Press Release Food safety plans work perfectly on paper. Until power cuts hit mid-service. Until deliveries arrive late and disrupt the cold chain. Until a busy weekend shift pushes kitchens to full capacity, with teams stretched to keep service flowing. This World Food Safety Day on June 7, the WHO theme, “Food Safety: Prepare for the Unexpected,” is a timely reminder that the real test of any food safety system does not always occur on a normal operating day, but what happens when conditions shift. “Most commercial kitchens understand food safety principles,” says Jeffrey Madkins, Marketing Manager at Unilever Professional South Africa. “The challenge is not awareness, it’s execution under pressure. That’s when systems are tested in real time.” “Food safety guidelines often assume ideal conditions,” he continues, “but kitchens don’t operate in ideal conditions. The question is whether their processes will still hold up when the kitchen is under pressure, short-staffed, or dealing with disruption.” Power Disruptions Power disruptions are a practical example of the “unexpected” that the WHO highlights, and one of the most immediate pressure points, even with a generator for backup. Most commercial kitchens connect generators to essential systems such as lighting, ventilation, cooking equipment, and payment systems. Refrigerators and freezers are often left off because they draw a lot of power, and kitchens usually depend on insulation to keep food cold during short outages. In busy service environments, this challenge is compounded by fridges and cold storage being opened and closed in a hot kitchen throughout service, placing additional pressure on temperature control. Even a short outage can affect refrigeration stability under these conditions, with perishable foods like meat, seafood, and dairy being pushed into the unsafe zone within just 1–2 hours. “The biggest risk when the power is off is not just temperature change, but whether the right processes are in place to protect food safety and maintain cold storage integrity, as per South Africa’s Regulation R638,” notes Madkins. “For example, link your most frequently used fridge to your generator and keep appliance thermometers in fridges/freezers to monitor temperatures. Discard food that has been above 5 °C for more than 2 hours.” Delivery Delays UNILEVER: FOOD SAFETY WHEN NOTHING GOES TO PLAN In practice, stock rarely arrives at the perfect moment. Deliveries can be delayed by traffic, supplier scheduling issues, or peak demand at multiple sites. And if they do arrive late, incoming supplies, including perishables and produce, may sit longer before being fully checked and stored, especially if the kitchen is already in the middle of service. “A delayed delivery during a busy shift can quickly become a risk point,” says Madkins. “Receiving steps get rushed, and assumptions are made about temperature control and product condition. That’s where food safety and the cold chain can start to break down, and when receiving discipline becomes just as important as the delivery itself.” Service Surges Peak service, when demand spikes faster than staffing levels can keep up, creates its own unpredictability. During holiday periods, functions, or unexpected busy periods, kitchens often rely on temporary or less experienced staff to keep up with service demand. While this is operationally necessary, it increases the risk of inconsistency in hygiene routines, communication, and task ownership. “Readying for these moments is not about avoiding using temporary staff, but about building systems that still work when conditions change,” explains Madkins. “When kitchens are under pressure, processes often become assumed instead of followed. That’s why simplicity matters. Staff should not have to remember everything in the moment. The system should guide them, especially when things get busy.” Globally, the World Health Organization estimates that unsafe food causes around 600 million cases of foodborne illness each year, highlighting how small breakdowns in process can scale into serious consequences. This is why preparedness needs to be practical rather than theoretical. It’s not about trying to predict every scenario. It is about building systems that still hold when normal conditions change. In hospitality, where disruption is routine and pressure is constant, that distinction is critical. As Madkins concludes, “When faced with the unexpected, you fall back on the strength of your systems. The better those systems are designed for disruption, the more consistently you protect both your customers and your reputation. Press Release on Behalf of: Jeffrey Madkins Marketing Manager: Unilever Professional About Unilever Professional Unilever Professional is a trusted partner for businesses in South Africa, offering innovative and effective cleaning and hygiene solutions. As part of the global Unilever family, Unilever Professional leverages well-known brands like OMO, Sunlight, Domestos, and Handy Andy to meet the needs of South African businesses across diverse industries. From hotels and restaurants to healthcare facilities and office spaces, our products are designed to deliver superior cleaning power, ensuring a better clean, better business. Maintaining a safe and clean environment is crucial for a business’s success. Unilever Professional provides tailored solutions that are not only effective but also sustainable. With a strong commitment to environmentally friendly practices, our products help businesses reduce their ecological footprint while upholding top-tier hygiene standards. Unilever Professional goes beyond just providing products; we offer expert support to ensure your business can maximise efficiency, reduce operational costs, and maintain an exceptional level of cleanliness. Whether it’s ensuring spotless surfaces or a monthly deep clean, Unilever Professional is dedicated to supporting South African businesses with reliable, sustainable solutions that meet the highest standards.

