Durban, South Africa  – The highly anticipated iQembu Cycle Race 2025  will take place on Sunday, 31 August 2025 , at the iconic Moses Mabhida – M4 City Precinct , bringing together cyclists from across the region for an exciting team-based cycling challenge. The event is designed to promote fitness, teamwork, and community participation while showcasing Durban as a premier sporting destination. The race offers three team categories suited for different levels of endurance: Team of 4 – 40 km  (R2,000 per team) Team of 6 – 60 km  (R3,000 per team) Team of 10 – 100 km  (R5,000 per team) Each participant will receive a complimentary pair of cycling socks  valued at R150 as part of their entry. While the format emphasizes teamwork, individual cyclists are also encouraged to register, with all solo entrants placed into teams to ensure that everyone is able to enjoy the iQembu experience. The event route will run through the M4 City Precinct , offering a scenic and invigorating backdrop for both competitive and social riders. With Durban’s iconic Moses Mabhida Stadium as the central hub, participants can expect a well-organized event that captures the energy of the city while providing a safe and enjoyable environment for riders of all abilities. Registration Now Open Cyclists can register online through the official MyActive portal:👉 Register Here Support Contacts: MyActive Support  – 087 703 5313 (Mon–Fri, 8:00–16:30) | info@myactive.co.za Event Queries  – events@triathlonplussa.co.za About iQembu Cycle Race The iQembu Cycle Race is a premier Durban-based cycling event that combines the spirit of teamwork with the challenge of endurance racing. Created to unite riders in a safe, fun, and competitive environment, the event welcomes both seasoned cyclists and newcomers, offering distances to suit every rider while celebrating the vibrant cycling culture of KwaZulu-Natal.

ActionCOACH invites business owners to a free online webinar, Unlock Your Business Potential , on Wednesday, 27 August 2025 at 09:00 , hosted by renowned Business Coach Trevor Clark . This transformative session is designed to help entrepreneurs and business leaders gain clarity, reclaim time, and implement proven strategies for sustainable growth. The workshop will introduce attendees to the 6 Steps to Business Success , a globally recognized framework developed by ActionCOACH founder Brad Sugars. Participants will walk away with practical tools to improve profitability, create stability, and scale effectively. Key learning outcomes include mastering the fundamentals for sustainable success, leveraging effective marketing and sales strategies, building high-performing teams, and creating a business that works without being solely dependent on the owner. As a Women’s Month Special , all women business owners attending will receive a complimentary 1:1 coaching session  to further accelerate their growth journey. This event is open to all business owners who are ready to break through limitations, regain control, and take decisive steps towards building thriving enterprises. Reserve your seat today  and unlock the strategies to transform your business. For more information and registration, visit mastery.co.za  or contact +27 31 266 2258 | mastery@actioncoach.com

In this edition of Business Sense, we are honoured to feature Captain Salvatore Sarno, chairman of the Mediterranean Shipping Company (MSC) South Africa. From his early days in the Italian Navy to becoming a driving force in South Africa’s maritime and logistics sectors, Captain Sarno’s remarkable career embodies resilience, vision, and the ability to navigate both calm and turbulent waters. As our lead feature, his story offers readers an inspiring account of a steadfast commitment to the maritime sector and economic growth. We are also delighted to feature the KZN Top Business Awards supplement, which showcases this year’s outstanding winners and finalists – we extend our warmest congratulations to all. True to our mission, Business Sense continues to provide a platform for thought leadership, practical guidance, and stories that shape KwaZulu-Natal’s business landscape. This issue spans a diverse range of topics that speak directly to the realities facing our region’s entrepreneurs, corporates, and investors. Highlights include: The four financial pillars of business Medical emergencies in the workplace The difference between misconduct and performance Actual cost of non-compliance with FICA Working ‘on’ vs ‘in’ your business Multi-use, multi-generational homes  From the legal front, we bring insights on risk mitigation in labour law from Labournet, exploring how proactive consultancy can save businesses both money and reputation. We also examine a landmark High Court ruling addressing whether citizens can hold the state accountable for failing infrastructure – with the answer being a resounding “yes.” In the tourism sector, Russell Curtis from Invest Durban outlines how the Presidential Working Group is positioning Durban as a premier global destination, supported by world-class events, infrastructure upgrades, and bold investment projects. With August marking Women’s Month, we celebrate transformation and leadership through profiles such as Beekman Group’s commitment to women in leadership, Cox Yeats’ empowerment of female legal professionals, and EY’s “trust, technology, and talent” strategy in KZN.  We highlight the launch of the KZN Top Business Portfolio 2025 and the annual KZN Top Business Women initiative, inviting participation in both. As always, Business Sense remains dedicated to sharing the stories, strategies, and successes that keep KwaZulu-Natal’s economy moving forward – just as Captain Sarno has done for decades on the seas and in business. Business Sense, we are honoured to feature Captain Salvatore Sarno, chairman of the Mediterranean Shipping Company (MSC

