“The key is not to prioritise what’s on your schedule, but to schedule your priorities.” (Stephen R. Covey, The 7 Habits of Highly Effective People)
In business it’s too easy for an entrepreneur or business leader to mistake being busy for being effective. Working long hours with back-to-back meetings can look like productivity – but without clarity and boundaries, the important work may not actually be getting done.
According to a study conducted by McKinsey, 61% of senior executives believe that at least half of the time they spend making decisions is unproductive. So how can you stop this happening to you?
Time-saving strategies are an essential tool for sustainable modern leadership. Streamlining processes, delegating effectively, and embracing automation can transform your day. Done right, these tactics free up energy for strategic thinking, innovation, and decision-making – all of which can lead to greater growth in your business. Here are some evidence-based tips every business leader should employ to better utilise their time.
One of the most effective ways to save time is by focusing only on tasks that deliver real impact. The Eisenhower Matrix (dividing tasks into urgent vs. important) remains a powerful tool. Many leaders fall into the trap of handling urgent but low-value work, rather than carving out time for strategic priorities.
The fix? Review your to-do list daily and cut or delegate anything that doesn’t directly move the business forward. Treat your time as an investment portfolio and put more into the high-return opportunities.
Effective delegation is a skill, not just because it frees up your time, but also because it empowers your team. Too many leaders hoard responsibilities out of habit or fear that standards won’t be met. But this can bottleneck workflows and burn time on details that others are capable of handling.
You should be clearly defining expectations, providing resources, and then stepping back. By learning to fully trust your team you free yourself up for higher-level thinking and decision-making. Just as importantly, you give staff room to grow, in the process increasing employee engagement and retention.
Everyone’s talking about AI these days, and with good reason. Technology can be a business leader’s greatest ally. From scheduling tools to delivering automated reporting, letting technology take care of the smaller tasks can strip hours of repetitive labour from your week.
The upfront effort and cost of setting up automation pays dividends quickly. According to a Deloitte survey, businesses using automation in finance and operations reported time savings of between 60% and 80% in some high volume, transactional finance processes. As your accountant, we can help you adjust budgets to cater for tech upgrades and installations, and the adjusted workflows that will surely follow. Leaders who resist these tools risk drowning in avoidable admin.
Your calendar is a reflection of your priorities. Yet many leaders allow it to be hijacked by endless meetings. A practical fix is to implement “meeting-free zones” (blocks of time reserved exclusively for deep work).
Another technique is the “two-pizza rule” made famous by Jeff Bezos: never hold a meeting if it requires more than two pizzas to feed the attendees. Meetings with fewer staff and clear agendas reduce wasted time and force clarity.
These days, business leaders are blessed with communication options. Tools like project management platforms, shared documents, and messaging systems mean you can allow communication to happen without the need for meetings or real-time interruptions. Allowing people to react to incoming information when they have space in their day lowers wasted time and increases focus. This helps everyone in the business, including you, to get more done.
Your job as a business leader is essentially to make decisions. The longer it takes you to make a decision, the more momentum is impeded. Structured decision-making frameworks (such as weighted scoring models) can help you speed up evaluations, reduce second-guessing and come to conclusions faster. This doesn’t just save you time, it also keeps others on track.
Leadership productivity is also about discipline. By simply changing some of the habits you’ve developed over a lifetime, you could immediately become more efficient. For example, you could answer your emails and phone notifications in batches instead of interrupting work to answer them as the notification comes in.
Introducing new habits and changing old ones will require daily diligence and repetition. Initially, it may seem draining, but over time you’ll find you are saving hours you can put to better use elsewhere.
Leaders who learn to protect and optimise their schedules are the ones who build organisations that are sharper, faster, and more resilient.
By prioritising ruthlessly, delegating effectively, automating smartly, and protecting your calendar, you can transform time from a constraint into a competitive advantage.
“Christmas is a season not only of rejoicing, but of reflection.” (Winston Churchill)
Can you believe November is upon us already? But instead of panicking about Christmas presents, it’s time to get strategic. The end of the year presents a crucial opportunity to settle outstanding matters, measure your business’s progress, and establish a strong foundation for a prosperous new year.
This checklist can help you achieve this before December rolls around.
Once you’ve ended the year right, you can start focusing on what’s to come. Use your financial statements, marketing and sales reviews, customer feedback and team input to evaluate progress on last year’s goals and to set new ones.