The Durban Chamber of Commerce and Industry NPC is proud to launch the Durban Shipping Chamber,a strategic initiative aligned to South Africa’s Comprehensive Maritime Transport Policy and designed to strengthen Durban’s position as Africa’s premier port city and maritime gateway. Led by Durand Richard Naidoo, the Durban Shipping Chamber will unite stakeholders across shipping, logistics, ports, and marine services to drive collaboration, industry growth, and policy alignment.Durban is South Africa’s primary maritime gateway, handling the majority of national container throughput and linking the South African economy to global trade. While the Durban Port Forum currently provides a platform for operational issue resolution, Durban lacks a private sector-driven, commercially oriented structure that focuses on business development, investment attraction, and maritime sector competitiveness. Against this backdrop, the Durban Chamber of Commerce and Industry NPC has established the Durban Shipping Chamber. A key focus of this initiative will be supporting SME participation in the maritime economy by reducing friction across the logistics value chain, creating greater stickiness within international supply chains, and unlocking Durban’s full potential as a globally competitive trade and maritime hub. As the voice of business, we believe that this structure elevates the Durban Shipping Chamber into a leadership position within the maritime economy, expanding influence beyond port operations to the broader shipping value chain. This new structure aims to act as a unified private-sector maritime voice and drive deal-flow and attract maritime sector investment.As organised business, we recognize that there has long been a structural gap within the maritime ecosystem, one that the Durban Shipping Chamber now fulfills. Therefore, the Durban Shipping Chamber complements eThekwini Maritime Cluster (EMC) and South African Association of Ship Operators and Agents (SAASOA) by serving as a dedicated platform where commercial opportunities are advanced and industry growth is driven. As the Durban Chamber of Commerce and Industry NPC, we are excited about the launch of the Durban Shipping Chamber which I am confident will serve as a catalyst for growth within the sector,” says Palesa Phili, Chief Executive Officer. “Further details about upcoming meetings will be shared in due course through our DCCI database, and I strongly encourage all relevant stakeholders to participate and make a difference because together, we can make a lasting impact.” About the Durban Chamber of Commerce and Industry NPC Founded in 1856, the Durban Chamber of Commerce and Industry NPC is the largest member-based metropolitan chamber in Southern Africa. We represent approximately 3,000 businesses in eThekwini and beyond, ranging from multinationals to corporates and SMMEs. Since 2019, we also represent 54,000 informal sector businesses through their business associations. Policy and advocacy are at the heart of our work and we assist members with securing trade and investment opportunities locally and internationally, providing business advisory services (CIPC, Certificate of Origin, ITC checks, HR consultancy and more) across a broad spectrum of sectors, engaging thought leadership through forum webinars and other networking events, sharing business information through digital platforms, and also sourcing business insights through occasional questionnaires. The Durban Chamber advocates and influences policy decisions that affect the interests of business (tax legislation, import and export regulations and more), offering member benefits and providing information relevant to business decision-making. As a business-based and member-focused organisation, our strategic purpose is to help create a conducive economic and business environment to facilitate and promote economic growth in the region in partnership with key stakeholders. For more info, contact the Durban Chamber on 031 335 1000 or info@durbanchamber.co.za Our website is www.durbanchamber.co.za THE DURBAN SHIPPING CHAMBER : Comprehensive Maritime Transport Policy

Press Release As the world marks World Hunger Day 2026 on 28 May, this year’s theme, “The End of Hunger is in Our Hands,” shines a spotlight on the power of communities, farmers, businesses, and local action to build a more food-secure future. At the heart of that solution is agriculture. Across Africa, farmers play a vital role in producing the food that feeds communities and supports economies. Yet despite the importance of the sector, many agricultural regions still face challenges including underutilised land, limited access to funding, rising input costs, and climate-related pressures that impact production and long-term food security. “Agriculture remains one of the most practical and sustainable solutions to hunger because it addresses the issue at its source,” says Ryan New, Managing Director of The Original Grain Company. “When farmers are supported with the right partnerships, capital, and market access, they are able to produce more food, strengthen local economies, and create opportunities that extend far beyond the farm itself.” Agriculture is also widely recognised as one of the most effective sectors for reducing poverty and improving food access, particularly in rural communities where farming often supports entire local economies. Strengthening local food production helps improve the availability of staple crops such as maize and soybeans, both of which play an important role in food systems across Southern Africa. Maize remains one of the region’s most widely consumed staple foods, while soybeans are valued globally as