When employee issues arise, it can become confusing for the employer when determining whether an issue relates to performance or misconduct. Furthermore, executing corrective action can be overly rigorous and daunting. Misconduct is typically the most frequent issues that employers deal with on a daily basis. Misconduct relates to the breaking of a valid and reasonable rule, where behaviours or actions infringe on accepted norms in the workplace for example violations relating to company policies, regulations, professional standards, and ethical norms. Misconduct disrupts the workplace and can carrying grave consequences for both employee and employer. It is therefore best practise to clearly communicate the company’s position on what is regarded as acceptable behaviour through company polies and company values. Performance on the other hand does not relate to conduct, behaviour or actions however is concerned with whether the employee is performing against the expectations or standard set out by the employer. Poor work performance refers to the failure or inability of the employee to reach and maintain the employer’s required work performance standards in terms of output. This can become apparent in many ways, such as consistently failing to meet agreed targets, or demonstrating a lack of required skills and competencies. It is implicit in all employment contracts that the employee undertakes to perform according to the reasonable, lawful, and attainable work performance standards required by the employer. Managing poor performance is a corrective action taken by the employer to support the employee in bridging the performance gaps. This process includes identifying the cause of performance gaps, meeting regularly with the employee to monitor and provide feedback on the employee’s performance and In the context of employment, this means that the employer should not take disciplinary action in the absence of a fair hearing. A fair process includes adequate notice of a disciplinary enquiry, and the employee must be aware of the precise reason or charges. The employee has the right to defend himself or herself. Implicit in this right is that the employer must conduct an investigation into the alleged misconduct, the employee must be given the opportunity to be heard and the employee is entitled to representation and call witnesses. understanding the barriers that exist that prevent the employee from meeting the required standard. Poor performance can be managed through a performance improvement programme (PIP). Where the employee fails in the duty to perform, the employee is said to be incapable, and the employer has the right to dismiss after following a fair procedure and ensuring that the dismissal is for a fair reason. A Structured System Misconduct leads to disciplinary action, which must be commensurate with the offence. This is the measure for substantive fairness. Employers typically communicate a schedule of offences to their employees or code of conduct in the company handbook. The schedule of offences classifies workplace misconduct into two categories minor and gross misconduct and provides the employee with the outcome of actions that violate workplace rules. It is best practise to adopt a progressive and corrective approach to disciplining employees, where appropriate. Minor offences relate to for example absence in the workplaces where, gross misconduct refers to serious violations, such as fraud, physical violence, harassment, or significant breaches of confidentiality. Gross misconduct often leads to dismissal.  Progressive discipline is a structured system of addressing employee misconduct, where the severity of the penalties increases with repeated violations. T his method aims to correct behaviour through a progressive approach, rather than resorting to a first offence dismissal. The Labour Relations Act, specifically Schedule 8, endorses this concept, emphasizing corrective discipline over punitive measures.  The progressive discipline system is designed to be corrective, however, there are exceptions where dismissal is justified. The progressive and corrective approach is appropriate for minor offenses for example tardiness. An employer would not dismiss an employee for reporting late for duty as a first offence. According to the Code of Good Practice: Dismissal in the Labour Relations Act, dismissal for a first offence is appropriate if the misconduct is severe and renders the continuation of the employment relationship broken and or intolerable. Examples of such misconduct include dishonesty, harassment, or intimidation. Disciplinary action must be fair, the LRA has set out guidelines in order to establish whether a dismissal for misconduct is substantively fair, it stands to reason that prior to the employer taking disciplinary action, grounds for disciplinary action must be established. The following questions must be answered in the affirmative prior to deeming a dismissal fair:  1. Whether a rule regulating conduct in the workplace existed, the rule was contravened by the employee 2. Whether the rule was valid and reasonable 3. Whether the employee was aware of the rule, or could reasonably be expected to have been aware of the rule 4. Whether the rule has been applied consistently by the employer 5. Whether dismissal is the appropriate sanction for the contravention of the rule Where it is found that the employee did contravene a valid and reasonable rule, which the employee was aware of, which had previously been, and still is applied consistently, it is possible that the employee is guilty of misconduct.  