Create a high-level action plan for each goal to guide your progress throughout the coming year.
“Trustees remain accountable for all tax matters of a trust, regardless of the economic activity of the trust.” (SARS)
The official trust filing season for the 2025 year of assessment is now open for both provisional and non-provisional taxpayers – and SARS has issued stern warnings to trustees to fulfil their tax obligations.
A trust is included under the definition of a “person” in terms of the ITA (Income Tax Act no.58 of 1962) and is therefore regarded as a taxpayer.
All South African trusts, including resident and non-resident trusts, that are registered for income tax, must file a tax return annually, even if the trust is not economically active.
A trustee is the representative taxpayer of a trust. Trustees or representatives must register the trust for income tax and file the required tax returns annually. Alternatively, a registered tax practitioner can be appointed as the representative taxpayer.
Taking into account recent changes to the legislation, trustees must submit their returns for the 2025 year of assessment and file the mandatory supporting documents listed further below.
The final deadline for the submission of provisional and non-provisional Trust Income Tax Returns (ITR12Ts) is 19 January 2026.
| Required Documents | Details |
|---|---|
| Trust instrument | Latest deed or will |
| Certain transactions and financial flows | Income sources and distribution of income; proof of any tax credits |
| Financial information | Financial Statements/Annual Administration Account |
| Parties connected to a trust | Beneficial-ownership document, including detail per entity listed |
| Other documents | Letters of Authority and Minutes and Resolutions of trustee meetings |
| Foreign trust document (if applicable) | Controlled Foreign Company (IT10) |
| Mining document (if applicable) | Mining Schedule A and B |
Source: SARS
Trustees and administrators should take note that all the return submissions and supporting documents are due by 19 January 2026 – just days into the new year.
Submitting within the deadlines is necessary to comply with SARS regulations. Late submissions can lead to administrative penalties, interest charges, and additional steps.
Because a trust is also a provisional taxpayer, trustees should be aware that a trust is further required to submit provisional tax returns (IRP6) twice a year in August and February.
In addition, trustees are also required to submit an IT3(t) third-party data return that provides details of amounts vested to beneficiaries.
Finally, all income derived from a trust must be declared by any resident beneficiaries of trusts in their own income tax returns.
SARS takes a zero-tolerance approach to taxpayers who do not register for the applicable tax, file tax returns, declare income accurately, or pay their tax debt.
Non-compliance with these obligations is a criminal offence and will attract penalties and interest.
“Beware of little expenses; a small leak will sink a great ship.” (Benjamin Franklin)
| Extending 30-, 60- or 90-day payment terms may seem like a simple trick to help your sales teams convert sales, smooth negotiations and boost customer service. What you may not recognise, though, is that those terms are not neutral commercial niceties – they are a form of credit.
When your business supplies goods or services today and accepts payment weeks or months later, it has effectively provided an unsecured loan to the buyer. That “invisible loan” has measurable costs: higher working-capital needs, lost interest income, distorted pricing decisions and elevated credit risk. When you sell on extended terms, “accounts receivable” grows and cash on the balance sheet shrinks until the buyer pays. That increases days-sales-outstanding (DSO) and raises the working-capital requirement. If you borrow to cover the gap (common for seasonal businesses or those with tight margins) the interest paid on that borrowing is a direct cost of the terms you offered. Even when you don’t borrow, the opportunity cost remains: cash not received cannot be used to reduce debt, invest in higher-return projects, or fund inventory when demand spikes. Over time the cumulative burden of routinely extended terms reduces agility and margins. Unfortunately, many clients demand extended payment terms, and your competition may be prepared to accede to their wishes. So how do you ensure you keep the business without going out of business yourself? 1. Price the financeTreat longer payment terms as a priced service. Build a transparent financing fee into orders that use 60- or 90-day terms, or publish two price lists: a net price for immediate payment and a financed price for deferred settlement. Customers accept explicit fees more readily than hidden margin increases, and your finance team can model return on capital precisely. 2. Offer structured early-payment incentivesInstead of unconditional long payment terms, offer predictable early-payment discounts or dynamic discounting tied to actual payment date. A 0.5–1.0% discount for payment within 7–10 days often costs less than the buyer’s short-term borrowing and converts receivables into near-cash for you. 3. Underwrite and limit credit formallyMove from ad-hoc allowances to formal credit applications and limits. Require a minimum credit assessment for extended terms, set credit lines tied to payment performance, and review limits at set intervals. For new or higher-risk customers, insist on shorter terms or staged delivery until a track record is established. 