Brett Tungay, FEDHASA National Chairperson, commended the Minister for prioritising the modernisation of South Africa’s visa and border control systems: “The introduction of the ETA is a bold and visionary step that will transform how international visitors experience South Africa from the very first moment they engage with our country. By removing outdated paper-based processes and replacing them with a fast, digital, traveller-friendly platform, Minister Schreiber is dismantling one of the biggest barriers to inbound tourism growth. This will undoubtedly help attract more visitors, create much-needed jobs, and buoy our economy.”

The ETA system leverages advanced machine learning and biometrics to digitalise visa applications, enabling real-time approvals and reducing processing delays. It integrates with the upgraded Electronic Movement Control System (EMCS 2.0), which will employ facial recognition at ports of entry such as OR Tambo and Cape Town International Airports, ensuring smoother, more secure arrivals.

FEDHASA believes the rollout of the ETA, beginning with G20 delegates and then expanding to tourists from China, India, Indonesia, and Mexico before being scaled globally, is a breakthrough that positions South Africa as a competitive and welcoming destination.

“Countries that make it easy to visit are the ones that win in global tourism,” Tungay added. “With the ETA, South Africa is sending a clear signal to the world that we are open, modernising, and ready to welcome more travellers. Tourism is one of the fastest routes to job creation, and this initiative will help unlock that potential.”

The ETA builds on the success of the Trusted Tour Operator Scheme (TTOS), which has already delivered more than 35,000 additional tourists from China and India in just seven months. FEDHASA is confident that the ETA will significantly accelerate these gains, especially ahead of 2026.

FEDHASA commends Minister Schreiber and the Department of Home Affairs for recognising the pivotal role tourism plays in economic growth, and for ensuring that the sector has the digital tools it needs to thrive in an increasingly competitive global market.

Rachel is an accomplished executive with more than 15 years of leadership experience across tourism, conservation, ESG strategy, and institutional governance. She holds a BSc in Environmental Science and an MBA from the Gordon Institute of Business Science, along with certifications in human resources and sustainability. She also served as Chairperson of the Sabie Game Reserve, where she led the implementation of cross-reserve conservation frameworks, wildlife management protocols, and community benefit schemes.

In addition, she has held positions on the boards of South African Tourism (Audit and Risk Committee; HR & Remuneration Committee), Prescient Investment Management, SATSA (Vice Chairperson and Chair of the Responsible Tourism Committee), and several other conservation and investment organisations.

The newly appointed SANParks Board members are:

• Chief Livhuwani Matsila (reappointment)
• Ms Hulisani Mushiane (reappointment)
• Ms Beryl Ferguson (Interim Board Chair)
• Dr Sibongile Lynette Masuku
• Mr Mokgema Mongane
• Adv Catherine Warburton
• Mr Thomas Ignatius Bouwer
• Mr Raymond Maboe
• Mr Ashley Latchu
• Ms Goitsemang Mathebula

Welcoming the appointment, SATSA CEO David Frost said: “Rachel’s appointment to the SANParks Board is a fitting recognition of her expertise and deep commitment to both tourism and conservation. Her experience will be invaluable in advancing SANParks’ Vision 2040 strategy, and we are incredibly proud of her. We are confident that Rachel will make a significant and lasting contribution.”

Tourism and conservation increasingly go hand in hand in driving inclusive growth. SATSA congratulates the new SANParks Board, which is well positioned to expand tourism’s reach, deliver lasting benefits to communities, and safeguard South Africa’s protected areas for generations to come.

But here’s what makes South Africa’s story different: the same women driving demand are also the ones building the industry to meet it. From the boardrooms of SATSA to the trails of the Drakensberg, women are simultaneously the customers and the creators of South Africa’s adventure tourism revolution, setting the safety standards, and redefining what adventure means in the first place.

The female adventure travel boom

Nearly 40% of women have planned solo trips for 2025 – an 8% jump from last year, according to Skift. Behind these numbers is growing confidence in safety and a hunger for meaningful experiences, alongside a noticeable shift toward multigenerational and boutique travel.

As Stacey van Wyk of Safari for Six (a 100% locally women-owned and operated safari company in St Lucia) notes:

“One of the most striking changes since the pandemic has been the move from couple travel to multi-generational experiences. Women are now more often bringing their children and even parents along, seeking to share transformative safari and adventure moments with those closest to them.” Family, friendship, and connection are taking centre stage.

