Johan van Deventer, KZN, Regional Manager, Labournet Delayed Broad-Based Black Economic Empowerment (B-BBEE) planning often turns a strategic business tool into a reactive, costly, and high-risk compliance exercise. Many organisations approach B-BBEE as little more than an annual exercise that ends with a certificate with the South African National Accreditation System (SANAS) logo. Elements, such as skills development (SD) and procurement need consistent attention and active management aligned with the organisation’s growth and transformation goals throughout the measurement period to reflect genuine progress. Businesses that leave B-BBEE planning late often find themselves making rushed decisions and spending money reactively, with little to show for it. Getting ahead of the process is what allows businesses to gain the real, lasting benefits that thoughtful implementation brings. The consequences of engaging a consultant too late are many, and the impact significant. Unplanned and Inefficient Spending One of the costs of delayed engagement is losing achievable points on the B-BBEE scorecard. Elements such as SD, preferential procurement, and enterprise and supplier development (ESD) rely on initiatives done during the financial year. If companies do not plan these initiatives ahead of time, they might not have the ability to implement them before the end of their financial period. This can lead to businesses spending money on last-minute initiatives that do not meet the B-BBEE Codes’ requirements, resulting in wasted expenditure and a lower B-BBEE level or the feeling that B-BBEE is an exhausting initiative to participate in due to running around under pressure. Fronting Risks Desperate attempts to improve scores too close to the deadline often lead to or resemble fronting, which carries severe consequences. Beyond financial penalties, companies found guilty may also face serious reputational damage, cancellation of contracts, and blacklisting from doing business with state entities. This can severely limit future business opportunities and damage relationships with clients, regulators and industry partners. Missed Scorecard Opportunities Organisations are measured based on the 12-month period within their financial year-end and verification agencies assess activities and spend that occurred within that period only. Because of this time limit, once a financial period has concluded, companies generally cannot go back and implement initiatives or incur spend to improve their scorecard for that year. If a consultant is engaged too late – which most often is close to verification – there may be insufficient time to analyse the organisation’s scorecard, to identify gaps across the elements and to implement corrective strategies to obtain additional points. Without a sufficient planning window, businesses lose the opportunity to implement targeted initiatives and may ultimately have to accept a lower B-BBEE level simply because there was not enough time to address scorecard gaps during the active measurement period. Avoidable Financial Pressure The urgency to obtain or renew a B-BBEE certificate within a short timeframe frequently requires consultants and verification agencies to prioritise the file, which may result in businesses having to deal with a lot of financial stress. Rushing to implement compliance initiatives without proper planning could lead to rushed training initiatives, sudden supplier development contributions or increased administrative costs associated with gathering documentation under tight deadlines. Without proper record-keeping of initiatives, the verification process can fail. This means that the business will then have to pay for another audit, which can cost a lot of money. Businesses might even miss out on deadlines for tenders or opportunities to be part of a supply chain while they wait for compliance finalisation. The Case for Year-Round Engagement Ultimately, working with a B-BBEE consultant at the start of the year helps businesses to plan ahead instead of just following rules – and provides them with a resource to keep records all year round. Leveraging this means that organisations can make sure that their procurement, training and development plans match what the B-BBEE Codes require, improve scorecard performance, reduce compliance risk, and position themselves for business opportunities. At the same time, they can avoid creating compliance red flags that expose themselves to regulatory investigation and long-term commercial consequences. Businesses that partner with a consultant proactively and treat B-BBEE as an ongoing commitment are far better positioned to improve their scorecard performance, reduce exposure to risk and open doors to new commercial opportunities. Contact us today for a complimentary consultation with one of our B-BBEE experts. T: +27 (0)31 266 6570 M: +27 (0)82 786 7480 E: johanvd@labournet.com W: www.labournet.com