an affordable and accessible source of protein for both human and animal nutrition. However, for many farmers, one of the greatest barriers to production is securing the necessary capital long before harvest. “Farming requires significant investment months before any income is generated,” explains New. “Seeds, fertiliser, labour, fuel, equipment, and crop protection all need to be in place at the start of the season. Without access to funding and operational support, many farmers are simply unable to plant at the scale they are capable of.” This challenge has contributed to large areas of agricultural land remaining underutilised, despite their potential to contribute to food production and rural development. To help address this, The Original Grain Fund developed the Advanced Agricultural Product Purchasing (AAPP) programme, which supports farmers during the most critical stage of the farming cycle. The Fund manages long-term agricultural investment initiatives, while The Original Grain Company focuses on sourcing, trading, and transporting agricultural commodities across Africa. Through the AAPP programme, upfront investment is provided based on the size of the land being planted, helping farmers cover input costs at the start of the season. In return, harvested crops are purchased at market-related SAFEX-linked prices through guaranteed offtake agreements. According to New, the model is designed to create greater stability for farmers while strengthening agricultural supply chains and food production capacity. “The goal is not only to support a single harvest, but to help create long-term sustainability within farming communities,” he says. “When farmers are able to plan with confidence, access markets, and farm productively, it contributes directly to stronger food systems and improved food security.” The programme currently focuses largely on farming operations in and around the Vrede region in the Free State, with plans to expand into additional agricultural areas over time. Beyond commercial farming, the model also highlights how collaboration between private sector businesses, investors, landowners, and communities can unlock agricultural potential in areas where land may otherwise remain unused. In Clarens, for example, The Original Grain Company previously partnered with the Dihlabeng Municipality to bring previously unused land into production through a wheat planting initiative that combined funding, training, operational support, and community involvement. “Across South Africa there is enormous agricultural potential that can still be unlocked,” says New. “Many communities have access to land but lack the capital, infrastructure, or technical support needed to farm sustainably at scale. Through partnerships and shared expertise, agriculture can become a powerful driver of food security, skills development, and economic opportunity.” As food systems across the world continue to face pressure from population growth, climate challenges, and economic uncertainty, strengthening local agriculture is increasingly being recognised as essential to building resilience. For New, this year’s World Hunger Day theme reinforces an important message that ending hunger requires collective action at every level of society. “Hunger is not an unsolvable problem,” he adds. “Supporting farmers, improving local food production, investing in agricultural communities, and creating sustainable supply chains are all practical steps that can make a meaningful difference. Agriculture has the ability not only to feed communities, but to empower them.” Ryan New - MD of The Original Grain Company About The Original Grain Company The Original Grain Company is a leading agricultural company empowering farmers, securing African food supply, and driving growth through their Advanced Agricultural Product Purchasing (AAPP) programme and The Original Grain Fund. Sourcing direct from farms and moving commodities efficiently throughout Africa. Website: www.theoriginalgraincompany.co.za IG: the_original_grain_co https://www.instagram.com/the_original_grain_co/ FB: The Original Grain Company https://www.facebook.com/profile.php?id=61583345357082 X: original_grain https://x.com/original_grain LinkedIn: the-original-grain-company https://www.linkedin.com/company/the-original-grain-company AAPP video: https://www.youtube.com/watch?v=1PwEuJQW5M8 For media queries and interview requests please contact: Emma Dunk: emma@embetween.co.za / 083 7070 531

In today’s fast-paced industrial environment, reliable boiler systems are essential to maintaining productivity, efficiency, and operational continuity. BoilerCraft Africa has positioned itself as a trusted industry partner by providing specialised boiler solutions tailored to the needs of businesses across multiple sectors. BoilerCraft Africa focuses on the design, manufacture, installation, and servicing of industrial boilers. With a strong commitment to quality workmanship and dependable service, the company works closely with clients to develop practical solutions that support long-term operational performance. From the initial consultation and system design through to manufacturing and installation, BoilerCraft Africa ensures that every project is handled with precision and professionalism. Their experienced team understands that every operation has unique requirements, which is why they provide customised boiler solutions designed to maximise efficiency and reliability. In addition to new boiler installations, BoilerCraft Africa offers comprehensive servicing and maintenance support. Regular maintenance plays a critical role in ensuring boiler systems operate safely and efficiently, helping