A Balance Of Probabilities It is commonplace that in disciplinary proceedings, the employer bears the onus to prove its allegations against an employee on a balance of probabilities. This standard must be differentiated from the standard applied in criminal cases, namely proof beyond a reasonable doubt. An employer is not required to prove that the misconduct is beyond a reasonable doubt – i.e. that if any reasonable doubt or possibility of any other explanation exists as to the employee’s guilt, the employee cannot be found guilty. The version presented by the employer to substantiate the allegations of misconduct, must be found on the whole to be more probable or likely than that of the employee. In addition to substantive fairness, the employee must be taken through a fair process, most significant are enshrined in the maxim ‘audi alteram partem’ which means ‘hear the other side’. The principles of Natural Justice are fundamental legal doctrines ensuring fairness, impartiality, and reasoned decision-making in judicial and administrative proceedings. Rooted in moral principles and common law traditions, they protect employee from arbitrary actions by requiring due process in decision-making. In the context of employment, this means that the employer should not take disciplinary action in the absence of a fair hearing. A fair process includes adequate notice of a disciplinary enquiry, and the employee must be aware of the precise reason or charges. The employee has the right to defend himself or herself. Implicit in this right is that the employer must conduct an investigation into the alleged misconduct, the employee must be given the opportunity to be heard and the employee is entitled to representation and call witnesses. Each case must be judged on its merits, ensuring that the sanction is appropriate to the specific circumstances. Robust Policy Handbook Pivotal to managing misconduct in the workplace is a robust policy handbook which will guide employees on the expected behaviour and consequences of non- compliance. It imperative that employers act on misconduct, the adage that justice delayed is justice denied applies to labour law in the sense that employers that act too slowly can be found to be diluting the seriousness of the offence. Legal and procedural approaches to address these issues differ significantly. Misconduct typically leads to disciplinary action, which may include warning, suspension, or termination. Poor performance requires a performance management process, which focusses on identifying the root cause of a problem, providing support, training, and setting clear expectation for improvement. Dismissal for poor performance should only be considered after a fair and thorough process of performance management has been followed. This summary provides a broad overview of misconduct and poor performance in the workplace. Employers struggling with substantive and procedural uncertainties should gain legal guidance from HR due process professionals. For more information please contact Colette Tanner, T: +27 (0)31 767 0625 E: colette@drg.co.za W: www.drg.co.za

In 2025, Sky Tents proudly celebrates its 10th anniversary, marking a decade of determination, innovation, and entrepreneurial excellence under the leadership of founder and CEO, Isaac Mbatha. What began in 2015 as a humble venture in tent repairs and smallscale rentals has evolved into one of South Africa’s most dynamic tent manufacturing and event solutions companies, with a footprint reaching across the African continent. Mbatha’s journey epitomises the grit and resilience of a true entrepreneur. Starting out by washing and mending tents, he quickly recognised the opportunity to create a manufacturing business that would meet the growing demand of clients who had experienced his reliability firsthand. With little more than determination and a vision, Sky Tents was born, a name chosen to reflect his belief that “there is nothing above the sky,” symbolising limitless potential. The early years were not without obstacles. With slim profit margins and heavy reliance on 50% deposits to purchase materials, Mbatha personally walked the streets, distributing flyers at traffic lights and in townships to build his customer base. At times, he risked his safety alone in remote areas, all in pursuit of his dream. “What you plan for in your head and what happens on your road to success are two different things,” he recalls. In 2015 and 2016, mounting debt and overwhelming stress pushed him to his lowest point. But instead of giving up,Mbatha picked himself up and embraced bravery as his path forward. A turning point came in 2017 with a bold partnership with Ukhozi FM. Mbatha spearheaded a campaign to give away 100 tents to aspiring entrepreneurs, empowering them to start their own rental businesses. This initiative not only uplifted communities but also cemented Sky Tents as a brand associated with opportunity and impact. Today, Sky Tents employs more than 75 people, a dramatic leap from its early team of three. The company’s product line has expanded from basic pole tents to an extensive range including stretch tents, dome tents, frame tents, and complementary event essentials such as tables, chairs, mobile toilets, and refrigerated trailers. Branches in nine South African locations and clients in over ten African countries, including Namibia, Nigeria, and the Seychelles, reflect the company’s farreaching influence. Mbatha’s commitment to innovation and service excellence has earned him significant recognition. He was featured on the prestigious Forbes Africa 30 Under 30 list in 2019, won the Standard Bank KZN Top Business Entrepreneur award for resilience in 2022, and was honoured as Standard Bank’s SME Client of the Year in 2023. As Sky Tents enters its second decade, Mbatha attributes the company’s success to one core principle: consistency. “Tired rhymes with fired,” he says. “You need to be on top of your game at all times. Clients value not only your products but also your service and the confidence you bring.” From a modest start to a continental presence, Sky Tents’ 10year journey is a powerful story of vision meeting perseverance. For Isaac Mbatha, the sky has never been the limit, it has always been the beginning. For more information contact: A: 47 Westmead Road, Pinetown T: +27 (0)31 700 2863 C: +27 (0)76 929 2609 W: www.skytentsa.co.za