4. Design payment terms as part of commercial dealsMake terms a negotiation item linked to value. Trade extended terms for commitments: volume guarantees, longer contract terms, staged milestones, or partial upfront payment. Where applicable, split deals into an upfront deposit and a deferred balance tied to delivery or performance to reduce unsecured exposure. 5. Use technology and supply-chain finance optionsMake payment easier with accurate, timely electronic invoicing, one-click payment links, and multiple payment methods. For larger B2B (business-to-business) accounts, consider invoice finance or supply-chain finance platforms. They enable buyers to settle invoices early and suppliers to access cash immediately, typically with transparent and lower financing costs than traditional receivables. 6. Make the invisible visible
It’s essential to stop treating DSO as a passive metric and make extended terms a line item in cash-flow forecasting. Your accountant (that’s us!) can help you report the cost of terms monthly: financing cost, incremental bad-debt risk, and the foregone investment return on delayed cash. We can also supply a short finance note quantifying the cost and proposed mitigation (discount, guarantee, deposit). The bottom linePayment terms are a commercial tool and a financial instrument. When finance and sales treat them differently, an invisible loan quietly accumulates. By following the steps outlined in this article you can make the loan visible and manageable. That shift preserves customer flexibility while protecting cash, margins and your company’s capacity to invest.
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The South African Revenue Service (SARS) has fundamentally changed the compliance landscape for all trusts. The latest revisions to the ITR12T (Trust Income Tax Return) and related legislation signal that SARS is moving toward full transparency, demanding granular detail on trust structures, distributions, and beneficiaries.
Trustees can no longer afford a passive approach; non-compliance is being flagged faster than ever, leading to immediate audits and severe penalties.
The IT3(t) (Third-Party Data Return for Trusts) is now the most critical piece of the trust compliance puzzle, moving from an administrative task to a mandatory compliance check integrated directly into the tax return.
In line with international Financial Action Task Force (FATF) requirements, SARS is aggressively enforcing beneficial ownership (BO) disclosure to combat illicit financial flows.
Recent legislative changes have further tightened the net, targeting structures that previously offered tax efficiencies.
The long-standing flow-through principle, where income distributed to a beneficiary retains its nature, is now limited to South African resident beneficiaries only.
The Donor Attribution Rules (Section 7 and Paragraph 69) remain a high-risk area.
Immediate Action for Trustees
The time for a reactive approach is over. Trustees must proactively ensure their trust administration is watertight to avoid triggering a SARS audit.
Review Distribution Strategy: If the trust has non-resident beneficiaries or distributes to minors, urgently review the strategy to ensure compliance with the new limitations and the strict attribution rules.
A company’s failure to maintain its statutory compliance, primarily the filing of Annual Returns for two or more successive years, triggers an administrative process that leads to the complete and immediate withdrawal of its legal status by the Companies and Intellectual Property Commission (CIPC).
The status of “Final Deregistered” is not merely a formality—it is a catastrophic event that instantly strips the business of its legal identity and triggers severe financial and legal liabilities.
Final deregistration under the Companies Act (No. 71 of 2008, Section 82(3)) has immediate and devastating legal consequences:
This is arguably the most severe financial consequence for the business:
Deregistration does not end the liability of the individuals who governed the entity.
Reinstatement: An Expensive and Uncertain Process
While reinstatement is possible, it is not guaranteed and requires a significant administrative effort.
| Reinstatement Requirement | Practical Impact |
| Proof of Economic Value | The company must provide sufficient documentary proof (e.g., bank statements covering a period before and after deregistration) that it was in business or had assets at the time of final deregistration (CIPC). |
| Clearance of Backlog | All outstanding Annual Returns, associated fees, penalties, and the latest Beneficial Ownership (BO) declaration must be filed and paid (CIPC). |
| Process Length & Cost | The process is complex, involves a dedicated application (Form CoR 40.5), a non-refundable application fee (R200.00 as of the latest guide), and is time-consuming (CIPC). |
CRITICAL NOTE: If a company was not in business or held no economic value at the time of final deregistration, CIPC will reject the reinstatement application. The only recourse is to register a new entity (CIPC).
Directors and business owners must check their status on the CIPC register immediately and resolve all Annual Return and Beneficial Ownership arrears to prevent the catastrophic event of final deregistration.