Mike Myers, Security & Emergency Services Advisor, CEO Mobi Ventures When a medical emergency happens, most people immediately think call for help. And they should. But here’s the uncomfortable reality, by the time professional help arrives, the outcome has often already been decided. We’ve all heard of the Golden Hour, the critical window after a serious injury where medical treatment dramatically improves survival chances. But as important, especially in South Africa, there’s another window that matters just as much, it comes before the Golden Hour. The first 10 minutes Those first few minutes after an incident, where everything either goes right… or very wrong. It’s the moment someone collapses, a colleague has a heart attack, a child chokes, a serious injury occurs. And in that moment, there is no ambulance on scene yet, no paramedic, no professional intervention. Just regular people like you and me. What happens next depends entirely on the people who are there. Do they recognise what’s happening? Do they know what to do? Or do they hesitate, panic, or assume someone else will step in? That’s often what happens, people freeze, they second-guess themselves, and they worry about doing the wrong thing. And while that hesitation is human, it comes at a cost and that cost could be a life. From a medical response perspective, those first 10 minutes are critical. In cases like cardiac arrest, every minute without cardiopulmonary resuscitation (CPR) reduces survival chances significantly. In severe bleeding, uncontrolled blood loss can become fatal within minutes. In airway obstructions, time is measured in seconds, not minutes. This isn’t about dramatic scenarios; it’s an everyday reality. And yet, most environments, homes, offices, public spaces, they aren’t prepared for it. We put a lot of faith in emergency services, and rightly so. There are highly trained professionals out there doing exceptional work, but they are not standing next to us when an incident happens. They are on the way, but sometimes lights and sirens don’t allow enough time for the patient. So the real question is, what happens while you’re waiting? This is where preparation and training changes everything. Not complicated systems, not expensive equipment. Simple, practical capability: ■ Someone who knows how to perform CPR ■ Someone who can control bleeding ■ Someone who can recognise the severity of a situation ■ Someone who takes control and acts Because in those first few minutes, doing something is almost always better than doing nothing. This applies just as much in the workplace as it does at home. Businesses invest heavily in compliance, extinguishers on the wall, first aid kits in cupboards, policies in files. But when something actually happens, it comes down to people. ARE THEY TRAINED? ARE THEY CONFIDENT? ARE THEY READY TO ACT? Because equipment doesn’t save lives, people do! The time between an incident occurring and professional help arriving is where risk lies, but also where lives can be saved. We need to shift how we think about emergencies, it’s not just about how quickly help arrives, it’s about what happens before it gets there, what we can do before help arrives. Because the reality is simple, the first 10 minutes don’t wait for anyone. As a practical step, more organisations are starting to prioritise basic life-saving first aid training for their teams, not as a compliance exercise, but as a real capability. At Mobi Ventures, we facilitate first aid training for our clients at corporate rates in partnership with ER24, helping businesses equip their teams with the skills to respond when it matters most. We live in a world where help is never too far away. But in an emergency, the person who makes the biggest difference is usually the one who is already there. T: +27 (0)31 109 1888 E: care@mobiventures.co.za W: www.mobiventures.co.za

Starting a jumping castle rental service presents a compelling opportunity for aspiring entrepreneurs or those seeking an additional income stream. Beyond its commercial appeal, it is a business that delivers tangible joy, bringing energy and excitement to family gatherings and community events. One of the most attractive aspects of this venture is its relatively low ongoing cost structure. After the initial capital investment, overheads are minimal. Operating expenses are largely limited to fuel, often recoverable through delivery fees, and periodic maintenance of equipment. As a result, once the start-up costs have been recouped, the business has the potential to generate strong margins and consistent returns. Setting up your business the foundation of the business lies in acquiring the right equipment. While cost considerations are important, prioritising quality over price is critical. Jumping castles endure significant wear and tear, particularly in high-energy