Property investment as an income stream has been around for centuries, but the explosion in work-from home or hybrid employment opportunities that paved the way for acquiring property outside of traditional urban spaces during the Covid-19 pandemic now continues for slightly different reasons. Many are choosing to ‘escape to the country’ in pursuit of quality lifestyles bolstered by a slightly lower cost of living. Property owners from as far afield as the Western Cape, Gauteng and Limpopo are heading for the KwaZulu-Natal Midlands where they can enjoy the benefits of country living without being too far from city conveniences. Craig Millar, Tyson Properties Managing Partner for the KZN Midlands says he has witnessed extensive growth in less developed areas and well-run smaller towns both in owner occupied and in rental properties. Hilton with its renowned St Annes and Hilton College private schools has a consistently younger demographic as families have relocated for top quality government and private schooling and sound amenities. One example is The Dairy at Hilton development under construction on land the school sold to create a low density, luxury country living environment on its border. Millar says sales for that development, as happened with the forerunner The Gates at Hilton, have been a mix of families relocating and properties used when visiting school-going children. The Hilton Community Security Initiative has seen the area being credited as being top among the safest regions nationally with the uMngeni Local Municipality recognised as one of KwaZulu-Natal’s best-run local governments. The municipality received the provincial certificate for Best Quality Municipal Transformation and Institutional Development Key Performance Area for 2025/26. Millar confirms that Howick is thriving with buyers able to secure better value for their investments than coastal and inland areas. Investment purchases are common in the myriad retirement communities for which the town is renowned with the market driven by national demand and semigration. Statistically, two-thirds of Hilton buyers annually are under 50 years of age, while the opposite is true for Howick. This unique demographic mix in a small geographic area is seldom found elsewhere nationally and increasingly families are finding space for multiple generations in close proximity to each other in the KZN Midlands. Semigration and strong local economic growth has witnessed businesses relocate to Hilton, Howick and further afield into the Natal Midlands in line with lower property rates and taxes and an efficiently operative municipality. Pietermaritzburg, as the provincial capital city, attracts government employees in middle-income neighbourhoods, while northern Pietermaritzburg offers more affluent business owners access to good amenities, schools and the benefit of green belt living. Millar believes the Pietermaritzburg, Hilton and Howick markets offer competitive rental property investments as demand outstrips supply. The Howick based “Ambers” developments incorporating several estates has seen many savvy buyers acquire units into which they only retire a decade later, benefitting from the good capital appreciation on offer as they reach retirement. Likewise, developments adjacent to Pietermaritzburg Golf course in Hayfields PMB and Victoria Country Club in Montrose are providing attractive investment opportunities. While new development space in the three towns is limited, Millar says there are still opportunities for buyers able to enter the property ladder in the R1.5mil to R2mil range. “Those wishing to exit more built-up areas and suburbia with the inevitable service delivery short comings experienced by many South Africans now have choices. Consequently, there has been a steady growth in property values in Hilton and Howick where development is undertaken with cognisance of the spatial development framework,” Millar said. This requires long-term town planning to ensure towns like Hilton do not lose their country village appeal and developments are approved once the infra structure can accommodate it. This is something that other small towns in South Africa experiencing growth can learn from. “Locally there is a recognition that densification will happen, but not at the expense of lifestyle. Town planning is critical and demands communication from council and residents”. www.tysonprop.co.za