The South African Revenue Service (SARS) has been steadily reforming its customs import system for e-commerce, and recent changes, particularly concerning Value-Added Tax (VAT) on low-value imported goods, are set to significantly impact businesses across the country. These amendments are driven by SARS’s commitment to fostering fair competition and ensuring legitimate trade within the rapidly growing e-commerce sector.
The Key Change: No More VAT-Free Low-Value Imports
Historically, a concession existed where certain imported goods valued at less than ZAR 500 were exempt from VAT, and a flat rate of 20% was applied in lieu of Customs duties. This effectively created a loophole that favoured foreign e-commerce sellers, allowing them to bring low-value parcels into South Africa without the standard 15% VAT that local businesses are required to charge.
SARS has officially closed this loophole.
In essence, all imported goods, even those of low value, are now subject to the standard 15% import VAT.
How Local Businesses and SMEs Will Be Affected
These changes bring both opportunities and challenges, particularly for South African small and medium-sized enterprises (SMEs) and other local businesses.
For Local Retailers and Manufacturers (Selling Locally Sourced Goods):
This is largely good news for businesses that primarily source and sell goods within South Africa.
For E-commerce Entrepreneurs and Small Businesses (Importing Goods for Resale):
These businesses will experience the most direct and immediate impact.
Navigating the New Terrain
These changes underscore the importance of accurate financial planning and robust accounting practices. Businesses, especially SMEs, should:
SARS’s actions are a clear signal of its intent to modernise the tax system for the digital economy. While challenging for some, these changes ultimately aim to create a more equitable and sustainable trading environment for all businesses in South Africa.
South African taxpayers with foreign income or investments will benefit from crucial amendments to Section 6quat of the Income Tax Act, which provide greater relief against international double taxation. These changes, primarily focused on the carry-forward of unused credits and the treatment of foreign capital gains tax, are effective from March 1, 2025 (the start of the 2026 year of assessment for individuals).
Part 1: Detail of the Section 6quat Amendments
This is the most significant change, moving away from the “use-it-or-lose-it” system:
| Aspect | Pre-March 1, 2025 | Post-March 1, 2025 |
| Treatment of Unused FTCs | Any foreign tax credit (FTC) that exceeded the South African tax liability for the year was generally lost. | Unused FTCs can be carried forward automatically by the South African Revenue Service (SARS). |
| Carry-Forward Period | Not applicable. | The unused credit can be carried forward for up to six subsequent years of assessment. |
| Applicability | Affects companies from the 2025 tax year and individuals/trusts from the 2026 tax year (commencing March 1, 2025). |
This amendment ensures that taxpayers will be able to fully utilize foreign taxes paid, even if South African taxes on that income are lower or if the income fluctuates between tax years.
The legislation has been modified to address the calculation of FTCs on foreign capital gains:
This means the FTC can be used to the same extent for the taxes paid in South Africa on the same gains, providing fairer double tax relief.
Part 2: Compliance Steps for Taxpayers
The carry-forward mechanism is largely automated by SARS, but taxpayers must ensure correct disclosure and retention of records to benefit fully.
| Compliance Step | Action Required by Taxpayer | Rationale for Compliance |
| 1. Accurate Return Submission | Fully and accurately declare all foreign income and the corresponding foreign tax paid in the relevant section of the ITR12 (for individuals) or ITR14 (for companies) tax return. | SARS’s system relies on this input to correctly calculate the Section 6quat credit and the six-year carry-forward amount automatically. |
| 2. Documentation | Retain verifiable proof of foreign tax paid (e.g., foreign tax assessments, official tax receipts, or tax certificates). | In the event of a SARS verification or audit, this documentation is essential to prove the claim and prevent the disallowance of the credit. |
| 3. Assessment Review | Carefully review the Notice of Assessment (ITA34) received from SARS. | Ensure the correct FTC has been applied and that the unused foreign tax credit balance has been correctly carried forward and reflected on the assessment. |
| 4. Tax Residency Status | Verify current tax residency status in South Africa, especially for expatriates. | The entire Section 6quat mechanism only applies to South African tax residents taxed on their worldwide income. |
Final Note
These amendments, effective from March 1, 2025, significantly improve the South African tax system’s relief for double taxation, particularly for international investors and those with sporadic foreign capital gains. Taxpayers are encouraged to consult a tax professional for assistance with complex international tax matters.