We’ve all heard it: “You’ve got to work ON your business, not just IN it.” But what does that actually mean? And more importantly – how do you do it? The short answer is this: ■ Working IN your business means keeping the machine running. ■ Working ON it means stepping back to improve the machine.  Most Business Owners Get Stuck “IN” Even the most experienced owners I coach spend too much time in their businesses. And it’s understandable – you’ve built it, you know every job better than anyone else, and you probably care more than anyone else ever will. Your clients know you by name. Your team brings you problems. You’ve trained everyone – without realising it – to rely on you. But if you’re always In, you will be stuck there forever unless you do the work to build a profitable business that works without you. The Nine Hats of Business A great tool I use with clients starts with defining the nine roles every business owner must wear in a typical week. These are typically: marketing, sales, delivery/operations, finance, human resources, information technology, administration, strategic management, and personal development. We do a time audit: ■ Where are you currently spending your hours? ■ Where should you be spending them? As a rule of thumb, we aim for: ■ 50% of your time on marketing and sales (doing or directing) ■ 30% or less on delivery/ operations ■ The rest across strategy, learning, and building the team You grow the business by freeing yourself from the day-to-day tactical work, and focus on high value, high yield activities. The Skill/Fun Matrix T his tool changes how people see their own time. Plot each task based on: 1. How skilled you are at it 2. How much fun (or energy) the task gives you You’ll naturally spend your time in the high skill/high fun zone – that is your comfort zone. But the low skill/low fun zone? That’s the danger zone. Those are the things you’ll avoid, even if they’re important. If something is strategically critical but you hate it, do one of two things: 1. Skill up (get trained, read up, or get coached) 2. Delegate or outsource to someone who is better at it and enjoys it more You can even use this with your team to help everyone stay in their ‘flow’ state. The Default Diary We bring it all together with the default diary. This is your weekly plan, blocked out to include protected time for working ON the business. Without it, urgent always wins. With it, the important stuff gets the space it deserves and gets done! Your time investment should either: ■ Make the business more profitable, or ■ Free up more of your time We build time management system with clients based on their goals, industry rhythm, and working style. CASE STUDY From Chaos to Clarity – One Tradesman’s Turnaround Let me give you a quick example. An artisan client of mine – let’s call him Mike – ran a construction business. Mike was your classic hands-on owner: up at 4am to dispatch crews, quoting on-site all day, putting out fires, chasing payments – and never catching up. He told me, like many clients do, “Trevor, you don’t understand. My business is different. A default diary would never work for me.” But once we coached him through designing a realistic ‘ideal week’, something changed. We didn’t pretend the emergencies would vanish. We just made room for them and protected the slots that mattered most. He started blocking time to call existing clients, attend networking events, and update his social media – not ad hoc, but scheduled. The result? Better leads. More of the work he actually wanted. We also carved out time for learning, coaching, and – critically – financial reviews. That’s when cash flow improved. Debtors stopped creeping over 60 days. He dropped a few low-margin product lines and improved profitability on the rest. And here’s the best part: He got his afternoons back. He started attending his daughter’s sports matches. Same business. Less chaos. More life. More profit. What About You? If you’re constantly stuck in the weeds, I promise it doesn’t have to be that way. Working ON your business isn’t just for corporate types. It’s for anyone who wants more profit, less stress, and maybe even a little time to breathe. Want a copy of the Nine Hats Worksheet, or the Skill/Fun Matrix? Drop me a message. Happy to share. To your success: T: +27 (0)31 266 2258 E: mastery@actioncoach.com W: www.mastery.co.za

There’s a phrase used in emergency medicine: ‘The Golden Hour’, and it’s not just some dramatic slogan. It refers to the first sixty minutes after a serious injury or medical event, where getting proper treatment quickly can mean the difference between life and death. Here’s something most businesses don’t realise, medical emergencies happen far more often than serious criminal incidents. Whether you’re in corporate, retail, or industrial environments, it’s the heart attacks, strokes, diabetic collapses and workplace accidents that are taking people out, not the armed robbers. But, when I walk into businesses, most have a better plan for stolen laptops than they do for someone going into cardiac arrest in the boardroom. Why Medical Emergencies Are Becoming the Bigger Threat At Mobi-Claw911, especially post COVID, we’ve seen a sharp increase in medical emergencies across the board and I mean across every sector. Corporate: Heart attacks, strokes, mental breakdowns, allergic reactions, even people choking in the kitchen. Retail: Fainting customers, dehydration, seizures, panic attacks, diabetic crashes. Industrial: Crush injuries, falls, burns, chemical exposure, some of the worst scenes we’ve dealt with.  