The Yamaha Fazer 250, which was renamed to FZ25 at the end of 2017 and entered its fourth generation in the 2018 version, attracted public attention due to its more modern aesthetics and incorporated technology. However, over the years, a systemic concern has arisen among potential buyers: rumors about the possibility of chassis breakage.
While some motorcyclists downplay the issue on social media, treating it as temporary or irrelevant, motorcycle structure specialist Douglas Braga strongly disagrees. For him, this model presents the highest frequency of structural problems.
The severity of the defect is compared to a spinal cord fracture because it prevents the motorcycle from being used unless high-quality repairs are made. Douglas Braga, owner of DG.Motocraft, a workshop specializing in structural adjustments in Duque de Caxias (RJ), states that the FZ25 leads in cases of chassis failure, based on over ten years of experience.
The mechanic confirmed that the problem is real and is directly linked to the new generation, started in 2018 and persisting to this day. The breakage occurs systematically in the upper section of the structure, specifically in the component that should support the motorcycle's greatest weight.
According to the specialist, the failure stems from the generational change, as the new FZ25 omitted crucial parts and did not make the necessary adjustments. He explains that the chassis formation of this model is quite fragile, unlike the previous model which used a double cradle—a type of chassis where two tubes descended from the steering column and passed under the engine, connecting the lower center part to the top of the frame. In current models, the engine begins to complement the structural function of the chassis.
Without this structure that 'embraces' the engine, the new version transfers the support responsibility to the powertrain. Douglas points out two problems resulting from this modification: the engine's elasticity and the fragility of the upper frame section. Vibration generated by internal components causes the chassis to vibrate excessively, while the upper section, the site of the crack, suffers from a lack of adequate reinforcement.
The specialist made a relevant comparison with the Honda CB 300F Twister, a direct competitor to the Yamaha FZ25, which shares a design concept of a chassis without a double cradle but does not exhibit the same defect. Douglas clarifies that although both use the same Twister chassis model, the Twisters have two reinforcing tubes on the top, whereas the FZ25 only has one.
Currently, there is no official solution for this chassis breakage problem, as Yamaha does not address the issue. The alternative found by the mechanic is to reinforce the upper area of the chassis by inserting an internal tube at the exact point of rupture. Douglas reported performing maintenance on approximately six to eight motorcycles per month that present this problem.
The specialist emphasizes that there is no defined parameter, whether in mileage or time of use, that determines when the defect will manifest. Just as there is no official position on the correction, there are also no guidelines on how to prevent the failure. Douglas's recommendations include safety alerts, as he has received reports from drivers who had accidents with the motorcycle disintegrating during the ride. He expressed great concern for the pilots' safety, warning that any event on the motorcycle can result in a fall.
The Central Railway has intensified its ticket checking campaign against individuals traveling without tickets or unauthorizedly on its network. Between April and August, various railway teams conducted checks in approximately 1.8 million cases, resulting in the collection of a total of 140.8 crore rupees in fines.
During these five months, covering April to August, inspection groups continuously carried out checks on various trains and stations. On average, about 11,000 checks were conducted daily against passengers, generating around 92,000 rupees daily.
Officials note that the increase in collections is due not only to stricter inspections but also to the change in the minimum fine amount for traveling without a ticket.
According to the Central Railway management, the minimum fine for traveling without a ticket was raised from 250 to 500 rupees. Simultaneously, control and inspections were strengthened. The railway administration indicates that both these factors influenced the overall fine collection.
The railway also continues to urge passengers to travel with valid tickets.
Among the various divisions, the Mumbai Division contributed the most to the collection, processing about 8.8 lakh cases and collecting 58.5 crore rupees. This was followed by the Bhusaval Division, which collected 35.5 crore rupees after inspecting about 3.4 lakh cases.
This demonstrates that the ticket checking campaign was conducted on a large scale across different parts of the vast railway network. Furthermore, the Pune Division of the Central Railway collected 16.3 crore rupees, and the Nagpur Division collected 15.8 crore rupees. The Solapur Division added 6.1 crore rupees, and the Central Railway headquarters contributed 8.6 crore rupees to the total collection.
Thus, thanks to the efforts of all divisions and the headquarters, a total of 140.8 crore rupees was collected between April and August.
The effect of the campaign was also visible in August. The Central Railway collected 19.5 crore rupees in August, which is approximately 41% more than in August 2025. Notably, the number of detected cases slightly decreased: in August 2025, about 2.7 lakh cases were registered, while in the current August, this figure dropped to approximately 2.5 lakh.