Over the last two months, we’ve tackled Management and Systems. You’ve got a profitable business, a real team, and systems that work without you in the thick of it every day. Good work. But here’s the uncomfortable truth: you’re not done. Linear vs Exponential Growth You’ll work just as hard building a small business as you will building a large one. So you might as well scale. Most owners think about growth as a percentage. Ten percent this year, twenty percent next year. It’s additive. You work harder, refine marketing, squeeze more from what you’ve got. It’s steady but linear. Exponential growth is multiplication. Open a second location, and you’ve doubled revenue. Franchise your model, and you’ve created multiple businesses running in parallel. That’s not growing by thirty percent. That’s growing by a factor of two, three or more. The five disciplines we’re about to unpack separate a business that can scale exponentially from one that will always be linear. Your Business Exit You Will exit your business at some point. The question is when, and on whose terms. A Forced exit is when the business shuts down before you wanted it to. A Negative exit is when you walk away with nothing, or even worse, carrying debt. A Passive exit is when you hand it to family, the staff and/ or a general manager – it keeps running, but you haven’t created real wealth. A Financial exit is when you actually sell all, or part, of the business for real money. Most owners only think about exit when forced into it. Wrong timing. Wrong leverage. But here’s what separates owners who exit well: they plan for scale, intentionally. And scaling creates options. The Five Disciplines of Scale Discipline One: Strategy. A written vision statement your team can recite. Annual goals cascading into quarterly priorities. Monthly tracking so you know you’re on track. Without clarity on strategy, teams pull in different directions and growth becomes chaotic. A written vision statement your team can recite. Annual goals cascading into quarterly priorities. Monthly tracking so you know you’re on track. Without clarity on strategy, teams pull in different directions and growth becomes chaotic. Discipline Two: Business Development. You cannot scale by being the only rainmaker. You need a marketing machine and a documented, repeatable sales process. A pipeline that doesn’t depend on relationships only you own. Whether organic growth, acquisitions, or franchising, business development has to work without you as the bottleneck. Discipline Three: People. Fast growing businesses fail because they can’t hire and retain fast enough. You need a recruiting machine that attracts talent faster than you’re growing. Clear job descriptions. Competitive pay. A culture people want to join. Without this, you scale revenue but lose your team. Discipline Four: Execution. Systems and accountability so tight that missing a deadline is the exception, not the norm. Weekly meetings. Clear KPIs. Documented processes. Without execution discipline, growth creates chaos. Discipline Five: Mission. A higher purpose so clear that people know not just what to do, but why it matters. Mission attracts and keeps your best people through the hard seasons. The Three Growth Paths There are three ways to scale: Organic Growth (the control play – steady but capital-intensive), Acquisitions (the speed play – fast but risky), and Franchising (the leverage play – most scalable, but requires fully systemised operations). Why This Matters For Exit A buyer or franchisee is not purchasing your effort. They’re buying predictable, systems driven revenue that doesn’t depend on you. Weak strategy means no one’s clear on direction. Weak business development means you’re the only rainmaker. Weak people means turnover when you step back. Weak execution means chaos. Weak mission means no one’s staying for the journey. All of these destroy exit value. The Real Opportunity These five disciplines separate a business that scales from one that flatlines. And scaling determines whether your exit is Forced exit, Negative exit, Passive exit, or Financial exit. Next month, we’ll talk about what true Freedom looks like – how to know if you’re truly ready for it and how to optimise exit value (and price). For now, ask yourself: which of these five disciplines is weakest in your business right now? That’s where you start. And of course, reach out if you want an outsider’s perspective, or would like to look at your business through our lens. To your success. T: +27 (0)31 266 2258 E: mastery@actioncoach.com W: www.mastery.co.za

Invest Durban strengthened Durban and KwaZulu Natal’s position as a premier investment destination during its participation in The Africa Debate and associated Brand South Africa engagements held in London in June 2026. Representing the city on one of the continent’s most influential investment platforms, Russell Curtis delivered a compelling briefing that positioned Durban not only as South Africa’s leading port city, but also as a strategic gateway to African trade, investment and growth opportunities. The London engagement formed part of Brand South Africa’s international investment promotion programme under the theme, “Investing Where It Matters Most: Energy, Logistics, Digital Technologies, Infrastructure and Food Security.” Held under the theme “Redefining Partnership: Navigating a World in Transition,” The Africa Debate brought together more than 800 investors, policymakers and business leaders from around the world. Delegates included representatives from government agencies, commercial banks, private equity firms, sovereign wealth funds and leading companies operating across sectors such as energy, oil and gas, technology, infrastructure, mining, agriculture and logistics. The event provided a valuable platform for participants to engage with key stakeholders shaping Africa’s