businesses reduce downtime, improve performance, and extend the lifespan of their equipment. The company’s responsive support team is dedicated to keeping client operations running smoothly with minimal disruption. BoilerCraft Africa’s approach is built on strong client relationships, technical expertise, and a clear understanding of industry demands. By combining innovative engineering with practical solutions, the company continues to deliver systems that meet high operational standards while supporting the evolving needs of modern industry. Whether managing a complete boiler installation project or providing ongoing servicing and maintenance, BoilerCraft Africa remains focused on delivering dependable solutions that businesses can rely on every day. Contact Details BoilerCraft Africa Address: 3 Coconut Grove, Shakas Head, Ballito, 4480 Phone: 032 940 1272 BoilerCraft Africa: Delivering Reliable Industrial Boiler Solutions

In 2019, the Competition Act was amended by introducing a further factor which the Competition Commission (the Commission) and Competition Tribunal must consider when approving a merger. Section 12(3)(e) was introduced by stipulating that the Competition Authorities must consider the effect that the merger will have on the promotion of a greater spread of ownership, in particular, to increase the levels of ownership of historically disadvantages persons and workers in firms in the market. From 2019, employee share ownership plans (or ESOPs) were introduced as a response to this legal requirement and very often, the Competition Authorities approved of a merger provided an ESOP was introduced. Under the BEE Codes, special rules apply for employee share ownership plans, and if the plan was constituted as a Trust, then the rules applicable to Trusts had application. The Commission did not stipulate any additional rules or requirements for ESOPs and ESOPs were generally established in accordance with the rules set out in the Codes. In April 2026, the Commission published an impact study on the key design principles which should be incorporated into ESOPs. The purpose of this design study was to add further rules or requirements for ESOPs over and above those set out in the Codes. The recent impact study by the Commission analyses 15 ESOPs across various sectors which were formed after 2019 and then provides recommendations on what the Commission would like to see in ESOPs, going forward. The document provides guidance as to the structuring of ESOPs which need to be formed so as to comply with the conditions of the Commission. The Commission proposed three main sets of recommendations. The first set of recommendations focusses on the funding of ESOPs, specifically, the criteria to be applied on debt. The second set of recommendations outlines the design principles that should be mandatory in ESOP’s and the third set of recommendations specifies the design principles that are mandatory, but should be determined in consultation with workers/trade unions. Financing of ESOPs The major impediment to the establishment of ESOPs is arranging for the finance for the acquisition of equity. Rather optimistically, the Commission recommends that firms should implement a zero interest rate on the debt funding given to ESOPs because the portion of the dividend allocated to the debt payment may not cover the full interest payment for the year. This results in the ESOP being unsustainable as the beneficiaries will be in perpetual debt. In response to this challenge, it has been practice, in the past, to allocate to the ESOP, a different class of share which is entitled to, at least, a minimum dividend, enough to ensure that the ESOP can pay the debt. The ESOP receives a trickle dividend, enough to repay the debt and sometimes, enough to ensure that there at least is some dividend flow to the beneficiaries. Under the Codes, it has also been necessary to reduce the debt applied to the acquisition of the equity interest. The Codes use a formula to ensure that the debt is fully redeemed within 10 years, otherwise full points are not allocated. Whilst it is understandable that the Commission has recommended that zero interest be charged on the debt funding, in practice, this is often impossible. The second recommendation on financing is that the ESOP be granted a discount on the shares acquired to take account of the fact that the ESOP holds a minority shareholding. This has often been applied, in practice, so as to meet the debt equity rule referred to above. The Commission’s study revealed that most ESOPs held less than 10% of the shares of the target company. As a minority shareholder, the ESOP had a lack of control over the operational and corporate policy of the firm and therefore, the ESOP should be offered a discount on the share price to compensate for the lack of control. The discount should also be justified on the fact that the ESOP, very often, has lock in periods in respect of the ownership or holding of the shares and the benefits gained from the B-BBEE points. Design Principles for ESOPs It was accepted that a trust structure would be appropriate. This is on the basis that a trust is formed for the benefit of the employees. The employees will not hold shares in their own capacity. They will hold shares via the trust. This is a big step forward as many ESOPs were criticised in the past, in that they did not allow the employees to hold shares directly. The Commission recommended that the structure of the ESOP should be determined in consultation with workers prior to the conceptualisation of the ESOP. This requires an anticipation of the condition being imposed prior to the filing of the merger notice. The