But what attracts women to South Africa’s adventure scene? Above all: authenticity and empowerment. Today’s female travellers are searching for journeys that feel safe and meaningful. Their confidence is bolstered by improved safety standards, professional guiding, and the knowledge that women are increasingly leading at every level of the industry.

Through organisations like SATSA, the Voice of Inbound Tourism, women are setting new industry standards and expanding what “adventure” means in South Africa.

“Women are making adventure travel more inclusive, community-based, and mindful of impact,” says Hannelie du Toit, COO of SATSA and Adventure Chapter Committee Member. Female-run businesses across the country are implementing rigorous safety protocols and building transparent, trust-based relationships with travellers.

According to du Toit, women hold three out of nine seats on SATSA’s Adventure Chapter Committee, actively crafting codes of good conduct that set the tone for the industry. And innovation definitely doesn’t end with paperwork. Responding to the market’s call for safety and credibility, SATSA has rolled out a free, comprehensive self-assessment toolkit for operators. Du Toit stresses, “safety is not just a tick-box exercise; it’s part of how we build trust with travellers and expand market access.”

Meanwhile, the business models reflect a deeper understanding of inclusivity and respect.

“As a woman running a boutique safari company, I’ve always believed that women don’t want to be singled out. They simply want the same level of respect and attention to detail as anyone else,” explains van Wyk. Small group sizes, immediate responsiveness (like direct WhatsApp support), and a culture of care have become distinguishing hallmarks for the best operators.

Digital connectivity has also greatly enhanced the climate of support and inclusion. As van Wyk observes, “Today, tools like WhatsApp and social media mean women have instant access to updates and assistance wherever they are.” This connectivity has fundamentally changed the experience of adventure travel, broadening horizons for those who might have once felt excluded or exposed.

However, not everyone agrees that the trend needs a gendered lens. Lisa Sheard, owner of Mpumalanga’s Misty Mountain and the Panorama Route’s well-known Long Tom Toboggan, challenges the narrative of adventure as a gendered pursuit:

“Adventure travel is about being adventurous. Gender doesn’t come into it. You are your own keeper in adventure. You will know what you want to and don’t want to do, what feels comfortable and fun for you.”

For Lisa, framing adventure travel primarily around women may be more industry-driven than reality-based and risks diminishing the autonomy that is core to any adventure, regardless of gender.

This diversity of perspectives reveals a sector where women are confidently determining what adventure feels like for everyone: safer, more open, and more authentic.

Emerging and shifting barriers

Women’s leadership is especially evident amongst a new generation of founders and emerging operators forging their paths across South Africa’s legendary landscapes.

For Innocentia Mbuyane, the journey to opening Hazyview’s Extreme Adventure Camp began with a passion for the outdoors and a clear sense that adventure should be accessible to all. “There are so many opportunities out there for women – we just lack information and mentorship,” she notes, highlighting both the promise and persistent gaps women often face.

Mentorship and access to support remain crucial. “I was a SATSA Tourism Business Incubatee and received mentorship from the programme managers, Sigma International, financial coaching, and a grant from Europcar. This assistance was pivotal,” Mbuyane says.

Yet, obstacles are real. Exposure on the international stage comes at a steep price. “Access to market is still a challenge because some of the exhibitions are too costly, like the international trade shows and roadshows. As for the local exhibitions, I do manage to attend them.”

Thankfully, industry bodies like SATSA are intentionally building support ecosystems for emerging female entrepreneurs by offering business coaching and platforms like Tourism LinkUp to encourage connections and improve market access.

As more women build visible, thriving businesses, their influence ripples outward. For Mbuyane and others blazing new trails, the goal is to see more women step into the sector and contribute to the growth and diversification of South African tourism.

The road ahead: Barriers, solutions, and aspirations

Despite progress, funding gaps, limited access to networks, and outdated stereotypes still hold too many back. But women in South African adventure tourism refuse to wait for permission. Instead, they’re choosing to support each other and push boundaries every day.

Their advice? Invest in professionalism, build your networks, and don’t hesitate to ask for help. The future lies in breaking down barriers and building up opportunity – and the future is bright. Because women are no longer part of the journey; they’re leading the way.

A History of Support and Good Faith

From the outset, SATSA has been supportive of the Minister when she assumed office, and of Nombulelo Guliwe when she was appointed CEO of South African Tourism. We saw these milestones as an opportunity to reset and strengthen the foundations of the sector. We embraced the chance for constructive collaboration, with optimism that a genuine partnership built on trust, accountability, and shared vision could unlock growth for tourism and deliver lasting benefits to South Africa. Our stance was never oppositional; it was grounded in good faith, professionalism, and a clear commitment to serve the industry and the country.