investment future, gain insight into emerging economic trends and explore opportunities for collaboration. It also facilitated the exchange of knowledge and experience among investors, policymakers and corporate executives committed to driving sustainable growth across the continent. Addressing this audience, Curtis outlined Durban’s evolving investment proposition with what he described as “absolute candour”, acknowledging both the challenges facing South Africa and the reforms underway to strengthen the country’s investment environment. “We know that long-term capital allocation requires risk-adjusted returns, regulatory predictability, and structural resilience,” Curtis told delegates. “That is why I frame South Africa’s journey tonight not as a collection of static challenges, but as a dynamic structural pivot.” His message reflected a broader narrative emerging from South Africa’s economic reform agenda: that historic constraints are increasingly being transformed into commercial opportunities through public-private partnerships, regulatory reform and infrastructure modernisation. Building on this theme of reform and collaboration, Curtis emphasised the growing alignment between national, provincial and municipal investment agencies. “National, provincial, and metro investment teams are now working in tighter coordination, ensuring that from your initial inquiry to local execution, your strategic priorities are met with seamless support,” he said. A key focus of the presentation was Durban’s strategic role in logistics and trade. Curtis pointed to recent developments at the Port of Durban as evidence of meaningful progress in modernising South Africa’s logistics infrastructure. He cited the landmark partnership between Transnet and International Container Terminal Services Inc. (ICTSI), which commenced in January 2026 and is expected to significantly increase capacity at Durban Container Terminal Pier 2. The investment is expected to increase the terminal’s annual handling capacity from two million to 2.8 million TEUs, reinforcing Durban’s position as the country’s primary container hub and a critical gateway for African trade. Improved port efficiencies, expanded freight capacity and growing collaboration between the public and private sectors are strengthening Durban’s role as a regional logistics powerhouse. While logistics remains a cornerstone of Durban’s economy, Curtis also highlighted significant opportunities across energy, digital infrastructure, property development, tourism and urban regeneration. He noted South Africa’s rapid progress in energy market reform, describing the country’s transition towards greater private sector participation as one of the most significant structural shifts in recent years. “We have shifted completely away from legacy narratives of power deficits,” Curtis said. “South Africa is undergoing a rapid, historic deregulation and structural transformation." He explained that the unbundling of the national electricity utility, together with expanded opportunities for private generation and wheeling arrangements, has created attractive investment opportunities in renewable energy and energy infrastructure. The digital economy also featured prominently. Curtis described South Africa as, “the undisputed digital capital of the African continent,” pointing to the country’s growing data centre capacity, subsea cable connectivity and expanding cloud infrastructure. For Durban specifically, he showcased major development opportunities including the city’s expanding waterfront precinct and several investment-ready property, tourism and infrastructure projects. These developments, he argued, are creating new opportunities for investors seeking long-term growth in emerging markets. Importantly, Curtis positioned Durban’s opportunities within the broader context of the African Continental Free Trade Area (AfCFTA), reinforcing South Africa’s role as a launchpad into continental markets. “An investment in South Africa is an institutional and operational launchpad to the entire continent,” he said. “Through AfCFTA, investors gain access to a market of more than 1.3 billion consumers, financial systems, established corporate governance structures and robust legal protections.” For Invest Durban, participation in the Africa Debate and related London engagements represented more than a promotional exercise. It reinforced Durban’s growing role as a globally connected investment destination actively engaging international investors, strategic partners and multinational businesses seeking opportunities across Africa. Curtis concluded with a call for practical collaboration and investment. “I invite you tonight to look directly at the underlying data, the legislative reforms, and the live pipeline of projects,” he said. “Engage directly with Invest Durban and Brand South Africa. Let us turn these discussions into bankable partnerships.” As global investors increasingly seek resilient, future-focused destinations, Durban’s message in London was clear: the city is positioning itself at the centre of South Africa’s economic renewal and Africa’s next phase of growth.