ESOP should also be established at no cost to the workers. The workers should not be required to pay to participate in the ESOP. The merger parties should cover the cost of establishing the ESOP. The parties should engage with the qualifying workers to explain the establishment in terms of the ESOP and independent financial and legal experts should be made available to the qualifying workers so that they can obtain their own advice. Under funding, it is conceded that the dividend policy should provide for the payment of a trickle dividend. In this respect, it therefore seems to be recognised that funding cannot always be interest free. On governance, it was recommended that the ESOP employee representatives should be entitled to nominate a director to the board. On the ESOP itself, the elected trustees should consist of an equal distribution of firm and beneficiary nominated trustees or include the appointment of more beneficiary nominated trustees. All costs associated with the operation of the board of trustees should be borne by the merged entity. In regard to the participants, the Commission felt that all workers, with a defined number of years’ experience, should participate. Alternatively, workers at a certain grade on the Peromnes/Patterson Grading System, with the exclusion of top/senior management, should participate. It was recognised that bad leavers could cease to participate. This would include resignations and dismissals. The participation benefits would have to be defined. All ESOPs should have mandatory training for beneficiaries to ensure that workers understand the function of the ESOP. Training should be at no cost to the workers. Once trustees were appointed, then they should receive legal and financial training. Where there were disputes between the merging parties, in relation to the reasonableness of fees, then this should be determined by arbitration. There should be mechanisms for monitoring the performance of the ESOP. A compliance report should be submitted after the establishment of the ESOP. Thereafter, various updated reports should be submitted by the firms to the Commission. None of these principles are unduly onerous and many existing schemes have incorporated them. Design Principles to be determined in Consultation with Workers In regard to the duration of the trust, the three options would be an evergreen trust, a trust which would have a defined buy back and then a hybrid between evergreen and buy back trusts. In regard to the trickle dividend, the option would be equal distribution, a dividend in the discretion of trustees, utilising the dividend with a higher portion to debt versus a lower beneficiary pay out or a lower portion to debt and a higher beneficiary pay out. In regard to classes of shares, they should be ordinary shares but they may be of different classes. There also needed to be discussion about whether the ESOP would be placed at holding company level or at subsidiary level. This becomes important in regard to the information which must be disclosed to beneficiaries. There needed to be discussion about the definition of good leaver and bad leaver. A good leaver should receive payment regardless of the reason for exiting the firm. If the ESOP still has debt, then the ESOP should consider alternative mechanisms to reduce the debt. The trust deed could make allowance for the ESOP to consider: 1. purchasing more of the firm’s shares and then selling off part of the shareholding when the share price appreciates; 2. the purchase of shares of other companies and the income of those shares allocated to the debt; 3. undertake investments such as EFTs and fixed income investments. It was also recommended that where the merging parties anticipate an ESOP remedy, they must consult with the workers prior to the notification of the merger to the Commission. If the merging parties do not anticipate an ESOP prior to the merger notification, they should consult with the workers during the merger investigation phase prior to agreeing a structure. This is to avoid a situation where an ESOP and its structure is conceptualised and factored into the deal by the parties without the involvement of the workers. Conclusion ESOPs have been part and parcel of corporate restructuring since the BEE Codes were introduced 25 years ago. Most ESOP structures have included the recommendations which have now been published by the Commission. These recommendations are, however, useful because they provide certainty as to complying with conditions imposed by the Commission. The type of conditions imposed are not dissimilar to what one may expect to see in practice. Competition Act and Employee Share Ownership Structures - Cox Yeats Attorneys

JRS Solutions proudly celebrates a significant milestone following its recognition as a finalist at the prestigious Africa Tech Week Awards 2026. Representing the organisation at the event was Managing Director Seshme Holloway, who attended alongside some of the continent’s most influential innovators, technology leaders, and digital transformation pioneers. The awards ceremony brought together organisations and professionals who are actively shaping the future of Africa through innovation, advanced technology, and forward-thinking digital solutions. Being acknowledged among leading technology companies reflects JRS Solutions’ ongoing dedication to excellence within the fields of security technology, automation, and integrated technology solutions. Over the years, JRS Solutions has remained committed to delivering impactful and reliable services that support businesses in adapting to an increasingly digital and security-conscious environment. This recognition serves as a testament to the company’s vision, expertise, and continued pursuit of innovation across the African technology landscape. Speaking on the achievement, the company expressed gratitude for the opportunity to stand alongside organisations that continue to drive meaningful change throughout the continent. The recognition also highlights the growing influence of women in leadership and technology, reinforcing the importance of diversity and innovation within the industry. JRS Solutions extends congratulations to all finalists and winners recognised at the awards and looks forward to continuing its contribution toward advancing technology and innovation across Africa. JRS Solutions Recognised as Finalist at Africa Tech Week Awards 2026