To understand the seriousness of the current situation, it is important to reflect on the history of the Boards that have served under the Minister’s tenure, and the path that has led us here.

Timeline of South African Tourism Board Appointments (2023–2025)

• 7 March 2023: Patricia de Lille appointed Minister of Tourism.
• April 2023: Mass resignation of eight Board members, including the Chairperson, left the Board inquorate. On 21 April, the Minister dissolved the Board by notice in the Government Gazette and appointed three interim members: Ms Kholeka Zama (who was reappointed in the new interim structure of 22 August 2025), Mr Tim Harris, and Mr Vincent Zwelibanzi Mntambo.
• 28 February 2024: Cabinet approved the appointment of a new 10-member Board, as well as the appointment of Ms Guliwe as CEO for a five-year term. These appointments were subsequently Gazetted.
• 3–9 September 2024: The Minister raised concerns about Board meeting costs and removed the Chairperson and Deputy Chairperson from their roles.
• September 2024: At this time, SATSA CEO David Frost recommended Oupa Pilane for the role of Chairperson, noting his extensive experience chairing the SATSA Board and previously the Kruger Lowveld Tourism Board. Despite these credentials, the Minister appointed Prof Gregory Davids as Chairperson, an academic with no substantive board or tourism industry experience. No Deputy Chair was appointed.
• 27 September 2024: A new Board was constituted. This was not an inherited Board but one of the Minister’s own choosing.
• April 2025: An independent forensic report was tabled, undertaken on the instruction of the previous Board, following the Auditor-General’s findings in 2024. Acting within its 90-day timeframe, as per labour law guidelines, the now dissolved Board considered this report, which directly implicated the CEO in alleged irregular spending.
• 17 July 2025: Following several failed interventions with the Chairperson, and after raising this matter as a concern with the Minister (with no response), the Board passed a Vote of No Confidence against the Chairperson, Prof Gregory Davids, and unanimously voted for his resignation. The Minister failed to appoint either a new Chairperson or an Acting Chairperson despite being asked to do so by the Board. It is important to note that the interim Board appointed this past week (22 August 2025) includes both a Chairperson and a Deputy Chair.
• 13 August 2025: The Board ultimately took the difficult but necessary step of suspending the CEO, based on the independent forensic report findings and allegations of unfair labour practices.
• 19 August 2025: Rather than support the Board’s lawful and justifiable actions, the Minister dissolved it, citing an alleged meeting on 1 August, a claim the Board categorically denied. Unlike the 2023 dissolution, this decision has not been Gazetted, raising further concerns about due process.

The Board’s Fiduciary Duties

Despite repeated obstacles, the Board carried out its fiduciary responsibilities with diligence and integrity. It acted transparently and kept the Minister informed.

It is our clear legal interpretation that a Board can continue to perform its fiduciary duties provided there is a quorum, regardless of whether a Chair is in place. Acting within this mandate, the Board pursued the appropriate course of action.

Rather than support these steps towards accountability, the Minister dissolved the Board on a baseless and spurious technicality, citing the alleged 1 August meeting. She has since attempted to portray the Board as acting in a destabilising manner, which is implausible.

Good Governance

The Minister’s actions reveal a deeply troubling and sustained pattern of ministerial overreach, interference, and inconsistency. By refusing to appoint a Deputy Chair (which she is mandated to do under the Tourism Act), she deliberately weakened the Board’s governance capacity and undermined its ability to carry out fiduciary duties. By dissolving the Board without Gazetting the decision, she not only sidestepped due process but also acted outside the bounds of established legal and governance frameworks.

By blocking South African Tourism from participating in international trade shows until a return-on-investment study is completed, a task that properly falls within the mandate of the Board and its executives and not the Minister, she has jeopardised South Africa’s credibility, competitiveness, and standing in the global market. Such actions are not merely procedural lapses; they represent a direct threat to good governance and to the economic prospects of the tourism sector. An example of how this is already playing out is South Africa’s absence from the International Golf Travel Market this October. It sends a damaging signal to global buyers that South Africa is closed for business in a lucrative niche where competitors such as Portugal, Spain, Turkey, and Mauritius are aggressively building market share.