Businesses today manage complex operations while receiving vast amounts of data from operations, customers and suppliers, making it difficult to analyse information quickly. With Agentic AI, regular tasks can be automated and the AI system adjusts rapidly to new circumstances. By enabling faster data-driven actions, it reduces reliance on human input. This frees teams to focus on critical work and respond better to market shifts. Agentic AI refers to artificial intelligence systems that possess agency, meaning they can act autonomously to achieve goals or perform tasks without constant human intervention. These AI systems are capable of making decisions, planning and executing actions in dynamic environments, often adapting to new information or changes. Agentic AI is emerging as the next frontier in automation, addressing limitations in Robotic Process Automation (RPA) and unstructured data processing by enabling cognitive capabilities and dynamic decision-making for complex tasks. Agentic AI is designed to operate with a degree of independence, simulating aspects of human-like agency in problem-solving and decision making processes as well as enhancing task execution and reduction of errors. Over the past decade, Robotic Process Automation (RPA) has evolved from simple task based tools into sophisticated hyper-automation platforms. These platforms integrate various AI services to meet diverse cognitive demands for end-to-end automation. However, real-world applications often fall short, with automation covering only 30% to 40% of processes, mainly targeting rule-based tasks. This limitation stems from several factors namely lengthy and costly AI service implementation, dependence on training data and evolving business process steps. Agentic AI addresses these limitations by processing unstructured data and enabling dynamic decision-making. It can independently perform tasks, use tools and respond to feedback. Unlike GenAI, which offers insights, Agentic AI applies reasoning to achieve goals and execute actions, delivering measurable outcomes. Through cognitive automation, it strengthens business process optimisation and intelligent process automation. Agentic AI can significantly enhance business performance and competitiveness in the current environment. In the current fast paced and data rich business environment, Agentic AI enables organisations to be more agile, customer-centric and resilient. It supports strategic goals by augmenting human capabilities and automating decision-intensive processes through the following: ■ Improved decision making: Agentic AI can analyse vast amounts of data, identify patterns, and make informed decisions quickly ■ Automation of complex tasks: Agentic AI can handle complex, dynamic tasks that require judgment and adaptation ■ Personalisation at scale: It can autonomously tailor products, services, and communications to individual customer preferences and improving customer experience ■ Operational efficiency: By autonomously managing workflows, optimising resource allocation and predicting maintenance needs, Agentic AI reduces costs and increases productivity ■ Innovation enablement: Agentic AI can explore new business models, simulate scenarios and generate creative solutions, helping companiesinnovate faster and more effectively ■ Risk management: It can proactively identify and mitigate risks by continuously monitoring internal and external factors, enhancing compliance and security ■ Enhanced collaboration: Agentic AI can act as an intelligent assistant, facilitating collaboration across teams by managing information flow, scheduling, and decision support Building a Risk Framework for Agentic AI As organisations adopt Agentic AI, autonomous, real-time decision-making, the need for a robust risk management framework becomes vital. These systems respond dynamically to changing environments, making decisions and taking actions independently. While the potential is immense, so are the risks ranging from unpredictable behavior to ethical breaches and compliance failures. To manage these effectively, organisations must go beyond static safeguards and adopt dynamic oversight, continuous monitoring, and adaptive governance. A comprehensive AI Risk Framework embeds long term controls, enabling a culture of responsible AI use. It helps prevent unintended consequences, whether from system failures or human misuse and is crucial in regulated, data-sensitive sectors. Without this foundation, organisations risk not only operational disruption but also reputational and regulatory fallout. EY as a Foundation The EY Responsible AI framework helps organisations mitigate AI risks while complying with emerging regulations. Agentic AI is here, and it is moving fast. A robust, multi-layered framework is not just a protective measure, it is a strategic advantage. It is built on seven key domains to establish robust governance processes aligned with industry-leading standards of Responsible AI: ■ Governance ■ Model Design and Development ■ Model Security ■ Data Management ■ Identity and Access Management ■ Business Resiliency ■ Security Operations Email: www.ey.com/en_za

