second terminal. We want to use terminal one for clean cargo and terminal two for minerals and other dirty cargo,” he says.  EIT’s first test train ran in November 2023, and operations officially began in March 2024. Negotiations with Transnet Freight Rail delivered three slots to run trains on the main line to Durban each week with well-advanced plans to increase this to three trains daily in the near future.  Sebastain says that EIT Group has cultivated strong collaborative relationships with both the public and private sectors. Security is on call to address any safety concerns surrounding train stoppage and ongoing work with Transnet Freight Rail addresses any other challenges.  “To date, we are yet to miss a single vessel at the port,” Jacobs concludes.

[Durban, 04 December 2025] – Deep in the rural foothills of the Drakensberg Mountains lies Loskop, KwaZulu-Natal – a village that has quietly become the beating heart of one of South Africa’s biggest back-to-school  operations. Here, Bata South Africa’s  sprawling 65,000m² factory powers the production of Toughees, the country’s toughest, most trusted school shoe brand since 1954. More than 4 million pairs of Toughees are manufactured in Loskop annually.  This single factory employs 420 people, with 92% of the Toughees  production line staffed by women. The factory is a lifeline for the local community and the engine behind a massive operation that ensures millions of South African learners step into the new school year with confidence. Powered by People  Across Bata South Africa, over 60% of employees are women, driving positive change in their communities. The impact is visible. “When you drive through the rural Loskop community, you will see that people live in brick houses, not shacks,” notes Lorraine Dyer, Bata South Africa’s Country Manager. “That really shows the influence our factory – the only one in the area – has had over generations. When you uplift women, you uplift families – and that’s something we’re proud of.” Beyond manufacturing, Bata employs a further 60 people at its Distribution Centre (DC) in Hammarsdale, west of Durban, and around 82 at its La Lucia head office. With over 70 years in South Africa, the company is one of the country’s largest footwear manufacturers and a key contributor to local industry, producing 70% of its local stock domestically and generating over 60% of revenue from this local production. A Back-to-School Machine Built on Precision, Pride and Planning Every year, the back-to-school period demands intense coordination across Bata’s head office, the distribution centre and the Loskop factory. For the 2024/25 season, demand surged – and the team rose to the challenge. Through rigorous planning, streamlined operations and efficient digital systems, they processed and shipped over two million pairs of shoes, setting a new benchmark for operational excellence and ensuring retailers nationwide were fully stocked. This seamless collaboration represents the spirit behind Toughees – tough, prepared, reliable, and built for South Africa’s realities. What Makes Toughees South Africa’s Toughest School Shoes? “Toughee’s durability is no accident,” says Deenai Heralall, Marketing Manager at Bata South Africa.  “At our Loskop factory, state-of-the-art machinery and skilled artisans come together to craft school shoes built for real South African conditions. Originally designed for children who walk long distances, Toughees are made from high-quality, non-polish leather that’s strong, reliable, easy to clean and comfortable for growing feet. With a wide range of sizes and styles - from straps and buckles to Velcro and lace-ups - every child can find the perfect fit.” The journey of every Toughees shoe  involves: Precision Cutting:  Components are cut using steel dies and hydraulic presses for accuracy and consistency. Skilled Stitching:  Uppers are assembled and stitched with expert craftsmanship. Injection Moulding:  A specialised process where molten PVC is injected into moulds – a technique Bata has perfected since the 1960s. This creates tough, breathable, reliable soles that resist wear and are easy to clean. Heat-Bonded Construction:  Uppers and outsoles are bonded using heat tunnels to guarantee a secure, long-lasting fit. Rigorous Testing:  Shoes undergo tensile, tear and flex testing, among others. Toughees shoes consistently exceed South African Bureau of Standards (SABS) requirements . “Toughees are built for active school days,” says Heralall. “Parents can trust that their children’s feet are protected and comfortable from the first bell to the last.” A Legacy of Upliftment With millions of schoolchildren in South Africa having never owned a pair of school shoes, it is a stark reminder of the country’s school shoe crisis. In many rural areas, children still walk long distances to school barefoot, often in harsh winter conditions. Through the Bata Children’s Programme and the Toughees Random Acts of Kindness anniversary initiative, Bata extends its impact well beyond manufacturing. These programmes invest in education, school infrastructure and children’s