In most workplaces, there’s a plan for load shedding and a plan for crime, but no plan for a heart attack. That’s where the real danger lies. And here’s the thing, none of these give you a warning. One minute your team is focused on hitting targets, the next, someone’s lying unconscious on the floor and you’ve got sixty seconds to decide what to do. Workman’s Compensation: Great, But Not a Silver Bullet There’s a lot of confusion out there about what Workman’s Compensation (COID) actually covers. Yes, it’s there to assist when someone gets hurt on duty. But it has limits. It covers medical treatment for on-the-job injuries, not illnesses such a heart disease, strokes, diabetic illnesses etc. It doesn’t: ■ Help with medical emergencies off-site, off-duty, or if your admin isn’t in order ■ Cover staff not properly registered ■ Won’t assist contractors, casuals, or informal workers And not everyone’s on medical aid, right? That’s where things fall apart, and fast, if you don’t have a backup. Why an Emergency Service Like Mobi-Claw911 Makes Business Sense  This is exactly why more businesses are turning to platforms like Mobi-Claw911 and not just for crime response. Our integrated Ambulance Plan has changed the game. ■ Your staff don’t need to remember five different emergency numbers. ■ We handle the entire incident, from dispatching an ambulance to briefing paramedics and staying in touch with your site manager and on scene preparation. ■ Even if your employee doesn’t have medical aid, they’re covered, fast, professional treatment either way. ■ And we assist where necessary with the after-action mess, such as updates, family liaison and recommending other contractors that may be required after the emergency, such trauma cleanups etc. It’s one point of contact, one emergency number. A Proper Emergency Plan Starts Before the Ambulance Arrives  If you haven’t already walked through a medical emergency plan in your workplace, you need to. Because when it happens, there’s no time to figure it out. Here’s what every business should already have sorted: ■ Who calls for help? Does your team know the number? It should be one number, not a lucky dip. ■ Who meets the ambulance? Someone needs to wait outside to wave them down. ■ Is there parking space? You’d be shocked how many ambulances get blocked by delivery vehicles. ■ Is the path clear? Can a stretcher get through reception? Has furniture been moved? ■ Who handles the crowd? Someone needs to keep the scene clear, calm and safe.  These may sound like small things, but in a crisis, they make a massive difference.  Gear You Should Already Have On Site Don’t wait for a crisis to go shopping. Every workplace should have: ■ A first aid kit with trauma bandages, gloves, cardiopulmonary resuscitation (CPR) masks, burn gel ■ If your business has foot traffic or staff over 40, consider getting an automated external defibrillator (AED), they do save lives ■ Oxygen for industrial environments ■ Trained staff, ideally, at least one Level 3 first aider per shift Bottom Line  Look, we all know emergencies happen when you least expect them. But they don’t have to turn into disasters. With the right tools, a solid plan, and a partner like Mobi-Claw911 in your corner, you’re already five steps ahead of the chaos. In those first few minutes, clarity saves lives. Don’t wait until someone drops to figure out what to do. Mike Myers is the appointed Security & Emergency Services Advisor to Business Sense. He and his team consult to corporate, national business precincts, retail developments, and private emergency platforms. T: +27 (0)31 109 1888 E: care@mobiventures.co.za W: www.mobiventures.co.za

How many times do you read about a famous person doing some incredible and unique work overseas only to find out that they are from South Africa? Similarly, Wade Howard, director at Ocean Driven Media (ODM) is often asked: why would an international client hire a South African media team to work in places like Perth, Kazakhstan, or Chicago? His answer is straightforward. Because South Africans are the best,” he says with a smile.  Since 2017, Wade and his team have been travelling internationally at least four times a year, covering events on every continent except Antarctica. T heir international journey began in 2015 when an United Kingdom based firm was looking for a photography and filming company to cover one of the largest conferences ever held in Durban. After a lengthy quotation and interview process, ODM was selected. “We clearly made quite an impression,” Wade recalls. “Not only did we deliver a fantastic job in Durban, but we were invited to cover all their events around the world.”  Becoming the “Dream Team” For many, it seems unusual that a global client would not simply hire local photographers and videographers in each country. But for this particular client, ODM is irreplaceable. “They call us their dream team,” Wade says. He explains why the partnership works so seamlessly: “All they have to do is send us the event details for the following year and arrange a small office for us on-site. We arrive knowing exactly what they need, get on with the job, are available for any requests, and deliver everything required before we leave. For them, it’s completely stress-free.” Clients never have to worry about missed moments or whether the team can handle long hours. “The days are long, often 12 to 15 hours,” Wade shares. “For us, we just love the excitement and adrenaline as we run around covering everything and delivering imagery throughout each day (and night). “We thrive on the energy of these events, being part of a big team, and knowing that our high-quality imagery helps market future events and keeps sponsors happy.” This September, ODM will mark ten years of working with the same client when they head to Hong Kong.  The Power of Excellence and Consistency Wade believes that their success carries a lesson for other South African creatives. “If you maintain a high standard of work and consistently deliver exceptional quality, you too can work with overseas clients,” he says. He credits South Africa’s strong work ethic as a competitive advantage. “Our standard of work is higher than many people realise, and it makes a lasting impression on international companies. If you deliver on your promises, opportunities will follow. Who knows who your next client will be?” Working internationally has not only given the ODM team incredible experiences but also boosted their confidence and made their portfolio extremely impressive. “Local businesses see that our work is trusted on a global stage,” Wade explains. “It gives them confidence that we can handle their events, conference or promotional video at the same world-class level.” A World-Class Team ODM’s strength lies in its structure as a fully integrated team. “We’re not a one-man band,” Wade says. “We have photographers, videographers, editors, assistants, managers, and production managers. Everyone specialises in their various departments, which ensures the company runs smoothly and clients are not dealing with one person who does it all.” ODM’s journey proves that South African talent, hard work, and dedication transcend borders. As Wade concludes: “For those wondering why international clients hire South Africans, the answer is simple: we deliver excellence, every single time.”  M: +27 (0)83 331 6796 E: wade@odmedia.co.za W: www.odmedia.co.za