A national campaign is challenging 10,000 people to each contribute R500, with the aim of raising R5 million for leadership development in South Africa’s public schools A new national campaign, 10,000 Reasons to Believe in South Africa’s Future, is calling on people across the country to step forward to support leadership in South Africa’s public schools. The initiative is premised on the idea that decisive action by ordinary people, even in small numbers, can support school leadership. Strong, supported leaders enable schools to function more effectively, improve teaching and learning, and ultimately strengthen communities and the country. It comes at a time when school leaders across South Africa’s more than 24,000 public schools, serving over 12 million learners, are struggling to focus on their core leadership roles. In June, the Governing Body Foundation’s (GBF) National Survey Report (2026) exposed the scale of the strain on school leadership, showing that nearly 60% of public school principals say administrative overload is now pushing them to consider leaving the profession altogether. The report also found that 84% of principals are forced to complete administrative work after hours, while more than 70% say compliance demands are actively eroding their ability to lead schools effectively. These include focusing on teaching quality, staff development and school improvement. A sudden exodus of school principals would have severe consequences for the education system, stripping it of experienced leadership, undermining school stability and adding further strain to already overburdened schools. The campaign was conceptualised by Citizen Leader Lab, a South African non-profit organisation, in response to mounting evidence of pressure on school leadership. The organisation develops leadership capacity by supporting public school through partnerships with experienced private sector leaders. Since 2010, Citizen Leader Lab has facilitated over 2,000 of these public-private partnerships and reached over 2,000 schools across South Africa, operating in both urban and rural regions. Public participation South Africa is home to more than 63 million people. The campaign therefore asks just 0.016% of the population to take part. That’s fewer people than the workforce of many large corporations — and even fewer than a sold-out soccer stadium crowd at the Soweto Derby or a World Cup match. Funds raised will go toward supporting school leaders in under-resourced areas through an internationally recognised, award-winning leadership development methodology offered by Citizen Leader Lab. ‘’After 16 years of working with leaders in South Africa’s public institutions, we know that that society expects a great deal from our school leaders, but we commit far less to developing them. What would change if we reversed that equation?” said Dorcas Dube, Marketing and Communications for Citizen Leader Lab “It’s not about a single organisation, or a single donor, solving a problem. It’s about making people aware that that they don’t need a title or special status to be part of supporting the leadership that keeps our schools functioning, communities thriving and South Africa moving forward. “We see every day how much pressure school leaders are under, but we also see what changes when they are supported. This campaign is about making that support something realistic and doable,” Dube added. The campaign is now open and will run across Citizen Leader Lab’s digital platforms. Individuals who contribute will be recognised by name on a donor wall curated by Citizen Leader Lab and will become part of The Citizen Circle, an expanding community of South Africans actively backing school leadership in public schools. Be one of the 10,000. Join The Citizen Circle: https://citizenleaderlab.org/the-citizen-circle/ Dorcas Dube About Citizen Leader Lab Citizen Leader Lab is a South African non-profit organisation focused on developing ethical, practical leadership across education and other public sectors. Through long-term partnerships and collaborative learning, Citizen Leader Lab works with leaders in complex and resource-constrained environments to strengthen systems and support sustained change.