By Chelsea Brand Business leaders, entrepreneurs, IT executives, and innovators gathered at The Oyster Box as KZN Top Business, in partnership with Vodacom, hosted the exclusive “AI Unlocked” breakfast ─ an event focused on the practical realities of artificial intelligence in modern business. Set against the backdrop of one of KwaZulu-Natal’s most prestigious venues, the breakfast delivered far more than theoretical conversations around AI. It became a dynamic platform for networking, collaboration, and real-world insights into how businesses can integrate intelligent technologies while still prioritising human creativity, cybersecurity, and sustainable growth. Guests arrived to an atmosphere that balanced professionalism with excitement. Courtesy of Edgars, attendees were welcomed with Giorgio Armani fragrance testers, with each guest receiving a cologne gift upon arrival. Throughout the morning, prize giveaways and engaging discussions added a lively touch to the informative programme. MC Trevor Clark opened the event with an interactive exercise exploring where attendees currently sit on the AI adoption curve, immediately sparking conversation around the growing role of intelligent systems in business. Opening remarks from Vodacom’s Imran Khan and Videsha Proothveerajh highlighted the importance of embracing technology as a business enabler rather than fearing it. Discussions centred around how AI and intelligent automation are already improving productivity, streamlining operations, and helping businesses work smarter. “Technology is the key to improving processes, systems, and making sales teams more productive,” Imran explained, referencing processes that once took hours but can now be completed in under 45 minutes through intelligent automation. At the same time, speakers reinforced the importance of human direction and creativity within an increasingly AI-driven world. “AI can give you information, patterns, and insights, but humans still hold the imagination,” Videsha noted. “Only you truly understand your customers, your environment, and your next move.” One of the strongest themes throughout the breakfast was moving from AI experimentation to practical implementation. Terry Flack of Cannect Digital encouraged businesses to stop treating AI as a novelty and instead begin integrating it meaningfully into operational strategy. From predictive systems and connected AI ecosystems to hybrid human-and-AI workforces, Terry unpacked the major shifts reshaping modern business. His message was simple but impactful: “Dream big, start small, but start.” Warren Sachs, CEO of Beier Group, shared how AI-driven systems are transforming operational management within manufacturing environments through predictive maintenance, live reporting, and intelligent data integration. One of the standout moments of the morning came from Darren Denholm, CEO of Genius Series, whose energetic presentation captivated the audience. Combining humour, charisma, and live demonstrations, Darren built a website in real time while showcasing how AI can dramatically improve productivity and reduce repetitive administrative work. “AI is not meant to replace you,” he said. “It’s meant to take the robot out of you.” The second session shifted focus toward cybersecurity, digital infrastructure, and business resilience. Kgabo Seopa from Vodacom explored how AI is being used to strengthen fraud prevention and digital transformation across Africa, while Johan Schoeman of Nexio unpacked the growing importance of cybersecurity readiness in an increasingly automated world. The event concluded with Grant Adlam, CEO of KZN Top Business, officially launching the KZN Top Business Nexus ecosystem: a three-tier digital platform designed to strengthen regional collaboration and strategic business growth across KwaZulu-Natal. By the close of the breakfast, one message was clear: AI is not replacing the human element of business ─ it is enhancing it. Find the full event in two parts below: https://youtu.be/-mnHhDsY2VM?si=YKxwoaKXmj1pYsWg https://youtu.be/2PA27PS5Nq0?si=fKafRxFJv8pJ9Cfq Website: https://www.kzntopbusiness.com/ KZN Top Business, in partnership with Vodacom, hosted the exclusive “AI Unlocked” Breakfast at The Oyster Box

