I have two simple rules that guide not only my safaris but much of my life. First, I do not do business with people who are willing to cut corners when it comes to the safety, comfort, and well-being of myself, my family, and my friends. Second, I do not knowingly spend my hard-earned money with businesses that have ties to Communist China.
Unfortunately, by booking a hunt with Zingela-Limpopo Safaris, I ended up violating both of these principles.
Before describing what happened, I want to recognize the camp staff. The cooks, cleaners, trackers, skinners, the interns, and the Professional Hunters were hardworking, friendly people who consistently did their best throughout our stay. They were not the problem. My concerns center on the local General Manager (a man I will call "D"), whose attitude toward paying guests was, in my experience, the opposite of what one would expect from a professional safari operation.
When I arrived at O.R. Tambo International Airport after my overnight flight from Frankfurt, I received a text from D that simply read, "I am at Yolo Coffee." After searching for the coffee shop, I found an unshaven, unkempt middle-aged man leaning against a wall with his hands in his pockets. There was no Zingela welcome sign, no attempt to find me, and no greeting. I introduced myself, but instead of the usual pleasantries he immediately wanted to get on the road. An absent welcome sign may seem a trivial detail, but it signals a lot to visiting clients--especially after many hours of international travel. And in this case it was an omen for our week at Zingela.
About an hour into the five-and-a-half-hour drive to camp in the cramped pick-up truck, I asked if we could stop for food and a restroom break after the overnight flight. D resisted, saying he wanted to get back to camp as quickly as possible. I wasn't sure what the rush was as this was our trip not his. But only after I asked again—and my friends chimed in—did D reluctantly agreed to stop at a Wimpy restaurant. After all of us--to include D--finished our modest meals, the bill arrived. D looked at the three of us and asked who was paying. Considering we had already paid substantial daily rates and buffalo packages, I found this surprising. D eventually paid with what appeared to be a company credit card, but his reluctance created an awkward atmosphere that further set the tone for the week and reinforced my already negative first impression of him from our airport "greeting".
This hunt had been over a year in the planning. Two close friends traveled from the United States to celebrate my birthday and I flew in from Germany. It was the first time in years the three of us had been together and for one friend it was his very first trip to Africa. It was important to me as the organizer that the trip went well for all concerned. So during the planning process with Zingela management I specifically confirmed, in writing, that the three of us would have exclusive use of their tented camp. Zingela assured me it was their "policy" never to mix hunting groups.
Imagine my surprise when we arrived and found another American hunter and his own South African PH already in camp. When I later reminded management of their written assurance about not ever mixing groups, their response was simply, "Sorry, we thought you wouldn't mind."
It soon became clear that D was not merely our driver—he was Zingela's General Manager. I also learned that the 40,000+-acre property is owned by a wealthy, Hong Kong-based family and managed through a trust and Board of Directors outside of South Africa. D was their front man on the ground and he had replaced the previous General Manager who apparently departed under hasty circumstances.
The Hong Kong owners reportedly have no interest in hunting. However, they seem to want the profits from hunting and the operation appeared to be managed with that overriding objective: maximizing revenue. Looking back, adding another hunting party, despite promising us exclusive use of camp, seemed entirely consistent with that approach. It was clear that as long as D ensures the $$$ to his bosses in China, he keeps his fancy title and continues to live in the General Manager's house on the property.
Other aspects of the operation reinforced this impression. Meals consisted almost entirely of frozen impala meat in different forms, sausages, and grilled chicken breasts with lots and lots of fillers for sides; pasta, potatoes, and bread (lots of bread). Despite members of our group harvesting game during the week, none of these animals were ever served to us. Even the "pizza" we were served had no resemblance to actual pizza or to the photos of pizza night that we had been shown as representative of the camp cuisine. The culinary realty was very different than what was advertised and the quality of food noticeably declined as the week progressed. We were served chicken livers and fried impala (again) as our final dinner. This wasn't necessarily the fault of the camp Chef, but of D who gave the provisions to the Chef and who set the weekly menu. Zingela's camp vehicles were dirty, poorly maintained, and lacked even basic conveniences such as rifle racks. One truck even had a window that no longer functioned. However D's personal company vehicle (not to be confused with the vehicle he used for the airport transfers) was equipped with all the bells and whistles.
During one of my friend's Cape buffalo hunts, the PH backing him up experienced a malfunction when a cartridge came apart after jamming in the action of his rifle. We were later told the ammunition consisted of handloads purchased through a friend rather than factory ammunition. Factory ammunition was never issued. Whether or not handloads are appropriate for dangerous game is a decision every hunter must make. Personally, I believe factory ammunition should be standard equipment for any Cape buffalo hunt--especially when being charged $220 a box. The rental rifles were no better; one being an old Brno .375 equipped with a cheap Tasco scope and the other a .375 of unknown make with an equally unknown make optic.
D's attitude toward guests also left much to be desired. Most questions were answered with mumbled responses before D returned his attention to his smartphone. On one occasion, D actually confided to one of my friends a pointed criticism of the other American client's shooting ability (and apparent poor judgement) after that hunter had wounded a buffalo with his .577 double. As my friend remarked to us afterward, if D was willing to criticize another client behind his back, what was he saying about us?
Another oddity involved evenings around the campfire. Most would agree that this is one of the highlights of the safari experience. After the first couple of awkward evenings we eventually learned that D required the PHs to remain with guests for as long as guests stayed at the fire pit. While some hunters may appreciate that arrangement, our group had traveled halfway around the world largely to spend time together after years apart. Once we understood this very odd policy, we simply retired to our tents each evening so we could catch up and have some drinks amongst ourselves. I'm past the age that I need a social chaperone and I certainly do not want a PH to be required to socialize with me.
Taken individually, many of these issues might have been overlooked. Viewed collectively, however, they painted a consistent picture of an operation that, in my opinion, prioritized revenue over hospitality, communication, and, at least once, safety.
I recognize that others have had positive experiences at Zingela, to include a German friend who enthusiastically recommended Zingela to me. I can only report what occurred during our hunt with them. D is not suited for the position he finds himself in as the General Manager and definitely should not be in a customer facing role of any kind. As the General Manager he set the tone from the moment we arrived and it was not a pleasant nor welcoming one. For the duration of our visit the staff, to include the PH's, deferred to D on every decision no matter how trivial and as a result no one ever seemed at ease (or happy) and this had a direct impact on us as the guests.
This is not what I expected from a professional safari outfitter, and it is not an experience I can recommend to others. Prospective clients should also understand the ownership structure before deciding where to spend their money. Zingela is owned by interests based in Hong Kong, and a portion of the revenue generated by the operation definitely does NOT remain in South Africa but instead ultimately flows to the actual owners in China. Knowing this before hand would have changed my decision to come here. I would also caution anyone to double check and even triple confirm--in writing--anything that is agreed to with Zingela-Limpopo Safaris management before sending them your deposit.
). My PH has to get up very early to get everything lined out for the hunt, especially if a lot of travel is involved. He should hit the sack as soon as he can. I don't drink much if at all (usually the latter) so no need for anyone to chase my drinks for me. I know where the fridge is with ginger ale and beer. I leave instructions that sheets are not to be changed until after I leave. Water is sometimes at a premium there, I know that. Don't need to waste it on sheets that aren't dirty. My showers are also very quick for same reason. I even make the bed before leaving in the morning. Why not? It's what I do at home. Don't want the help thinking I was born in a barn. But boy, if that housecleaning gal doesn't restock the candy dish in my room, I'll give her hell. 