EThekwini Municipality, in partnership with the eThekwini Sport Confederation, proudly honoured the City’s sporting excellence at the inaugural eThekwini Recognition Sports Awards. The ceremony, held at the Inkosi Albert Luthuli International Convention Centre, celebrated the remarkable achievements of athletes, coaches, administrators, technical officials, volunteers and sporting organisations whose contributions continue to strengthen and grow sport across the Municipality. The awards recognised individuals and organisations whose dedication, leadership and excellence have made a significant contribution to the development of sport at both grassroots and elite levels. Community-nominated sporting heroes who have made a lasting impact within their respective sporting codes were also honoured. Speaking at the ceremony, Chairperson of the Community Services Committee, Councillor Zama Sokhabase, congratulated all nominees and winners, describing them as ambassadors of sporting excellence and role models for future generations. The winners were: ■ Recreation Innovation Award: Sathasivan Govender ■ Emerging Sport Accelerator Award: Nkosinathi Ngubane ■ Adaptive Sport Excellence Award: Sabelo Ngema ■ Rising Sport Star Award: Luyanda Gumede ■ Development Coach of the Year Award: Mfanafuthi Ntombela ■ Community Sport Hero Award: Ntethelelo Ngcobo ■ Youth Excellence in Development Award: Teme Aureliah Govender ■ District Sport Excellence Award: District 1 ■ Technical Excellence Champion Award: Mandla Mkhize A highlight of the evening was the presentation of the Mayoral Special Awards, recognising individuals whose exceptional contribution to sport has left a lasting legacy and continues to inspire athletes and communities across eThekwini. The Mayoral Special Awards were received by Manqoba Mkhize, Joseph Kunene and EasyIn Young Swimming Development. EThekwini Municipality remains committed to investing in sport development programmes, nurturing local talent and creating opportunities that strengthen Durban’s position as South Africa’s premier sporting destination.

Nhlanhla Litabe is the founder and chief executive officer of Your Pass to Travel, a company that has become a trusted name in travel management since its establishment in 2021. Nhlanhla, a travel professional with 15 years in the industry, has had the personal experience of visiting more than 66 countries. She has also joined the rare 5% of travellers who have completed an “Around the World Ticket” experience. Consequently, she embodies the company’s philosophy, “Once in a lifetime, find a new adventure. Access the world before you can’t see it anymore.” “Your Pass to Travel is a management company that assists clients to access the world, whether domestically or internationally,” she explained. “We deal with flights, hotels, guided tours, and I also specialise in cruising. Anything travel related – that’s what we do.” Nhlanhla reflected on where her passion for travel began. She recalled, “When I was still in the banking industry, I would walk through shopping centres with my family and find myself drawn to travel agencies. I would go in just to do research because something about the industry fascinated me.” She explained that her inspiration did not come from a single person but rather from her upbringing. “From an early age, my family exposed us to travelling and encouraged us to step out of our comfort zones. That’s where my love for travel and nature truly began,” she said. “I’m a Sagittarian, and we’re known for our adventurous spirit. I think that sense of adventure has always been part of who I am.” Her entrepreneurial journey began at the height of the Covid-19 pandemic. Having previously worked for a travel management company, she had already gained valuable industry experience. When retrenchments struck during the lockdown, she seized the opportunity to follow her dream. “I just took the decision to go for it – to chase my dreams. Here I am today, and I’ve never looked back,” she said. “I’m very passionate about travel. I live it and breathe it. The first question my clients ask when they get hold of me is ‘are you in the country?’,” she says with a laugh. Doing Things Differently From the outset, Nhlanhla wanted Your Pass to Travel to stand apart from traditional travel agencies. “My dream has always been to incorporate everything travel-related and make it a seamless process for clients,” she said. “We want to make it easy – you choose what you want, you pay, and you just pack.” Unlike many companies that outsource visa and documentation services, her company manages every step internally. This hands-on approach has become a hallmark of the brand. “We are the experts, not you,” she said with a smile. “And we want to make travel easy and accessible to everyone, regardless of budget.” Nhlanhla believes that authenticity is essential in the travel industry. “There’s a difference between a travel agent and a travelling agent,” she explained. “A travel