In the opinion of railway officials, the decrease in cases and the increase in fine amounts may be related to stricter control and higher penalties. Various operations were launched as part of the campaign, including Fortress Check, Ambush Inspection, Station Sweep, and Mega Drive. These operations were conducted on Mail, Express, Passenger, Special, and Suburban trains.
Special checks were conducted in the Mumbai and Pune Divisions on Mail, Express, Passenger, Special, and Sub-Urban trains. Railway teams conduct surprise checks, large-scale station inspections, and major ticket checking campaigns to hold accountable passengers traveling without valid tickets. Railway officials also emphasized that traveling without a valid ticket is a crime under railway laws.
Uniche Busisiwe Dladla, founder and managing director of Magalela Enterprises, utilizes her roots and drive to solve production challenges to build a career in modern South African agriculture.
Dladla grew up in the small town of Amersfort, Mpumalanga province. Although her family was involved in commercial farming, primarily growing maize and soybeans, her personal exposure to crop care began at home. Her mother, Lizzy Dladla, maintained a vegetable garden where Dladla regularly assisted. She stated that this experience gave her an early connection to agriculture.
She received her primary education at De Emigratie Primary School and later attended Hlelimfundo Combined School. After school, Dladla expanded her knowledge by studying business management at Oxbridge Academy, followed by obtaining a technical qualification in rigging from ABS Academy. In 2013, she began working as a rigger in the construction industry, stepping away from full-time farming but maintaining her business ambitions.
The turning point toward agriculture was the registration of Magalela Enterprises, named after her family surname, with the slogan: 'Cultivating a Lasting Legacy.' Although the enterprise was registered in 2022, its operational activities accelerated in 2024 after she saw an advertisement for the Seriti Green farming bootcamp. She applied, was accepted, and used this platform to refine and present her farming concept.
Dladla noted that during the bootcamp, she developed and presented her farming idea, and this opportunity gave her the confidence to pursue farming seriously. Following a successful presentation, Dladla secured initial funding to establish necessary infrastructure, including netting shelters, fencing, and basic agricultural tools. She started cultivating on a small rented plot, planting potatoes and onions.
Despite immediate challenges with water access, she harvested her first crop and sold the produce directly to local street vendors and spaza shops. In pursuit of long-term stability, Dladla subsequently acquired two hectares of municipal land in Bethal, where Magalela Enterprises currently operates. She also receives ongoing support from the Seriti Institute, including onion seedlings, soil preparation assistance, and agricultural education, which has helped her develop as both a practical and academically proficient farmer.
Magalela Enterprises is currently focused on producing onions, beetroot, green peppers, and chili on its two-hectare site, where two part-time employees assist with daily field work. Dladla intentionally selects main crops based on market demand rather than quick profit. She explains that she focuses on onions because there is a market opportunity. Many may underestimate onions due to their longer maturation period, but she sees this as an advantage because of the demand for them.
Her progress attracted the attention of high-ranking officials, including visits from the CEO of Seriti and the Minister of Electricity, confirming the growing scale of the business. Concurrently, Dladla continues to receive technical training. She is undergoing NQF Level 4 certification in plant production and participating in a three-year program with Agriculture Academy aimed at transforming her enterprise into a commercially viable operation.
However, running a new farm comes with certain operational pressures, particularly regarding mechanization and logistics. Dladla shares that one of the main issues is soil preparation. Renting a tractor can be very expensive, so she sometimes has to hire people to help prepare the land. Transportation is another hurdle, requiring the hiring of vehicles to deliver to buyers. She notes that while these difficulties can be challenging, they have taught her to find alternative solutions and move forward using available resources.
Dladla's plans for Magalela Enterprises include expanding vegetable production, securing formal procurement agreements, and entering larger commercial supply chains. Her long-term expansion plans involve seed production, hydroponic systems, and added value through agro-processing, specifically onion processing. Most importantly, she aims to create jobs, contribute to food security, and build a business that can create a lasting legacy for future generations.
For aspiring farmers, Dladla emphasizes the importance of taking action rather than waiting for ideal conditions. She advises starting with what you have and utilizing what is available. You don't need to have everything from the beginning. You must start small, learn everything possible, take advantage of opportunities, and not be afraid to ask for help. Agriculture is a business, so it must be taken seriously; you must understand the market and continue learning.