The legal and financial environment in South Africa is evolving, and so too is the role of trusts. Once considered a clever tool for estate planning and tax efficiency, trusts that are no longer active have become costly liabilities. For trustees and financial advisors, the message is clear: if a trust is no longer serving a purpose, it’s time to close it.  Speaking on a recent Business Sense webinar, Alan Hockey of Legal Entity Management Systems (LEMS), a firm specialising in trust terminations, explains the growing urgency. “A trust that’s unused is a liability. And it’s becoming more of a liability, especially in light of looming legislative changes and increased scrutiny from the state.”  The Myth of the Dormant Trust Many trustees believe that if a trust isn’t trading or being actively used, it can simply be left dormant. Not true, says Hockey. “There’s no such thing. A trust that hasn’t been formally terminated is still a live trust. Even if it’s not active, it requires full administration.” T hat means regular accounting, compliance with South African Revenue Services (SARS), and oversight from the Master’s Office. And because trusts are often viewed as opaque legal vehicles, they are now firmly in the government’s crosshairs, especially given the country’s response to grey listing and financial transparency demands.  “You don’t want to be the target of the government,” says Hockey. “Especially for something as innocuous as a trust just lingering, not being used. It seems harmless, but it attracts attention."  Cost vs. Benefit Apart from compliance risks, maintaining an inactive trust is expensive. The professional fees, accounting costs, and time involved can quickly outweigh any original benefits. In many cases, the reasons for setting up the trust are no longer relevant, and the structure simply persists out of inertia. “Many people can’t even remember why the trust was created,” says Hockey. “They just keep putting it off because they assume it’ll be a nightmare to close.” A Simpler Process Thanks to LEMS, trust termination is now far more streamlined than it used to be. For single trusts, clients can log onto the company’s website, answer a few questions, and receive a ready-to-sign closure pack the next day. For financial advisors or trustees managing multiple trusts, the process is handled in bulk via spreadsheet submission. “There’s nothing more onerous than filling out forms,” says Hockey. “So we’ve developed a process that eliminates as much of the admin as possible. Once we have the information, we take care of the rest.” Timelines vary depending on how quickly trustees respond and how efficient the Master’s Office and SARS are, but a trust can typically be terminated within 8 to 12 weeks. Handling the Paper Trail One of the most common concerns is missing documentation. Many trustees fear they won’t be able to close a trust because original documents are lost or co-trustees have died or emigrated. But these challenges are not deal-breakers. “The Master’s Office is reasonable,” says Hockey. “They want these trusts closed as much as we do. If the intent is clear and the process is properly followed, they’re usually willing to work with us.” Don’t Delay With growing regulatory pressure and rising costs, the real risk is in doing nothing. “It’s really the elephant in the room,” says Hockey. “You know you’re not using the trust. You’re just delaying what needs to be done. And doing nothing could cost you far more in the future.” For anyone with an inactive trust, now is the time to act. The tools and services exist to make it easier than ever and the risks of waiting are only increasing. For more info go to www.lemsystems.co.za

Let’s be honest. When most business owners hear ‘financial compliance’, their minds zoom straight to South African Revenue Services (SARS) like a meerkat spotting a predator. And yes – taxes are important (ask Al Capone). But income tax is just one pillar of your financial house. If that’s the only pillar you’re minding, you’re basically trying to balance a four-tier wedding cake on a broomstick.  In the real world of sustainable business, four key pillars quietly, but firmly, hold up the house. These pillars are income tax, labour, statutory compliance and (the one you really should value the most) management reporting. Let’s break them down, Flair style. 1. Income Tax: The Necessary Evil This one gets all the attention, kind of like the loud aunt at a wedding who’s had too much bubbly. Every entrepreneur knows they need to pay tax, and everyone seems to begrudge it. Change your mindset, taxes are needed to build and support a well functioning society. No matter what your opinion is of what the Government does with those taxes, they are a very necessary evil. Your responsibility is to ensure you are not paying any more than you need to, and that you are taking advantage of all tax benefits available to you and your business. Here is a different perspective: tax is not just a cost. Handled right, it can be a planning tool – timing expenses, structuring salaries, claiming allowances. T here’s art in the maths. But too often, business owners only scramble at year-end, throwing receipts like confetti and hoping for a miracle.  