agent sits in an office. A travelling agent actually goes out there, experiences destinations, and advises clients from real-life knowledge.” To bridge this gap, she ensures that her consultants travel regularly. “We invest a lot in our consultants by funding their travel experiences so they can share genuine insights with clients,” she said. “One of our employees has been to five countries since joining the company three years ago. That’s how we make sure we live and breathe what we sell.” In terms of succession plans, Nhlanhla boasts how hands on her daughter, Keratilwe Thandolwethu Litabe, has become in the business as she has been to over 23 countries and counting. “I am shaping her for the future and she’s looking forward to studying for a degree in Business Administration so she can run this family business and grow it to greater heights.” Overcoming Challenges Starting the business was not without obstacles. Initially designed as a home-based and mobile service, Nhlanhla was persuaded to rent office space, which proved costly. “We lost a lot of money because it wasn’t profitable for us,” she admitted. “But in business, you take risks, you learn, and you grow.” Finding the right people for her agency has also been challenging. “You can’t clone yourself,” she said. “You can only train and mould people and hope they stay. But with the right tools and strategies we’re getting there, slowly we keep on growing.” One of Nhlanhla’s ambitions is to establish a travel academy for young people passionate about tourism. “We want to train students, especially from high schools and universities and prepare them for the real world,” she said. “Even if they don’t stay with us, as we have limited space for new employees, they’ll be equipped to walk into any job.” She also wants to increase focus on domestic tourism. “There’s so much beauty in South Africa and so much potential. We want to showcase our country and show the world how it should be done,” she said. Nhlanhla’s dedication has not gone unnoticed. She was a top consultant several times in her previous company and was recognised as a top seller in southern Africa by an international tour company. Under her leadership, Your Pass to Travel was the first runner-up at the 2024 Durban Tourism Awards in the Emerging Entrepreneur category and was named as a finalist as well as listed among the Top 20 Brands at the KZN Top Business Awards 2025. In the future, Nhlanhla aims to be among the top five brands in the travel business in South Africa Words Of Advice Running an international travel business leaves little room for rest. “I am a very busy lady. If you catch me, grab me with both hands because I’m always out of the country,” she laughed. “It’s hard to find balance, but my family has been a pillar of strength.” She credits her siblings and her live-in helper for helping her manage family life. “Recently, I’ve tried to switch off when something isn’t urgent,” she shared. “I’ve learned to prioritise family time. And I’m happy to say I’ve found a partner – life feels normal.” Nhlanhla encourages aspiring entrepreneurs to stay true to themselves. “Don’t compromise your values or sell your soul,” she advised. “Run your race at your own pace and believe your dreams are valid, even if there’s just a one per cent chance of success.” She concluded with a Zulu saying close to her heart: “Hamba ngamandla akho Gideon, ungaboleki izinto zabantu,” which she translated as, “Run with the power vested in you. Don’t borrow from others, because nothing comes for free." E: info@yourpasstotravel.co.za W: www.yourpasstotravel.co.za

PRESS RELEASE Africa’s greatest horse racing and social event, the Hollywoodbets Durban July, is edging closer to delivering R1 billion to the eThekwini economy this year, capping a remarkable turnaround story for an industry that was on the brink of collapse just a few years ago. The iconic event, which boasts a R10 million prize pool and showcases 18 of the country’s finest thoroughbreds, is expected to attract more than 45,000 spectators from across South Africa. Last year’s event generated an estimated socio-economic impact of R840 million, up significantly from R690 million in 2024. Devin Heffer, brand and communications manager for Hollywoodbets According to Hollywood Sportsbook Group’s (Hollywoodbets) brand and communications manager Devin Heffer, the race’s success mirrors the wider recovery of South African horse racing - a return to health in which Hollywoodbets has played a significant part. “In 2019, Hollywoodbets came on board to assist KwaZulu-Natal (KZN) race operator Gold Circle which was experiencing financial difficulties. In general, horse racing was already declining in the wake of issues surrounding the Steinhoff and Marcus Jooste debacle in 2017/8. Then, in 2020, Covid was the final nail in the coffin and almost ended racing completely. It had been decimated financially and economically with the withdrawal of investments. Horses could not run and