By Chelsea Brand While Africa Day is celebrated across the continent on 25 May each year, the occasion carries a particularly strong cultural significance in KwaZulu-Natal ─ a province deeply rooted in African heritage, tradition and, identity. Known for its rich Zulu history, vibrant creative industries and diverse communities, KwaZulu-Natal reflects many of the values Africa Day represents: unity, cultural pride, resilience and community. Across the province, African traditions remain highly visible in everyday life through language, music, dance, storytelling, cuisine and ceremonial practices that continue to connect generations. Africa Day in KwaZulu-Natal is not only about reflecting on the continent’s history, but also about celebrating the people, cultures and creativity that continue to shape modern African identity. Throughout May, schools, universities, artists, tourism organisations and cultural institutions host events and programmes that encourage conversations around heritage, collaboration and African excellence. Durban, often referred to as one of Africa’s cultural gateways, plays an important role in these celebrations. The city regularly hosts festivals, exhibitions and performances that showcase African music, dance, fashion and film while creating spaces for cultural exchange and storytelling. Institutions such as the Centre for Creative Arts at the University of KwaZulu-Natal continue to promote African artistic expression through internationally recognised festivals focused on literature, dance, film and poetry. The province’s strong tourism and cultural sectors also contribute to preserving and promoting African heritage. From traditional Zulu ceremonies and cultural villages to contemporary African music festivals and markets, KwaZulu-Natal offers countless examples of how culture continues to evolve while remaining connected to its roots. Events such as the Amatshiwelele Festival in Durban celebrate traditional Zulu customs, music and community pride, particularly among younger generations. KwaZulu-Natal’s connection to Africa Day is also reflected in its educational and community initiatives. Schools and cultural programmes across the province frequently use music, arts and heritage activities to encourage unity and cultural appreciation among learners. Recent provincial arts and choral programmes have highlighted themes of social cohesion, creativity and shared identity through African music and performance. Beyond formal events, Africa Day resonates strongly in KwaZulu-Natal because of the province’s everyday celebration of African culture. Markets, local restaurants, music venues and public gatherings often reflect a blend of African traditions and contemporary influences that make the province uniquely vibrant. From Durban’s beachfront culture to rural community celebrations and historical landmarks, KwaZulu-Natal remains deeply connected to its African identity. The province’s historical significance further strengthens this connection. KwaZulu-Natal is home to important heritage sites linked to the Zulu Kingdom, liberation history and cultural preservation. These spaces continue to attract both local and international visitors interested in learning more about South Africa’s place within the broader African story. As Africa Day approaches, KwaZulu-Natal serves as a reminder that the celebration is not only about the past, but also about the future of African creativity, collaboration and cultural pride. In a province where heritage and modern innovation exist side by side, Africa Day continues to inspire conversations around identity, unity and the importance of celebrating the richness of the continent. The Department of Sports, Arts, and Culture: The 12th Edition of Africa Day Celebration at Moruleng Stadium Centre for Creative Arts Premier Tickets Amatshiwelele Festival Africa’s Travel Indaba 2026 KZN Education South African Government African Union Africa Day 2026

2026 KZN Top Business Awards brought to you by Standard Bank and the Women of Africa Group and in association with East Coast Radio The 2026 KZN Top Business Awards brought to you by Standard Bank and the Women of Africa Group and in association with East Coast Radio are officially open for entries. The awards recognise businesses and organisations that are contributing meaningfully to the KwaZulu-Natal economy through innovation, leadership, ethical governance, and community impact. Finalists and winners benefit from enhanced visibility, strong media exposure and the opportunity to position their brands among the province’s leading businesses. If your organisation is driving positive change in KZN, now is the time to share your story. Entries close: 12 June 2026 Awards Evening: 16 July 2026, Durban ICC Enter now: www.kzntopbusiness.com #KZNTopBusiness

ActionCOACH has announced its upcoming 12-Week Online Management MasterClass, designed to equip business leaders and managers with cutting-edge strategies for organizational growth. The professional development programme aims to help participants streamline operations, build high-performing teams, and transition smoothly into advanced leadership roles. Key Dates and Investment The masterclass is structured to accommodate busy professional schedules through a strategic rollout: Orientation Date: 25 May 2026 (Open to all interested individuals) Programme Start Date: 1 June 2026 Registration Fee: R15,000 per person Core Curriculum Insights Facilitated by industry expert Trevor Clark, the interactive sessions will focus on three main pillars of business mastery: Personal Development: Strategies for annual reviews, personal discipline, and individual growth tracking. Team Dynamics: Practical frameworks for systemization, recruitment, induction training, and building cohesive teams. Strategic Leadership: Managing organizational transitions and shifting from a basic management mindset to advanced leadership. Training Methodology and Resources The MasterClass uses a multi-channel learning approach to ensure deep comprehension and practical application: 12 Training Sessions Participants will cover the foundational elements of management. Training focuses on transforming standard workforce teams into highly efficient, collaborative units. Self-Paced Videos The core training modules are supported by comprehensive, in-depth video content. These visual resources allow participants to engage with complex activities at their own pace. Workbooks & Planning Tools The curriculum includes supplementary reading materials, actionable workbooks, and strategic planning tools. These resources ensure that theoretical knowledge is directly translated into workplace strategies. Contact Information Prospective participants can register or request additional information through the following official channels: Phone: +27 31 266 2258 Website: mastery.co.za Email: mastery@actioncoach.com ActionCOACH Launches Comprehensive 12-Week Online Management MasterClass