Tip: Tax is not a once-a-year emergency. It’s a 12-month strategy. Get ahead, and SARS becomes a partner – not a panic attack. When done right, a lot of doors become open to you, and when done wrong – you simply watch them all close and be slammed in your face.  2. Labour: Not Just Payroll Hiring people comes with responsibilities – and no, giving someone a desk to sit at, a computer to work on, and maybe a branded mug and a birthday cake doesn’t count as labour compliance. We’re talking about Pay As You Earn (PAYE), Unemployment Insurance Fund (UIF), Skills Development Levy, employment contracts, leave tracking, and those pesky Department of Labour visits that seem to arrive just when you’ve settled in with a coffee.  Underpaying or ignoring these obligations is a game of Russian roulette with a department that doesn’t have a sense of humour and holds all the bullets. Build your people and they will build your business. You have a responsibility to provide an environment that protects employees, they are not there to take the risk with you, the same way they don’t get to enjoy the benefits and big profits you may make.  Tip: Get your ducks (and documents) in a row. Your staff will respect you, your business will run smoother, and you’ll avoid awkward visits from the labour department asking questions you really don’t want to answer. 3. Statutory Compliance:The Admin No One Talks About Share certificates and registers, Companies and Intellectual Property Commission (CIPC) returns, company resolutions, Broad-Based Black Economic Empowerment certificates, Annual returns, Beneficial Ownership submissions – it’s like a never-ending scroll of homework assignments. But unlike high school, you can’t fake a doctor’s note to get out of them. We see so many clients who have registered a PTY online and think, that’s it – no one issues the very important share certificate that needs to go with it. This is like buying a car and never asking for and collecting the logbook – which is your actual proof of ownership. Statutory compliance is the glue that makes your business legally visible and credible. Ignore it, and you could be deregistered, fined, or worse – disqualified from tenders, funding, or big contracts because you didn’t tick all these very important boxes. Tip: Set reminders or find a firm that does. Granted, you didn’t start a business to be buried in paperwork but then make sure you delegate this area wisely. 4. Management Reporting: The Underrated Superpower Ah, the Cinderella of finance. Management reporting is the one no one notices… until it saves the day. Monthly management reports show you the story behind the numbers. Cash flow trends. Margin shifts. Customer patterns. Stock anomalies. It’s the dashboard of your business Boeing and yet so many owners are flying blind, wondering why they keep crashing into mountains.  Think of it like this: Tax reports tell you what was. Management reports tell you what is – and what could be. Want to scale? Sell? Sleep peacefully at night? Start here. Tip: If you’re only seeing numbers once a year, you’re running your business in the rearview mirror. Bring in monthly management reports and watch your confidence – and profits – grow. Knowledge is power and proactive management will always win out. In Conclusion: Build the Whole House If your business is only built on tax returns, you’re missing 75% of the foundation. It’s like only brushing your front teeth and wondering why the rest need f illings when you eventually make it to the dentist. You need to focus on building smart, strong, well-balanced f inancial homes – with structure, insight, and maybe a glass of wine when needed. So next time someone asks if your finances are sorted, remember it’s not just about SARS. It’s about systems, people, paperwork… and seeing the full picture in time to do something about it. Because let’s be honest – no one starts a business just to fill in forms. But with the right f inancial pillars, you can go from chaos to calm… with Flair, of course.  T: +27 (0)31 207 1572 M: +27(0)76 555 7529 E: heather@flairaccounting.co.za W: www.flairaccounting.co.za

August is Women’s Month in South Africa, a time to reflect on the critical role women play in shaping our society and economy. In celebration of this, nominations are now officially open for the KZN Top Business Women 2025 initiative. Now in its sixth year, this programme is proudly powered by the Women of Africa Group and supported by Morar Incorporated, DRG, BusinessFit, and the Radisson Blu Hotel Durban Umhlanga. T he initiative recognises and celebrates the achievements of KwaZulu-Natal’s most dynamic and inspiring women – leaders, entrepreneurs, and professionals who are making a difference in both business and society. Pria Hassan, founder and CEO of Women of Africa Group, shared her strong support for the initiative, saying: “Women of Africa is proud to champion this powerful platform that recognises the strength, determination, and brilliance of KZN’s women. By celebrating their journeys and success stories, we are not only honouring their achievements but also inspiring the next generation to step forward with courage and confidence. This initiative affirms the leadership role women are playing in reshaping our economy and society.” KZN Top Business Women showcases those who have demonstrated exceptional leadership, introduced fresh  ideas, built successful ventures, and played a pivotal role in job creation and transformation. The initiative champions innovation, inclusivity, and the strategic advancement of women across all sectors. T he goals of the initiative are to: ■ Inspire and uplift future generations of women to pursue their goals, dreams, and ambitions. ■ Highlight the critical role women play in society and the workplace. ■ Promote gender equity and transformation across all industries. Grant Adlam, CEO of KZN Top Business, remarked, “Through this initiative, we aim to elevate the profile of women in KZN, celebrate their achievements, and showcase their successes. Each nominee represents more than personal accomplishment – they are trailblazers for broader social and economic progress.”  Each participant will participate in a photographic session, a video interview, and a webinar. T heir stories will be collated into a coffee table book. They will also receive recognition on social media – providing powerful personal branding and marketing exposure.