environments. Investing in durable, high-quality units reduces maintenance costs, minimises the risk of equipment failure during events, and ultimately enhances customer satisfaction. Logistics also play a key role in operational success. A reliable vehicle is essential for transporting castles and associated equipment. Delivery fees can be structured to offset fuel costs, with flexible pricing models that account for distance, charging a premium for longer trips while offering competitive rates for nearby clients. Unlike many traditional businesses, a jumping castle rental service does not require dedicated office space. Storage needs are also minimal, as castles can be folded and stored compactly. For many operators, this means the business can be run efficiently from home, further reducing overheads. Getting your name out there with the operational groundwork in place, effective marketing becomes the next priority. Establishing a strong digital presence is essential, leveraging social media platforms, online advertising tools and community-based marketplaces. Word-of-mouth referrals also remain a powerful driver of growth in this sector. Strategic partnerships can further enhance visibility. Engaging with schools, churches and daycare centres offers opportunities to showcase the service, whether through direct rentals or event-based activations. Flexible pricing models, such as per-child fees or institutional rentals, can help unlock additional revenue streams. For those ready to take the next step, suppliers such as Sky Tents offer a range of jumping castles selected for quality and value. With the right planning and execution, this venture can provide both financial reward and the satisfaction of building a business that brings enjoyment to communities. http://www.skytentsa.co.za/

Wade Howard, Owner & Senior Photographer, ODM Deciding whether you or your team need a professional videography company is a great first step. While some people enjoy reading about a company or product, many prefer watching a short video that quickly delivers the key information and captures their interest. In today’s fast-paced world, attention spans are limited, and most people don’t have the time to read through pages of content. A concise two-to-three-minute promotional video is an ideal way to showcase your product, service, or brand. Imagine a potential client anywhere in the world discovering your video online, whether they’re waiting in a queue or casually scrolling, and within moments, you’ve gained a new enquiry. It really can be that simple. We create engaging promotional videos designed to communicate your message clearly and effectively to your target audience. Our approach combines strong storytelling with high-quality visuals to support your marketing goals. This includes: ■ Highlighting the features and benefits of your products ■ Explaining the value and process behind your services ■ Crafting narratives that reflect your brand’s mission and values Powerful Tool A promotional video becomes a powerful tool for your business. It works for you around the clock, representing your brand even while you’re busy with daily operations or after hours. For your sales team, it’s invaluable. Before meeting a potential client, they can share your video, giving the customer a clear understanding of your offering and building interest in advance. This allows conversations to be more focused and productive from the start. Featuring a promotional video on your website also creates a stronger connection with your audience, far more effective than relying on generic stock images that lack authenticity. Production Process There are several ways to create a promotional video, each varying in cost and production effort. The right option depends on your budget and how best to communicate your message: ■ Visuals only, supported by logos and licensed music ■ Visuals and logos combined with a professional voice-over ■ Visuals and logos supported by staff interviews ■ Animation to tell your story The process of creating a promotional video can feel overwhelming. However, that’s exactly why working with a professional videography team makes all the difference. We guide you every step of the way, starting by collaborating with your team to define what you want to promote, whether it is a product, your company as a whole, or a milestone such as a 40th anniversary. We then identify the key messages you want to communicate and develop a script or create one for you based on your input. From there, we build a storyboard to plan every shot and ensure a focused, efficient shoot. Once the concept is in place, we schedule a filming day, including a site visit to prepare locations and make sure everything is ready. On the day of filming, we capture high-quality footage on-site, which is then edited into a compelling story designed to engage your audience. We share a first draft with you for feedback, refine it as needed, and deliver the final version, ready for launch. Professional video production is a powerful way to grow your brand and tell your story in a compelling, memorable way. With over two decades of experience, our team is dedicated to delivering results while making the process smooth and stress-free from start to finish. W: www.odmedia.co.za