Our Position

SATSA stands firmly behind the dissolved Board members, our colleagues, peers, and industry leaders, who acted with competence, integrity, and a genuine commitment to South Africa. These are individuals of the highest calibre, motivated not by politics or malice but by service to our industry and country.

We urge the Minister to reverse her decision, to desist from political interference, and to restore stability by allowing the Board and executives of South African Tourism to carry out their responsibilities. We fully support the Board’s right to pursue legal recourse and believe this step is justified and necessary.

Conclusion

Taking this stance is not easy. Yet SATSA has always stood for truth and accountability, as we did in past battles on the red list, unabridged birth certificates, and visa regulations.

This crisis is not of the Board’s making, nor of TBCSA’s, nor of SATSA’s. It rests squarely with the Minister’s actions. The perception is that in choosing to protect one individual at the expense of governance and trust, she risks doing irreparable damage to the very fabric of our sector.

SATSA remains resolute in its commitment to transparency, accountability, and the protection of South African tourism. We stand behind the Board, our people, until this matter is resolved.

This milestone reflects not just the continuation of a programme, but a celebration of its intentional impact on lives, businesses, and communities. To date, the programme has supported 47 tourism-focused SMMEs across South Africa, providing them with hands-on, tailored business development support and facilitating meaningful access to the hospitality sector’s procurement value chain.

“As we reflect on this journey, we are not merely ticking compliance boxes – we are acknowledging the journey of transformation. Our commitment to inclusive growth is rooted in action, outcomes, and the belief that entrepreneurship is the heartbeat of a sustainable economy. Being intentional about our commitment has reinforced our success and the positive milestones we have seen our ESD partners achieve,” says Lindiwe Sangweni-Siddo, Chief Operating Officer of City Lodge Hotels.

At the heart of the programme’s success lies a blended incubator approach, combining business development support with operational enablement based on the unique needs of each SMME. Delivered through Sigma International’s 17 professional staff and a network of over 30 partners (nationally and globally), this support ecosystem has proven to be a winning formula.

The programme is ISO 9001:2015 quality-assured, integrating both human-centred and AI-driven tools to help entrepreneurs build resilient, future-ready businesses. From training webinars and management accounts to branding, equipment grants, marketing development, business linkages and digital transformation support, the intervention is as practical as it is powerful.

What makes the CLH approach truly distinctive is its integration with hotel operations. General managers from the group’s 55 hotels located in South Africa (it also has one property each in Windhoek, Namibia; Gaborone, Botswana; and Maputo Mozambique) nominate beneficiaries and play an active role in mentorship and development, creating a business support experience that is both embedded and empowering.

“We’re championing a new kind of supplier development, one that is deeply integrated, practical, and geared towards long-term sustainability. Watching our suppliers grow and diversify is deeply rewarding. It’s not just about today’s contracts, but about helping build tomorrow’s resilient and sustainable businesses. We also want to see the SMMEs that we partner with scaling up and growing into companies that have a national footprint, and are hopefully global entities one day,” adds Lindiwe. As a B-BBEE Level 1 Contributor, City Lodge Hotels management places a lot of importance on the growth of the ESD businesses they work with, as this is included in revenue and employment.

The programme continues to encourage digitalisation, the use of AI, diversification, and self-empowerment, preparing entrepreneurs for a future economy. As procurement value continues to grow, CLH and its partners celebrate the economic returns and the human stories and community impact that come from building sustainable businesses that pay it forward in an intentional manner.

This fourth year represents more than continuation – it is a reflection point and a call to action for others in the sector. By “journaling the journey,” CLH invites the broader industry and ecosystem stakeholders to walk alongside in creating an inclusive, empowered tourism economy, one entrepreneur at a time.

“These coat-hanger cards, soon to be hanging in accommodation establishments across the metro, are more than a creative idea,” said Alderman Vos. “They are smart, targeted tools that will put Cape Town’s destination and investment features just a click away.”

The double-sided cards feature QR codes that link to This is Cape Town, the city’s six-pillar place marketing platform, and to Invest Cape Town, which showcases the city’s business and investment opportunities.

“This is a simple, tangible way to reach visitors and investors exactly where they are, inviting them to explore more, invest more, and experience more of Cape Town,” Alderman Vos explained.

Alderman Vos also thanked the Federated Hospitality Association of Southern Africa (FEDHASA) for its support in distributing the cards through its network of hospitality providers. “This kind of partnership is what allows campaigns like these to land where they matter most,” he said.