By Chelsea Brand Every year on 25 May, countries across Africa and the African diaspora celebrate Africa Day ─ a day that honours the continent’s rich history, cultural diversity, resilience and unity. While the occasion is often marked with festivals, music, art, discussions and community events, it also serves as a reminder of Africa’s shared journey and the importance of collaboration across borders. Africa Day 2026 Africa Day traces its origins back to 25 May 1963, when leaders from 32 independent African states gathered in Addis Ababa, Ethiopia, to establish the Organisation of African Unity (OAU), now known as the African Union (AU). At the time, many African nations were still under colonial rule, and the organisation was formed to encourage unity, cooperation and support among African countries during a period of major change across the continent. Over the decades, Africa Day has evolved into more than a historical commemoration. It has become a celebration of African identity, creativity, innovation and progress. The day highlights the importance of preserving African cultures and traditions while also recognising the continent’s growing influence in business, technology, tourism, education, sustainability and the arts. In South Africa, Africa Day forms part of the broader Africa Month celebrations observed throughout May. Across the country, institutions, schools, universities, businesses and cultural organisations host events that showcase African talent, heritage and entrepreneurship. From exhibitions and panel discussions to fashion shows, food markets and musical performances, Africa Month creates opportunities for people to engage with the diversity and richness of the continent. This year, many Africa Month events have focused on themes of connection, collaboration and storytelling. Creative programmes exploring African heritage, sustainability and shared experiences have been taking place across the country, while organisations continue to spotlight African excellence in fields ranging from tourism and technology to education and innovation. Large-scale continental events held in South Africa this month have also reflected the spirit of Africa Day. Africa’s Travel Indaba 2026, hosted in Durban, brought together tourism leaders, exhibitors and entrepreneurs from across the continent to showcase Africa’s travel offerings, cultural experiences and investment opportunities. The event highlighted the growing importance of collaboration between African countries in strengthening tourism and economic growth while promoting the continent as a leading global destination. At the same time, conversations around sustainability, youth empowerment, entrepreneurship and African-led innovation continue to shape discussions taking place across the continent. Young Africans are increasingly driving change in industries such as digital technology, renewable energy, media, agriculture and creative arts, contributing to a future that is both globally connected and uniquely African. Africa Day is also an opportunity to reflect on the importance of preserving African history and celebrating the stories, languages and traditions that make the continent so diverse. Africa is home to thousands of languages, cultures and communities, each contributing to a vibrant and evolving identity that continues to influence the world through music, fashion, literature, cuisine and art. For many people, Africa Day is ultimately about pride ─ pride in heritage, in community and in the achievements of the continent. It is a celebration of resilience, creativity and possibility, as well as a reminder of the value of unity and cooperation in building a stronger future for generations to come. More than six decades after the formation of the OAU, Africa Day remains a powerful symbol of togetherness and progress. As celebrations take place across the continent and beyond on 25 May, the day continues to encourage reflection on Africa’s journey while inspiring hope for its future. The Department of Sports, Arts, and Culture: The 12th Edition of Africa Day Celebration at Moruleng Stadium Centre for Creative Arts Premier Tickets Amatshiwelele Festival Africa’s Travel Indaba 2026 KZN Education South African Government The Roving Reporter Chelsea Brand | KZN Top Business Reporting from the heart of the KwaZulu-Natal economy. 🌐 KZN Top Business ✉️ info@topbusiness.com 📺 Catch the latest Business Sense updates on YouTube #KZNTopBusiness #RovingReporter #SuccessBreedsSuccess #KZNEconomy

2026 KZN Top Business Awards brought to you by Standard Bank and the Women of Africa Group and in association with East Coast Radio. In today’s business world, trust matters more than ever. The KZN Top Business Awards brought to you by Standard Bank and the Women of Africa Group, and in association with East Coast Radio celebrate organisations that lead with integrity, innovation and purpose. If your business is contributing positively to KwaZulu-Natal’s economy and community, we want to hear your story. Entries close 12 June 2026 Visit www.kzntopbusiness.com to enter now!