Exhibitor innovation took the spotlight at the KwaZulu-Natal Industrial Technology Exhibition (KITE) 2025 as the South African Capital Equipment Export Council (SACEEC) announced the winners of its prestigious New Product & Innovation Awards – right on the show floor.  Now in its second edition after its 2023 debut, the awards shifted from the traditional Exhibitor Function to a live, in-hall recognition format. Eric Bruggeman, CEO of SACEEC, and Terry Pearce, managing director of ABC Africa, visited the winning stands to honour companies that are pushing boundaries with their groundbreaking industrial solutions. “Partnership with KITE and Specialised Exhibitions Montgomery is an absolute must. Our members benefit from being part of a platform like this – it’s where they can showcase their capabilities, highlight their designs, and proudly demonstrate what South African manufacturers are achieving. For us as an export council, it’s vital that our members have a place to present their innovations to the market, and KITE offers exactly that. This is the second KITE where we’ve hosted the New Product & Innovation Awards, and the calibre of entries this year is proof of the extraordinary talent in our local industry,” says Bruggeman.  “We’re incredibly proud to partner with SACEEC in recognising exhibitors who are making real strides in industrial innovation. By celebrating these achievements directly on the show floor, we not only elevate the winners but also inspire others to think differently, adapt faster, and drive progress. The awards have become a valued part of KITE, helping visitors connect with forward-thinking suppliers who can truly impact their operations,” says Charlene Hefer, portfolio director at Specialised Exhibitions – a division of Montgomery Group. “The KITE show floor is where real conversations happen – where buyers meet suppliers and innovation meets opportunity. By recognising winners in the heart of the action, we reinforce the direct value that bold thinking and smart solutions bring to the local industrial market,” says Hefer.  The awards shine a spotlight on innovations that show measurable benefit – whether through increased efficiency, sustainability, digitisation, or improved safety – and celebrate companies that are shaping the future of South Africa’s capital equipment landscape.  A win-win for industry and innovation The awards bring tangible value to both SACEEC and the KITE event. For SACEEC, KITE offers direct access to a concentrated and high-quality audience of manufacturing, engineering, and industrial decision-makers in a region that is central to the country’s export and industrial economy. For KITE, the New Product & Innovation Awards provides an additional layer of prestige and excitement – spotlighting exhibitors whose innovations stand out in a competitive and rapidly developing sector. “It’s one thing to tell the market about innovation, but quite another to show it in action. T hese awards help buyers identify which suppliers are serious about progress and worthy of partnership,” says Hefer.  T he awards underscore the value of exhibitions like KITE, where face-to-face engagement drives real business results – and where innovation is not only talked about but experienced firsthand.  Award winners were: ■ Noise-Ban – Innovation Award – International Health and Safety ■ Interroll SA – New Product Award – International Material Handling Dimeri.ai − one of the winning companies at the SACEEC New Product & Innovation Awards, held at KITE 2025 ■ Polar Monitoring – Innovation & New Product Award – Local IT ■ LAPP – Innovation Award – International Engineering ■ PFERD – New Product Award – International Industrial ■ Ragon Industries – Innovation Award – Local Mining ■ Dimeri.ai – New Product Award – Local IT ■ Electrical Supplies Corp – New Product Award – International Electronics ■ Pioneer Plastics – Innovation Award – Local Engineering ■ Searchworks 360 – Innovation Award – Local IT ■ Bossard – Innovation Award – International Logistics ■ A-Z Armaturen – Innovation Award – International Industrial To find out more about KITE, visit the exhibition website at www.kznindustrial.co.za . To book a stand or a sponsorship package at KITE 2027, please send an email to Steven Burmeister on, steven.burmeister@montgomerygroup.com