At Satguru Travel South Africa, excellence in travel is more than a service — it is our commitment. We are incredibly proud to announce that Satguru Travel South Africa has officially been nominated at the prestigious World Travel Awards 2026 in the category of South Africa’s Leading Travel Agency. This nomination is a meaningful recognition of the trust our clients place in us and the dedication of our team to delivering seamless, reliable, and exceptional travel experiences across South Africa and beyond. Over the years, Satguru Travel has remained committed to: Providing world-class travel solutions Building strong and trusted client relationships Delivering outstanding customer service Creating travel experiences with confidence and care Being recognised on such a respected international platform reflects the passion, professionalism, and hard work that continue to drive our success. We Need Your Support As we celebrate this milestone, we invite our valued clients, partners, colleagues, and supporters to help us bring this award home. Cast your vote here:Vote for Satguru Travel South Africa Voting closes on 5 July 2026. Every vote brings us one step closer to turning this incredible nomination into a winning achievement. Thank you for being part of our journey and for your continued trust and support. Together, let’s make this a winning moment for Satguru Travel South Africa. #SatguruTravel #WorldTravelAwards2026 #VoteForSatguru #SouthAfricasLeadingTravelAgency #TravelExcellence #TrustedTravelPartner #ProudMoment #SouthAfricaTravel #LetsWinTogether #TravelWithConfidence Satguru Travel South Africa Nominated for South Africa’s Leading Travel Agency at the World Travel Awards 2026

Trevor Clark, Business coach, executive coach, professional speaker and global trainer I meet a lot of business owners who say to me: “Trevor, the problem is… you just can’t find good people nowadays.” My response is usually a question. “Pick any top business in South Africa. Discovery. Hollywoodbets. Take your pick. Do they have good people?” Answer: “Yes, of course they do.” Well then, the better question to ask may be: “Why would good people want to work for YOU?” Because in most cases, you do not have a people problem. You have a management problem. The Myth vs The Reality The myth is simple: “If I hire better people, my problems go away.” The reality is this: Without clear management, even good people underperform. They become busy, not productive. They try hard but miss the mark. They get frustrated. And so do you. Because no one has clearly defined what good looks like. Why So Many Business Owners Get Stuck One of the frameworks we teach is the Entrepreneurial Ladder. At a certain point, every business owner moves from doing the work to managing people. And this is where many owners get stuck. They either don’t have the skills to manage effectively, or they avoid the discipline that good management requires. So instead of climbing to owner, investor, and entrepreneur, they stay trapped at the manager level. Busy, frustrated, and often blaming their team. The reality is simple: If you can’t manage people well, you can’t scale a business. (PS. Reach out to me if you would like my full article on the Entrepreneurial Ladder – it was published here in KZN Business Sense years ago.) Management vs Leadership Here’s the simplest way to think about it: Leadership creates passionate, focused people. Management creates competent, productive people. You need both. Leadership sets the vision and direction. Management ensures the work gets done properly, consistently, and on time. Most businesses have some leadership. Very few have strong management. What Good Management Actually Looks Like Good management is not complicated. But it is disciplined. Here are four areas worth reviewing in your own business: 1. Clarity Do your people know exactly what is expected of them? Not vaguely. Not in theory. Clearly. ■ What does success look like in their role? ■ What are their priorities this week? ■ What does a great job actually mean? If there is no clarity, there can be no accountability. 2. Systems If there is no system, you are relying on memory and goodwill. That is not scalable. ■ Do you have checklists and processes for key tasks? ■ Can someone new step into a role and perform consistently? ■ Are your best practices documented? Consistency comes from systems, not from people trying harder. 