welfare nationwide, reinforcing Toughees’ long-standing commitment to helping build stronger, more resilient futures. Toughees To Launch “Tough Like Us” Back-to-School Campaign Toughees  is stepping into 2026 with its Tough Like Us  back-to-school campaign, which not only highlights the resilience, community spirit and everyday toughness of South African families, but will also give back to help ease the financial burden that many households face at the start of the school year. As part of the campaign, R200,000 in cash prizes will be awarded through a nationwide competition running from 22 December 2025 to 13 February 2026. By purchasing any pair of Toughees, in-store or online during this period, shoppers can enter and stand a chance to win one of 10 cash prizes worth R20,000 each - a meaningful boost for families preparing for the year ahead. Find Toughees online, at Toughees.co.za ,  through major retailers including Ackermans , PEP , Jet, Edgars , MrP , NuShop and Shoe City , wholesale distributors Bhana’s Wholesalers, Express Stores, Gem Schoolwear   and Jumbo ,  as well as online at Superbalist  and Takealot .     @batasouthafrica https://www.facebook.com/BataSouthAfrica https://www.instagram.com/batasouthafrica https://www.linkedin.com/company/20354564

Forestry remains one of South Africa’s most demanding and high-risk sectors, shaped by challenging terrains, unpredictable weather and intensive manual labour. For the thousands of employees and contractors working in the South African Forestry industry, safety is not simply a protocol, it is a discipline that underpins every decision, every shift and every task in the field.   The sector’s risk profile is well recognised internationally. According to the International Labour Organization (ILO), forestry harvesting activities account for between 38% and 90% of all accidents reported in global forestry operations. In South Africa, the national forestry and logging workforce increased from 36 767 employees in 2019 to 39 087 in 2023, according to Statistics South Africa’s Quarterly Employment Statistics (QES). These figures illustrate the urgent need for proactive safety cultures that evolve in line with industry pressures, rural contexts and environmental volatility.   Against this backdrop, Sappi Forests has recorded a year of encouraging progress across its operations. Regional teams in KwaZulu-Natal and Mpumalanga collectively reached several record-setting lost-time injury (LTI) free milestones, reflecting a deepened culture of care, where open communication, leadership engagement and continuous improvement builds commitment. In regions such as the Zululand Coastal, KZN South, KZN Midlands, Highveld, Barberton and Ngodwana areas, teams have achieved multi-million-hour periods without LTIs, demonstrating what is possible when safety becomes embedded in day-to-day behaviour rather than limited to compliance checklists.   “These milestones are a reflection of what happens when safety becomes part of the culture, not merely a requirement,” says Duane Roothman, Vice President of Sappi Forests. “It is about leadership, accountability and the confidence to speak up before something goes wrong and preferably before it goes wrong.”   Sappi Forests attributes much of its progress to an evolving approach that combines targeted behaviour-change programmes with strong on-the-ground leadership. One of the most influential of these is the STBA (Stop and Think Before You Act) programme, a behavioural-safety initiative designed specifically for rural, multilingual teams. Using relatable storytelling and clear reflection prompts, the programme encourages workers to pause and assess risks before acting, helping bridge language and barriers that often affect frontline safety communication. By combining expert technical insight with on-the-ground engagement across our forestry operations, Sappi was able to co-create a practical behaviour-change solution. Through active listening and incorporating feedback from the workforce throughout the process, the initiative fostered early ownership and embedded the principles of accountability and care from the outset.   Daily engagement practices have also strengthened safety ownership. The “Safety Walk, Safety Talk” method has been rolled out across operations to ensure that safety conversations become part of routine interaction between supervisors, employees and contractors. These engagements are designed not only to identify risks in real time, but also to foster shared responsibility in both workplace and home environments.   Leadership development continues to form another cornerstone of Sappi’s safety efforts. Through values-based interventions and reflective leadership sessions, operational leaders are supported in creating environments where safety conversations are encouraged, lessons are openly shared and vigilance is promoted at every level of the organisation. This culture is further reinforced by Sappi’s eight Life-Saving Rules, clear and non-negotiable standards developed through years of incident analysis, aimed at ensuring that both routine and high-risk activities are carried out safely and consistently.   “Safety is not a static concept, it evolves with our people, our environment and our industry,” says Roothman. “We are committed to ensuring that every one of our teams feels supported, equipped and empowered to work safely. Recognising lead indicators remain paramount in driving continuous improvement and guides proactive interventions, as much as positive reinforcement of the correct behaviour builds confidence and accelerates culture change. The success of behaviour based safety culture, is very visible when the same culture starts gaining traction at home and in communities.   As global forestry shifts toward increased mechanisation, climate resilience and integrated safety systems, South Africa’s sector is under renewed pressure to adopt future-focused approaches. Recent findings from the FAO, ILO and UNECE report, Occupational Safety and Health in the Future of Forestry Work, call for the industry to strengthen behavioural safety, embed continuous learning and invest in technologies that reduce manual risk exposure.   For Sappi Forests, the progress of the past year reflects meaningful steps forward, but not a finish line. At the core of a dedicated safety philosophy is a simple principle that everyone can relate to: every employee should return home safely at the end of each day. Sappi is firm in its view that zero accidents is a very attainable goal, achieved through shared responsibility, consistent awareness and unwavering personal commitment.   “At Sappi Forests, we have learned that safety is never a destination,” Roothman concludes. “It is a daily commitment shaped by accountability, reflection and shared responsibility. While we are proud of what our teams have achieved, we remain focused on doing more, because when safety becomes a shared value across the industry, everyone benefits.”

The 2025 Suzuki Jimny 5-door has garnered significant attention in the automotive world, earning praise for its exceptional off-road abilities, distinctive rugged charm, and increased practicality due to its expanded cabin space and additional doors. Despite these advantages, some reviewers note that the vehicle's on-road refinement falls short, with a less impressive engine and occasional instability at higher speeds. Real-World Experiences and Popularity Throughout the past week, I had the opportunity to drive the Suzuki Jimny 5-door and observe how it is received in everyday settings. Although it may not suit everyone's preferences, its appeal is broader than many might expect. When I brought the car home, my tenants were immediately drawn to it; for some, the Jimny is the ultimate dream car, symbolising aspiration and admiration. This sentiment was shared by both individuals and couples, highlighting the vehicle's diverse fan base. Attracting Attention Across Demographics My experiences extended beyond the home environment. I took the Jimny to various places, including the KZN Top Business Women event at the Radisson's Durban Umhlanga. The car consistently attracted attention in public spaces, particularly among women, who were notably impressed by its design and character. While the Jimny's four-door configuration and strong off-road capabilities are often emphasised, its true appeal seems to lie in its ability to connect with a wide range of admirers, regardless of technical specifications. Personal Testimonials The Jimny's popularity was further underscored when my daughter arrived from Cape Town for the KZN Top Business Women event. She was instantly captivated, declaring the Jimny to be her dream car. This personal endorsement, especially from successful women and professionals, reinforces the idea that the Jimny holds a unique allure that resonates strongly with many, particularly women. Conclusion In summary, the 2025 Suzuki Jimny 5-door stands out for its unmatched off-road capability, rugged appeal, and practical enhancements. While it may not be the most refined choice for highway driving, its charm and desirability are clear, extending beyond technical features to connect emotionally with a broad spectrum of individuals. The Jimny's intangible qualities make it a highly sought-after vehicle, admired by many for reasons that go beyond mere specifications. The 2025 Suzuki Jimny 5-Door: A Comprehensive Review - Grant Adlam

The KwaZulu-Natal Joint Municipal Pension/Provident Funds — NJMPF — is a long-standing retirement-fund institution serving municipal employees across KwaZulu-Natal. Founded in 1942, the Fund provides retirement planning, pension and provident-fund benefits to thousands of members and pensioners. NJMPF administers three distinct funds: two defined-benefit pension funds and a defined-contribution provident fund. This structure allows it to cater to different kinds of employees — giving stability and predictability for some, and flexibility and growth potential for others. Over decades, NJMPF has built a reputation for strong governance, consistent audit-clean records, and investment performance that has helped grow members’ savings. But NJMPF doesn’t just focus on numbers. Recognising