“This campaign proves that clever doesn’t have to be complicated. By meeting visitors where they are – literally – we’re turning simple hangers into powerful hooks for travel, trade and tourism. FEDHASA plays a critical role in connecting public and private partners, and it’s through this kind of collaboration with the City of Cape Town that we unlock the real economic impact of the hospitality industry, create jobs and keep Cape Town thriving, said Lee-Anne Singer, the chairperson of FEDHASA Cape.

The campaign capitalises on the strength of Cape Town’s hospitality sector, as demonstrated by a hotel occupancy rate of 64.6% in April, outstripping the national average of 56.3%.

Additionally, Cape Town has increasingly become a hub for meetings, conferences and events. In the 2024/25 financial year, the Cape Town & Western Cape Convention Bureau, powered by Wesgro and supported by the City, secured 36 new bids.

‘These alone are projected to have an economic impact of R745 million and are expected to bring around 27,230 delegates to Cape Town for events through to 2028. These are thousands of professionals from all over the world and with this campaign, we will be able to reveal to them the incredible variety of experiences that our city has to offer,’ said Alderman Vos.

The initiative forms part of Alderman Vos’s broader five-point programme of action to boost Cape Town’s tourism sector, which includes:

1. Landing more flights

2. Docking more cruise liners

3. Hosting more events and conferences

4. Diversifying tourism products across the city

5. Launching clever campaigns backed by strong conversion strategies

“Tourism isn’t just about travel, it’s a major economic driver,” Alderman Vos stated. “For every 100 air arrivals, two jobs are created. That’s why we’re investing in marketing that turns interest into impact, helping local businesses, creating employment, and strengthening our visitor economy.”

He also highlighted other recent campaigns promoting Cape Town’s cycling routes, golf courses, and ocean-based adventures, all available via the This is Cape Town platform and the City’s official website.

“We’re constantly looking for new ways to tell Cape Town’s story, and today’s launch is another smart step forward,” Alderman Vos concluded.

To find out more about this campaign or to participate, contact: MMC Economic Growth MMC.EconomicGrowth@capetown.gov.za  

South Africans are booking longer holidays. Research from Flight Centre South Africa shows that trips increased from 14.7 days between 1 Dec – 31 Jan 2023/2024 to 16.2 days for 2024/2025’s festive season.

While many are opting to stay in one destination to embrace ‘slow travel’ and truly relax and unwind, others are taking to the opportunity to cram as much excitement into their trip as possible – getting the biggest bang for their buck. If you love the idea of visiting various new destinations in one go, then read on.

“Multi-destination travel promises many perks, including experiencing the highlights of several locations at a much lower cost,” says Sue Garrett, GM Supply, Pricing and Marketing, Flight Centre Travel Group South Africa. “Whether you’re breaking up a long-haul trip to refresh and explore a stopover city or planning an adventure packed with diverse sights, a well-planned multi-destination journey is both practical and an exhilarating way to see more of the world.”

Ready to master the art of multi-city travel? Flight Centre South Africa’s Travel Experts weigh in on why these tailored trips are the way forward, share actionable tips to make them smooth and stress-free, and recommend a few multi-city itineraries to consider for a well-balanced escape.

What is a multi-destination itinerary?

In simple terms, a multi-destination itinerary combines stops at two or more locations into one seamless trip. In short, you’re exploring multiple regions instead of flying to a single location and staying put.

There are different ways to approach this type of trip:

• Classic multi-destination adventures: Hit iconic hotspots across a few destinations in one trip.
• Stopover explorations: Turn a layover into a memorable mini holiday.
• Regional pairings: Combine nearby locations for a cohesive journey (e.g., Tanzania and Zanzibar or Zimbabwe and Botswana).

Think of it as a way to optimise your travel time, expand your horizons, and make the journey part of the thrill!

Why plan a multi-destination itinerary?

Here’s why multi-destination travel is savvy travel:

1. Maximise travel time: Save on multiple international trips by visiting more destinations during one holiday.
2. Break up long-haul flights: Avoid feeling drained by splitting the journey with a stop or two in nearby regions.
3. Variety and diversity: Throw yourself into contrasting experiences – every city or destination will have something unique to offer.
4. Cost-efficiency: With proper planning and the help of trusted travel advisors, multi-city trips cost less than booking individual trips to the same destinations.
5. Family-friendly: Perfect for families with children, as shorter flight legs and exciting in-between stops help keep kids engaged and rested.