3. Rhythm Management is not something you do when there is a problem. It is a rhythm. ■ Do you have a structured weekly team meeting? ■ Are you regularly meeting oneon-one with your key people? ■ Are priorities reviewed and reset weekly? Without rhythm, things drift. 4. Measurement If you are not measuring, you are guessing. Every role should have clear numbers. ■ What activities are being tracked? ■ What results are expected? ■ Are those numbers reviewed regularly? Performance improves when it is visible. Stop Being the Bottleneck Another common pattern I see is this: The owner becomes the problem solver for everything. Every issue comes back to you. Every decision waits for you. Every mistake gets fixed by you. And then we wonder why the business cannot scale. If you keep stepping in, your team never steps up. Good managers don’t just give answers. They ask better questions. They develop people to think, decide, and take ownership. Final Thought A strong team is not built by chance. It is built through clear expectations, structured management, and consistent follow-through. If you are frustrated with your team, start by looking at your management systems. Because when management improves, performance follows. Management Skill is a Muscle You Can Train If this resonates, it may be time to strengthen your management capability. We are currently launching our online, 12-week Management Masterclass, a training programme designed specifically for business owners and leaders who want to build high-performing teams, improve accountability, and create real structure in their businesses. If you would like more information or would like to book a seat for yourself or a key member of your team, reach out. It would be a pleasure to connect. To your success, Trevor Clark. T: +27 (0) 31 266 2258 E: mastery@actioncoach.com W: www.mastery.co.za

President Cyril Ramaphosa will on Tuesday, 12 May 2026, officially open and address Africa’s Travel Indaba at the Inkosi Albert Luthuli International Convention Centre in Durban, KwaZulu-Natal. Held under the theme, “Unlimited Africa: Growing Africa’s Tourism Economy”, the Indaba is a platform for leaders of the African tourism industry, investors, media, international tour operators, bookers and government leaders, whose mandate is to grow and develop tourism on the continent. The Indaba provides an opportunity for buyers from around the world to purchase a variety of tourism products available in South Africa and across the continent. Africa’s biggest tourism trade gathering also allows industry leaders to deliberate on new policies, emerging trends, and the opportunities and threats facing the tourism sector from both African and global perspectives. Tourism is a critical driver of investment and job creation for the eThekwini Municipality, the rest of the province, and South Africa. The Indaba will run from 12 to 14 May 2026. Tourism remains a key economic driver for South Africa, contributing significantly to job creation, investment attraction and inclusive economic growth. According to Statistics South Africa’s Tourism Satellite Account, the sector accounted for 953 981 direct jobs by 2024 and contributed 4,9% to the country’s economy, surpassing the pre-pandemic contribution of 3,7% in 2019. Tourism currently sustains approximately 1.8 million direct and indirect jobs across the country. Africa’s Travel Indaba 2025 delivered a strong economic contribution, generating R246.8 million in direct expenditure and contributing R610.6 million to South Africa’s GDP, while supporting 1 104 jobs. The event also recorded hotel occupancy of 97%, highlighting the important role major tourism events play in stimulating economic activity, supporting local businesses, and promoting South Africa’s global competitiveness as a destination. President Ramaphosa will address the Indaba as follows: Date: Tuesday, 12 May 2026 Time: 10h00 Venue: Inkosi Albert Luthuli International Convention Centre, Durban Enquiries: Spokesperson to the President Vincent Magwenya E-mail: media@presidency.gov.za South African President Cyril Ramaphosa to be attending the African Travel Indaba 2026

The Zululand Chamber of Commerce and Industry (ZCCI) convened an impactful Captains of Industry engagement, bringing together key business leaders at the Bon Hotel on 9 April. His Worship, the Mayor of King Cetshwayo District Municipality, Cllr S.Z. Dlamini, delivered the official welcome address, reinforcing the urgent need for stronger collaboration between government and the private sector to stimulate economic growth, attract investment, and address unemployment across the district. The engagement was further elevated by the presence of the Premier of KwaZulu-Natal, Honourable Thamsanqa Ntuli, who called for a decisive shift from dialogue to implementation, emphasising that real progress depends on coordinated, action-driven partnerships between government, business, traditional leadership, and communities. In her address, ZCCI President Hlengiwe Mvubu did not shy away from the realities facing local business. She highlighted the direct impact of deteriorating municipal conditions, from cleanliness and waste management to enforcement of bylaws, on investment confidence, service delivery, and the overall economic environment. ZCCI remains committed to fostering strategic partnerships that move beyond conversation, driving implementation, enabling accountability, and unlocking opportunities for inclusive and sustainable growth across the region. http://www.zcci.org.za/