that retirement outcomes depend on more than contributions and market returns, the Fund emphasises financial literacy, education, and communication with members. Starting in 2014, NJMPF began rolling out a comprehensive financial literacy programme — offering workshops, road-shows, pensioner-indabas, and educational materials covering budgeting, debt management, inflation, tax basics, retirement planning, and more. This effort aims to help members understand how retirement savings work, how much they will need, and what they can expect — empowering them to make informed decisions about saving, spending, and investing. As the Fund has argued, education is vital to transforming saving habits and improving long-term financial well-being. Beyond retirement and education, NJMPF also engages actively with its members: conducting regular member visits to municipalities, hosting wellness days for pensioners, and ensuring communication is accessible — including via an interactive website and a mobile app, to reach members across varied regions and demographics. This comprehensive approach — combining sound fund management, responsible investments, member education and inclusive communication — has earned NJMPF numerous awards (locally and internationally), and recognition as a leading retirement fund in South Africa. For many municipal workers, NJMPF represents more than just a pension fund — it’s a trusted partner for future stability, a guide to financial responsibility, and a community-wide initiative to change how people view saving, retirement and long-term welfare. In a country where financial literacy remains low and retirement insecurity is widespread, NJMPF's model — combining professional retirement-fund management with member empowerment — stands out as a progressive, socially responsible example. For any municipal employee in KwaZulu-Natal, or anyone looking at retirement funds seriously: NJMPF shows how a fund can do more than manage money — it can build trust, community, understanding and a safety net for tomorrow.

The holiday season brings excitement, travel, family gatherings, and a chance to relax. But it also brings increased risks. More people are on the roads, many homes are left unattended, and there is generally more activity and distraction. During this time, being prepared for both security threats and medical emergencies becomes essential. Services like Mobi-Claw911 highlight an important message: emergencies can happen anytime, and having a reliable support system can make all the difference. The goal is to provide fast, coordinated help whether you are dealing with an accident, a medical issue, a crime-related incident, or any unexpected situation. Mobi-Claw911’s approach focuses on quick response. With the press of a button on a mobile app or device, an alert is sent together with your exact location. Their system then connects you to a wide network of responders, including paramedics, ambulance services, armed response teams, police, metro police, or your own security and tracking partners if needed. The idea is simple: in a stressful moment, you should not have to think about who to call. Help should already be on its way. This type of all-in-one emergency assistance becomes especially valuable during the holiday period. People travel long distances, walk in unfamiliar areas, stay out late, and often have less access to their usual support networks. If something goes wrong on an empty road, at a crowded event, or even at home, having fast response can save time and lives. Preparing for the holiday season is not just about relying on technology. It is also about taking practical steps to reduce risk. Before leaving home, make sure your alarm system works properly, your doors and windows are secure, and someone you trust knows you will be away. Avoid posting travel plans on social media. Keep valuable items out of sight and create the impression that your house is occupied even if it is not. When travelling, ensure your vehicle is roadworthy, pack a first aid kit, and take breaks to avoid driving while tired. Never drink and drive, and make sure everyone in the car uses seatbelts or appropriate child restraints. If your car breaks down, try to stop in a safe, visible area. Always keep your phone charged and ready for an emergency. Medical emergencies are also more common during the festive season. Accidents happen when people are relaxed, distracted, or in unfamiliar environments. Basic first aid knowledge can make a difference while waiting for professional help. Keep essential supplies with you, stay alert to your surroundings, and be cautious in crowded or unfamiliar places. In the end, holiday safety comes down to preparation and awareness. Emergencies are unpredictable, but your response does not have to be. By planning ahead, staying alert, and making use of tools designed to protect you, you can enjoy the holiday season with greater peace of mind. Being safe does not mean being fearful. It means being ready so you can focus on what truly matters: celebrating, connecting, and enjoying your time with the people you care about.