Actionable tips for seamless multi-destination travel

Want to avoid travel hiccups? Read on for top tips to make your itinerary as smooth as possible:

1. Plan with purpose: Define your trip’s main goal: Are you seeking relaxation, adventure, or a mix? This will help you pair destinations that offer complementary experiences.
2. Explore smart bundling options: Lean on travel experts to book combined flight and accommodation deals for maximum savings and convenience.
3. Mind the timing: Allocate enough time at each destination so you don’t feel rushed – at least three days for highlights or a week for full immersion.
4. Pack strategically: Keep luggage light to ease mobility between destinations. Pack for varying climates, especially if you’re mixing beaches, city slicking, and safaris.
5. Simplify the complexities: Navigating visas, transit requirements, and local activities can be daunting, which is why it’s best to let a travel expert handle the logistics for you.

Recommended multi-destination itineraries for South African travellers

1. Mauritius + Reunion Island

Combine the beaches and luxurious resorts of Mauritius with the adventure and natural beauty of Reunion Island. These two Indian Ocean gems are just a short hop apart.

Start in Mauritius for some well-deserved relaxation. Then, take a quick one-hour flight to Reunion Island, where you’ll discover volcanic landscapes, hiking trails, and dramatic coastal views.

2. Tanzania + Zanzibar

Start in Tanzania for an epic safari (consider planning when the Great Migration is at its most awe-inspiring – July to October – or visit outside of this peak period for a more peaceful bush break), followed by beach-bum bliss just a stone’s throw away in Zanzibar.

3. Maldives + Seychelles

Combine two Indian Ocean paradises, each picture-perfect and offering its own special experiences – ideal for honeymooners or couples seeking ultimate luxury.

4. Thailand + Bali

Explore Bangkok’s energetic streets, Phuket’s beaches, and Chiang Mai’s temples, then head to Bali for serenity and culture. With budget-friendly options, this can be an affordable yet interesting adventure.

5. UAE + Oman

Pair the modern luxury of the UAE with Oman’s culture and landscapes for an Arabian adventure like no other. Start in Dubai or Abu Dhabi to explore glamorous shopping malls, record-breaking skyscrapers, and desert safaris. Then, take a one-hour flight to Oman, where you’ll experience a contrast of ancient fortresses, souks, beaches, and the dramatic Hajar Mountains.

6. Namibia + Botswana

A Southern African safari experience that combines Namibia’s deserts with Botswana’s wildlife-rich wetlands for a truly unforgettable trip.

Start in Namibia, where you can admire the towering dunes of Sossusvlei, explore Etosha National Park’s wildlife, and uncover the haunting beauty of the Skeleton Coast. Then, take a 1.5-hour flight to Botswana to experience the Okavango Delta, spot big game in Chobe National Park, and visit the salt flats of the Makgadikgadi Pans.

7. The Maldives + Kenya (Maasai Mara)

Pair the over-the-top luxury of Maldivian overwater villas with the excitement of a safari in Kenya’s Maasai Mara.

8. London + Paris

Coupling two of Europe’s most iconic cities is a bucket list experience, and the ease of traveling between them via the Eurostar train makes this itinerary seamless.

9. Sydney + Queenstown

Start your journey down under in Sydney for visits to legendary landmarks like the Sydney Opera House, Harbour Bridge, and Bondi Beach. Then, take a 3-hour flight to Queenstown, the jewel of New Zealand’s South Island. A must for thrill-seekers and nature lovers, Queenstown offers adventure activities like bungee jumping, jet boating, and hiking.

10. Mauritius + Perth

For South Africans with loved ones in Australia, a multi-destination trip combining Mauritius and Perth balances relaxation and reconnection. Begin your journey with the sun-soaked beaches of Mauritius, where you can unwind and enjoy the island’s Creole charm. After recharging in paradise, take a direct flight to Perth, the gateway to Western Australia, where you can explore urban life, picture-perfect coastlines, and catch up with family and friends.

Ultimately, planning a multi-destination itinerary doesn’t have to be overwhelming when you have the right support. Here’s to making 2025 the year for seeing and doing more – while spending less!

As we kick off 2025, if you’re still running your corporate travel programme the same way you did last year, you’re already behind. Fresh research from FCM, surveying 562 global decision-makers, reveals an important shift in how companies approach business travel – and it’s challenging everything we thought we knew about corporate travel trends, especially in the South African context.