Lerato Ramango, National Marketing & Brand Manager, Cox Yeats Cox Yeats is pleased to announce the appointment of Caitlin Slade as an Associate in its Construction and Insurance Team. Caitlin brings a solid foundation in litigation and a keen commitment to developing specialised expertise. She was particularly attracted to Cox Yeats due to the firm’s strong reputation in Durban and across South Africa, as well as its values driven approach to legal practice, which closely aligns with her own professional aspirations. Caitlin completed her LLB degree at the University of Pretoria in 2022. She then gained valuable professional experience at The Sharks (Pty) Limited before commencing her articles of clerkship in 2024 at Pillay Cohen Attorneys Inc. in the Litigation Department, where she honed her skills in dispute resolution. She was admitted as an attorney of the High Court in 2026 and briefly served as an Associate in the Commercial and Litigation Department before joining Cox Yeats. With a strong interest in litigation, Caitlin thrives on the analytical demands of legal practice and the opportunity to engage deeply with diverse industries and subject matters to provide effective advice and representation to clients. She is particularly motivated by the continuous learning inherent in the legal profession and the challenge of mastering new areas of law. Her professional goal is to develop into a well-rounded and responsible attorney, with a particular focus on strengthening her litigation skills and building a respected professional reputation. Caitlin is committed to growing her knowledge in the construction and insurance sectors and contributing meaningfully to her team and clients. Guided by the belief that hard work and persistence lead to success, Caitlin approaches her career with dedication and an eagerness to learn. She looks forward to immersing herself in her new role at Cox Yeats, learning from senior colleagues, and contributing to the firm’s continued success. E:: lramango@coxyeats.co.za W: www.coxyeats.co.za

COMPLIANCE IS KEY TO HIRING REMOTELY WITHOUT THE RISK Sameer Kumandan, Managing Director, SW360 A fast-growing company hires a developer in Poland, a marketing lead in Brazil, and a finance contractor in Kenya. And all of these employees are brought in without anyone ever setting foot in the same office. Meetings are held via video calls, documents are accessed and shared in the cloud, and the entire team collaborates across time zones. Today, a globally distributed workforce has become the norm, as companies increasingly build teams across continents to access the best talent wherever it may be. But hiring across borders introduces a new layer of complexity when it comes to vetting candidates and managing risk. When an employee has lived or worked in multiple countries, verifying their identity, running background checks, and ensuring compliance with regulations such as the Financial Intelligence Centre Act (FICA) becomes far more complicated. FICA regulations are largely designed around verifying individuals and transactions within a domestic context. But when employees, contractors, and clients operate across borders, this can create additional compliance challenges. Accountable institutions must adopt more sophisticated identity verification, screening, and ongoing monitoring processes than would typically be required in purely local hiring environments. Key Due Diligence Steps When Hiring International Teams Accountable institutions cannot view hiring simply as filling a role. Conducting thorough due diligence during staff onboarding is a legal requirement and essential to safeguard against regulatory penalties, reputational damage, and operational risks. By conducting thorough background checks and verifications, companies can ensure they hire individuals who are not only skilled but also trustworthy and compliant. Below, I’ve outlined a few key steps accountable institutions can take to ensure that having a global team doesn’t put them at risk. Establish clear hiring policies and controls: HR teams should develop formal, documented policies for hiring employees outside the country. These policies must include things like how to authenticate different identity documents and assess remote work eligibility. As part of this, it’s important to clearly