Hyundai Alcazar _ Grant Adlam - KZN Motor Sense Introduction The Hyundai Alcazar is widely regarded as an excellent option for families in search of a versatile and intelligent 7-seater SUV. This model stands out for its emphasis on comfort, safety, and fuel efficiency. Although the third row has certain limitations, the Alcazar’s extensive features, appealing design, and robust warranty position it as a strong contender in its segment. Family Supper Conversations Monday night family suppers often revolve around discussions about the car I am testing that week. This time, the conversation centred on the Hyundai Alcazar. In my experience, the Alcazar receives a positive recommendation thanks to its practical folding seats, which allow me to easily fit my bike in the boot and head out for an early morning ride along the beachfront. Practicality and Comfort During a more serious discussion, younger family members considered the Alcazar’s merits as a family vehicle. My brother-in-law actually climbed into the back seat to evaluate the legroom. The Alcazar passed his test with flying colours—especially noteworthy given my brother-in-law Craig’s height of over six feet. His feedback from the rear seat was enthusiastic: “I’ll take two—one for each daughter!” Seating Debate The only point of debate was the seating arrangement. While Hyundai markets the Alcazar as a 7-seater, the absence of a headrest in the third row led some to argue that it is truly a 6-seater. However, it still offers seven seats, making it suitable for larger families. Conclusion Overall, the Hyundai Alcazar remains a highly recommended choice for families seeking a comfortable, safe, and fuel-efficient SUV. Despite some limitations in the third row, its comprehensive features, stylish design, and dependable warranty make it a competitive and attractive offering in its class. In summary, it excels as a family car. Hyundai Alcazar: The Ideal Family SUV with Versatility and Comfort - Grant Adlam

Durban —  Cash-flow strategist and business leader Debbie Vandekan (née Jones)  is drawing renewed attention for her role in building Three Peaks Payment House , a company that has become a long-standing pillar of support for South Africa’s small and medium-sized enterprises (SMEs). During a recent discussion with ActionCOACH’s Trevor Clark, Vandekan outlined the development of the business and the principles that shaped its success. Three Peaks was established in the early 1990s after Vandekan identified a structural gap in the financial sector. At that time, automated debit-order facilities were largely reserved for large corporates, leaving smaller businesses with inconsistent revenue and limited access to reliable payment systems. Drawing on nearly two decades of commercial banking experience, she recognised that SMEs required a dedicated service provider capable of delivering predictable collections and improved cash-flow stability. Addressing an Overlooked Market Vandekan and co-founder Alain Vandekan launched Three Peaks with the aim of supporting smaller organisations that were not adequately served by major banks. The company focused on providing accessible debit-order solutions designed for schools, medical practices, gyms, service providers, and other businesses that relied heavily on recurring monthly income. Through a combination of flexible payment tools, consistent processing, and tailored customer support, the business created a model that reduced administrative workload and helped clients maintain healthier cash-flow cycles. Over time, Three Peaks expanded its services to include credit checks, payment monitoring, and debt-reduction support. Entrepreneurial Growth Through Practical Systems Vandekan’s journey reflects the challenges and opportunities familiar to many South African entrepreneurs. After relocating to Durban amid corporate restructuring in the banking sector, she pivoted to building a business that served real, practical needs in the market. Her approach prioritised stable systems, operational reliability, and long-term client relationships rather than high-volume transactional interactions. This method positioned Three Peaks as a steady, dependable partner for SMEs operating in an economy marked by volatility, late payments, and cash-flow instability. Impact on the SME Landscape More than 30 years since its establishment, Three Peaks continues to service organisations across multiple industries. The company’s debit-order infrastructure has enabled many businesses to transition from manual invoicing and unpredictable payment behaviour to automated, structured income cycles. This has had a measurable effect on sustainability, helping enterprises reduce defaults, avoid cash-flow crises, and plan more confidently for growth. Industry observers note that Three Peaks’ long-term stability reflects a broader shift in the financial services sector, where specialised payment houses are increasingly providing solutions that traditional banks have not prioritised. Guidance for Business Owners During her engagement with ActionCOACH, Vandekan highlighted several core principles that support resilient cash-flow management. These include implementing automated income systems early in the life of a business, monitoring financial performance on a weekly basis, setting prices that reflect value rather than fear, establishing efficient operational structures, and cultivating consistent long-term relationships with clients. These principles echo the foundations on which Three Peaks was built and continue to guide the company’s approach to supporting SMEs nationwide. A Continuing Role in Business Development Vandekan remains active in the fields of cash-flow education and business support, contributing to programmes that assist entrepreneurs in strengthening their operational and financial systems. Three Peaks continues to expand its services and maintains a reputation for reliability, longevity, and practical problem-solving. As South African SMEs face ongoing economic pressure, the systems and practices developed under Vandekan’s leadership remain relevant, offering small businesses a proven method for achieving stability and sustainable revenue.