“Business travel is evolving significantly,” says Mummy Mafojane, Leader of Productive Operations for FCM. “While travel continues to drive business growth, how we approach it has shifted considerably.”

Trend #1: Stop counting trips; start measuring impact

Gone are the days when success was measured by how much a company spent or how many trips employees took. In 2025’s world of higher costs – with airfares expected to rise by 0.6% and hotel rates by 2.6% globally – South African companies are rethinking value over volume.

When more than half (63%) of business trips are dedicated to customer or stakeholder meetings, and connections drive revenue growth directly, every trip must prove its worth beyond its price tag.

“Ask yourself not just how much a trip costs but what it’s worth,” Mafojane urges. This mindset has ushered in zero-based budgeting: starting each year with a clean slate instead of simply adding inflationary adjustments to last year’s numbers. Every single trip is assessed based on measurable outcomes aligned with broader objectives like winning new sales or building relationships that matter most.

Trend #2: Healthy travellers = healthy ROI

Perhaps the most surprising revelation is how traveller wellbeing has quietly risen to become almost as important as policy compliance and cost management. It’s now a top priority in corporate programmes globally – including those in South Africa where health-conscious consumer behaviour closely mirrors this trend.

The shift is striking: nearly four out of ten organisations (39%) now prioritise traveller wellbeing almost as much as standard policy compliance measures (44%). But why does this matter? Because burnt-out employees don’t close deals effectively or represent brand values during critical client meetings overseas.

“Travel policies today must go beyond logistics,” explains Mafojane. “They should focus on creating sustainable patterns that protect employee health while meeting broader company goals.”

For instance: Companies are increasingly adopting smart scheduling practices like banning redeye flights unless unavoidable. They’re also allowing flexible return options so executives can decompress post-conference rather than rushing back into back-to-back calls upon landing home exhausted!

Trend #3: AI won’t replace you, but it sure makes travel smarter

While 77% of companies prioritise travel and expense management, the real story is how technology is being deployed to achieve this. The rise of AI isn’t about replacing human decision-making – it’s about enhancing it in ways we couldn’t have imagined five years ago.

Here’s what this looks like in practice: 58% of companies are now using AI for real-time disruption management, helping reroute travellers when flights are delayed or cancelled. Another 51% rely on AI tools to automate expense tracking, eliminating hours of tedious admin work. Meanwhile, predictive analytics is enabling 50% of organisations to optimise budgets by forecasting costs more accurately.

“AI is here to help, not take over,” Mafojane explains. “It frees up travel managers so they can focus on strategic decisions rather than administrative tasks.”

Trend #4: Not as green as we think

Here’s where corporate travel hits a reality check. While sustainability dominates boardroom discussions and marketing materials, the numbers tell a different story. Only 26% of companies have formal carbon reduction targets, despite 32% claiming green travel as a priority. It’s the corporate equivalent of having a reusable coffee cup but driving to the café.

This gap between intention and action mirrors broader South African consumer behaviour, where 78% prefer energy-efficient solutions but often struggle with implementation. The challenge? Turning well-meaning environmental policies into realistic, measurable actions.

“The key is making sustainability practical,” Mafojane explains. “Companies are looking for ways to reduce their environmental impact without compromising business objectives – making every trip count environmentally as well as commercially.”

The solution isn’t in grand sustainability statements but in actionable steps: choosing direct flights over connections, selecting hotels with proven green credentials, and measuring the actual environmental impact of travel decisions. It’s time to move beyond the feel-good factor of sustainability promises and focus on measurable results.

Trend #5: Bleisure takes a back seat

For years, we’ve heard about the rise of bleisure (blending business and leisure), but recent data tells a different story entirely. While headlines might hype up employees extending work trips into personal holidays, the reality shows limited uptake:

• 66% report less than a quarter of travellers add leisure components.
• 24% say none at all incorporate bleisure elements into their trips.

So, what does this mean for South African businesses? It signals that flexibility needs rethinking beyond just offering leisure extensions during work trips. Instead, employee-centric policies should focus on providing seamless experiences within core business objectives first – whether that’s reducing stress through better itineraries or ensuring downtime after long-haul engagements abroad.

“What we’re seeing now,” explains Mafojane, “is smarter trip planning where productivity takes centre stage over optional extras.”

For example: Companies increasingly encourage multi-stop itineraries combining several meetings into one trip – cutting costs drastically while still delivering high-value outcomes efficiently across regions!