establish which positions require enhanced screening because they involve access to client funds, financial transactions, or sensitive data. It’s also critical to define the chain of responsibility when hiring internationally to ensure that every step, from vetting to approvals, is done with compliance in mind. Implement compliance-focused training for hiring teams: HR and recruitment teams must understand the specific risks that come with international hires. Training should cover everything from identifying red flags in resumes or references to recognising potential sanctions or criminal history issues. If HR is unaware, they may onboard someone with a history of financial crime or sanctions, inadvertently exposing the organisation to regulatory penalties. In line with this, international hires should receive comprehensive FICA and anti-money laundering (AML) training to ensure they know about the risks of non-compliance. Conduct enhanced background checks: When hiring international candidates or remote workers, organisations should broaden their due diligence to include global databases and international watchlists. Access to systems such as those maintained by INTERPOL can help identify individuals who may be flagged internationally, ensuring that organisations are not relying solely on local records when vetting new hires. Prioritise ongoing monitoring: When teams are widely distributed, business leaders have limited visibility of daily activities. As such, regular checks and continuous monitoring are essential to ensure that employees in critical roles remain compliant with FICA and that any risks are identified and addressed promptly. Maintain clear audit trails: As noted above, when visibility into day-to-day activities is limited, a well-maintained audit trail is essential. All identity verifications, sanctions checks, Customer Due Diligence (CDD) and Know Your Customer (KYC) documents, and approvals must be securely stored and properly organised. These records serve as evidence that the organisation carried out all necessary steps to comply with FICA obligations. As the world of work becomes more distributed, the systems used to verify and vet people must go global as well. VOCA, from SW360, aggregates multiple checks into a single platform, giving employers a consolidated view of a candidate and ensuring that the people they bring in meet both operational and regulatory standards. By hiring responsibly and carefully vetting international talent, organisations can unlock the full benefits of a global workforce without the risk. This means accessing diverse skills and fresh perspectives, while also limiting possible exposure to financial crime. For more information contact: T: + 27 (0)86 034 0000 E: info@searchworks.co.za W: www.searchworks.co.za OR www.voca.co.za

By Chelsea Brand The 2026 KwaZulu-Natal Bambelela Business Awards, hosted by the Hollywood Foundation, took place on Tuesday, 28 April in Durban, bringing together entrepreneurs, industry leaders and key stakeholders to celebrate the province’s thriving small business sector. The awards form part of the Foundation’s ongoing mission to uplift micro, small and medium enterprises (MSMEs), recognising their vital contribution to job creation, community development and economic growth across KwaZulu-Natal. This year’s event was more than just an awards ceremony. Finalists participated in a multi-day programme that included exhibitions, workshops and business pitching opportunities, culminating in a prestigious gala evening where winners were announced. A major highlight of the 2026 awards was the significant financial support awarded to winning businesses. A total funding pool of over R1 million was distributed among top-performing entrepreneurs, reinforcing the Foundation’s commitment to empowering local businesses and enabling sustainable growth. The Bambelela Business Awards continue to serve as a powerful platform for showcasing innovation, resilience and entrepreneurial spirit within the province. By providing both recognition and tangible support, the initiative plays a key role in strengthening the local economy and creating opportunities for emerging businesses to scale and succeed. As the programme expands across South Africa, the Durban leg of the awards remains a standout event ─ highlighting the depth of talent within KwaZulu-Natal and reaffirming the importance of investing in small businesses as drivers of inclusive economic development. https://hollywoodfoundation.co.za/ Bambelela Business Awards 2026