there was a huge decline in the horse population because owners could not afford covering fees and breeders could not continue to breed,” Heffer explains. Hollywoodbets started out as naming rights sponsor of both the Greyville and Scottsville racecourses before taking over title sponsorship of the race now known as the Hollywoodbets Durban July in 2022. Hollywoodbets went on to provide emergency financial support to Gold Circle as the industry fought for survival. The challenges were not confined to KwaZulu-Natal. By 2022, the racing operator in the Western Cape was facing similar financial difficulties, and faced imminent liquidation, or at best, business rescue. Hollywoodbets embarked on a rescue mission, injecting critical loan funding until all the required approvals were achieved. On 1 December 2023, Hollywoodbets took full ownership of Cape Racing. “We were operating in the Western Cape with Cape Racing as the conduit. It took two years before ownership eventually went through. Yet, it did really well, huge investments in infrastructure and renovations saw a lot of owners return to the game. At the same time, we were still assisting Gold Circle,” Heffer continues. On 1 May 2025, the Hollywood Group officially acquired Gold Circle. Just weeks later, Race Coast was established to unite racing operations in KwaZulu-Natal and the Western Cape under a single banner. The scale of investment since then has been substantial, closing in on R1 billion, with further substantial capital expenditure committed. “This has been directed towards infrastructure at the Hollywoodbets Greyville, Scottsville, Kenilworth and Durbanville racecourses as well as major training centres at Milnerton (Cape Town), and Summerveld, just outside Durban. The South African Jockey Academy, the school that develops future jockeys, has also undergone major development and investment,” Heffer added. At the home of the Hollywoodbets Durban July, investment has included upgrades to buildings and equipment, the rejuvenation of the Polytrack and a multi-million-rand, world-class lighting upgrade. The economic impact certainly extended beyond the racetrack benefiting suppliers, construction companies and the civil work force. The Group has also ventured into breeding and ownership. The pandemic and an outbreak of African horse sickness which curtailed exports had reduced demand for horses. Hollywood Racing has built up its racing stable to 275 thoroughbreds to support the industry and stimulate growth. To strengthen South Africa’s breeding stock, 21 horses have been imported from Australia, New Zealand and Argentina, with further arrivals due later this year. The capital investment in infrastructure and in racehorses has been a loud declaration that the rescue mission is real and that horse racing has a sustainable future. Increased ownership creates opportunities for trainers, grooms and jockeys. Through the Race Coast Incentive Scheme, Hollywoodbets and Race Coast have invested heavily in rewarding owners, trainers and jockeys for racing in the KwaZulu-Natal and Western Cape regions. Millions have been paid in owner incentives, encouraging continued investment in racehorses and helping to grow and sustain horse populations in training. Since August 2024 in the Western Cape and January 2025 in KwaZulu-Natal, R11 million has been paid in trainer incentives and R3,5 million to jockeys. The grooms, who play a vital role in the day care and well-being of these horses, have received more than R8,5 million in incentives since the end of 2019. For Heffer, the strongest evidence of the sport’s revival can be seen in the growth of its flagship event. “Just judging by the huge growth in the Hollywoodbets Durban July and the sponsorship and economic impact of that event between 2024 and 2025 plus the payment of R50 million in taxes which is huge for a single day event, this sport has moved from recovery to growth,” he says. Yet despite the impressive economic figures, Heffer says the motivation behind the investment goes beyond financial returns. The primary objective has been safeguarding jobs in an industry that remains a critical employer in both KwaZulu-Natal and the Western Cape where the buyouts saved 15,000 jobs. Horse racing supports more than 60,000 jobs across South Africa, including jockeys, trainers, grooms and farm workers, and related services, while sustaining an estimated 300,000 dependents. As the 2026 Hollywoodbets Durban July approaches, the event stands as a symbol of one of South Africa’s most remarkable recovery stories – a journey from near collapse to renewed growth, investment and confidence. Ends *Editors Notes – Phumelela, who managed Highveld and Eastern Cape Racing, entered business rescue. Mary Slack (nee Oppenheimer) saved the operations and formed 4Racing. The Hollywoodbets Durban July 2025 winner, The Real Prince, ridden by jockey Craig Zackey (photo credit: Candiese Lenferna)

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