By Chelsea Brand KwaZulu-Natal is once again preparing to host one of the continent’s most influential tourism events, Africa’s Travel Indaba 2026, taking place from 11–14 May at the Inkosi Albert Luthuli International Convention Centre. Ahead of the highly anticipated trade show, KZN Top Business attended the official media launch on Monday, 4 May, where key industry leaders outlined what to expect from this year’s event. With an impressive 1,100 confirmed exhibitors, 927 confirmed buyers, as well as participation from tourism ministers, airlines, and international media, Indaba 2026 is set to reinforce its position as a premier platform for connecting Africa’s tourism sector with global markets. Leadership Voices Set the Tone The media launch featured prominent voices across government and industry, including Minister of Tourism Patricia de Lille, eThekwini Mayor Cyril Xaba, Managing Director of MSC Cruises Ross Volk, and MEC for the KwaZulu-Natal Department of Economic Development, Tourism and Environmental Affairs Musa Zondi. Their collective message was clear: tourism remains a cornerstone of South Africa’s economic growth strategy, with Africa’s Travel Indaba playing a critical role in unlocking opportunities across the value chain. Tourism’s Expanding Economic Footprint Minister de Lille highlighted the sector’s significant contribution to employment and economic activity. “Stats SA released the impact of tourism for 2024, and it created 953,981 direct jobs,” she noted. She further revealed that South Africa has already seen a 35% increase in tourism for January and February this year, signalling strong post-pandemic recovery and renewed global interest in the destination. Beyond visitor numbers, the Minister emphasised the strategic importance of business tourism. South Africa submitted 100 bids to host international conferences last year, successfully securing 52 events that will take place across the country in 2026, including the 46th SADC Extraordinary Summit that will be held in Durban. She also called for greater transparency, urging the South African National Convention Bureau to make the full list of secured events publicly accessible. Durban’s Strategic Role Durban’s longstanding role as host city, spanning over three decades, was strongly acknowledged throughout the launch. The city continues to demonstrate its capability as a world-class events destination, supported by infrastructure, accessibility, and a diverse tourism offering. In a light-hearted moment, Minister de Lille joked that with the volume of major events being hosted in KwaZulu-Natal over the next two years, it might appear there is “favouritism” toward the province. Unlocking the Potential of Cruise Tourism A key industry insight came from MSC Cruises MD Ross Volk, who highlighted the untapped potential of South Africa’s cruise tourism sector. “The multiplier effect of cruising is enormous,” he said, noting that the country boasts the third longest coastline in Africa. Volk emphasised that increased focus on cruise tourism could significantly boost local economies, from port cities to small businesses that benefit from passenger spend. His remarks emphasised the broader theme of diversification within the tourism sector and the importance of leveraging all available assets to drive growth. Innovation, Engagement and What to Expect Africa’s Travel Indaba 2026 will once again offer a dynamic programme of exhibitions, networking opportunities, and knowledge-sharing sessions. Buyers and exhibitors from across the globe will engage directly, fostering partnerships that translate into real economic value. Adding a modern twist, Minister de Lille humorously noted that a TikTok masterclass will form part of the BONDay (Business Opportunity Networking Day) programme, quipping that she would “definitely be there” ─ a nod to the growing importance of digital platforms in tourism marketing. The official opening of Indaba will be led by President Cyril Ramaphosa, who is set to launch the event at 9:00am on Tuesday, 12 May. A Catalyst for Broader Business Growth While Africa’s Travel Indaba is rooted in tourism, its impact extends far beyond the sector. Tourism acts as a powerful economic multiplier ─ stimulating growth in hospitality, transport, retail, manufacturing, and small business development. From job creation to infrastructure investment and international trade opportunities, the benefits ripple across the broader business ecosystem. Events like the Travel Indaba not only attract visitors but also position South Africa as a competitive player in the global meetings, incentives, conferences, and exhibitions (MICE) industry. Looking Ahead As the countdown to Africa’s Travel Indaba 2026 continues, the message from the media launch is one of optimism, momentum, and opportunity. With strong participation, high-level leadership engagement, and a clear focus on innovation and sustainability, this year’s Travel Indaba is poised to deliver meaningful outcomes for both the tourism sector and the wider economy. For Durban and KwaZulu-Natal, the legacy of hosting this iconic event for over 30 years continues ─ firmly placing the region at the heart of Africa’s tourism story. https://www.indaba-southafrica.co.za/