Looking ahead: What really matters

As we move further into 2025, it’s clear that the old rules of business travel no longer apply. Companies that succeed will be those willing to rethink how they approach corporate mobility by balancing cost management, employee wellbeing, sustainability, and technology adoption.

“The future of business travel won’t revolve around doing more with less – it will be about doing better with purpose. Organisations need to think differently in 2025 – measuring not just what their travel programmes cost but what they contribute overall: to company growth, employee satisfaction, operational efficiency, and environmental responsibility.”

“Many organisations only consider changing their TMC when service levels have already deteriorated significantly,” says Mummy Mafojane, Productive Operations Leader at FCM. “Regular performance reviews help maintain service excellence and identify improvement areas before they become critical issues.”

Sometimes you need to channel your inner headteacher and do a proper evaluation.

Beyond Basic Pass Marks

Remember when just passing wasn’t good enough for your parents? Well, the same applies here. Your TMC should be doing more than just the basics of booking flights and hotels. They should be that keen student who not only does the homework but comes up with creative solutions you hadn’t even considered.

“When evaluating your TMC’s performance, look beyond whether they’re just getting by,” Mafojane advises. “Are they bringing their A-game to your programme or are they coasting along doing the bare minimum? You really want a TMC that goes the extra mile.”

The Warning Signs

Just as teachers spot potential issues, there are clear signs your TMC might be struggling. Mafojane suggests watching for the subtle hints: “Are they the equivalent of the student who’s always making excuses about late homework? Or perhaps they’re like that classmate who never contributed to group projects – present, but not really adding value.”

The signs aren’t always obvious. Perhaps your TMC has become as predictable as school cafeteria food – technically adequate but utterly uninspiring. “Watch for a lack of enthusiasm,” she notes. “If your TMC shows no innovation, it might be time for a change.”

The Tech Test

“Let’s talk about technology – it should be as user-friendly as your favourite social media app, not as complicated as advanced calculus,” Mafojane emphasises. If your travel team needs the patience of a saint and the problem-solving skills of a master codebreaker just to make a simple booking, something’s definitely wrong.

Having ‘The Talk’

If you’ve spotted these warning signs, don’t immediately reach for the RFP button. Start with a conversation (think parent-teacher conference). “Give your TMC a chance to up their game,” Mafojane recommends. “Sometimes they just need a gentle reminder that you’re watching their performance.”

However, if you’re seeing the same issues on repeat, it might be time to consider your options. “The RFP process takes about 9-12 months,” Mafojane notes. “That’s longer than a school year, so you’ll want to start planning well in advance.”

Looking to Next Term

When deciding whether your TMC deserves to progress to 2025, consider if they’re prepared for the next level. Will they grow with you? Can they handle new challenges? Or are they still using last decade’s playbook?

“Nobody enjoys change,” Mafojane concludes. “But staying with an underperforming TMC is like keeping those school shoes that don’t fit anymore – uncomfortable and ultimately counterproductive.”

The end of the year is the perfect time for this evaluation. And unlike those dreaded school reports, this assessment isn’t about causing anxiety – it’s about ensuring your travel programme is set up for success.

The further liberalisation of its visa regime, formalised through Statutory Instrument No. 78 of 2024, brings the total number of visa-exempt countries to 167. This significant policy shift, announced by President Hakainde Hichilema’s government, will be supported by enhanced border security measures, including a new advanced passenger information system and the deployment of over 900 additional immigration staff.

The government has also established new immigration control points across the country to ensure effective management of increased visitor flows. This progressive approach to visa policy positions Zambia as a leading example of balanced tourism growth in Africa, combining open borders with robust security measures. This approach aligns with the African Union’s vision for increased mobility and the objectives of the African Continental Free Trade Area.

“Zambia’s commitment to removing barriers for international travellers demonstrates a clear understanding of what the tourism industry needs to thrive,” says Jillian Blackbeard, CEO of Africa’s Eden. “Their approach proves that countries can successfully balance tourism growth with border management. The positive impact of their 2022 visa waiver programme has already shown how the right policies can transform tourism accessibility.”

Meanwhile, South Africa is also making significant progress in visa liberalisation efforts, having introduced the Trusted Tour Operator Scheme (TTOS) to streamline visa processes for tourists from China and India.

Set to launch in January 2025, TTOS will allow vetted tour operators to benefit from reduced red tape and faster visa application turnaround times for large tour groups. This initiative addresses challenges such as processing delays and language barriers that have previously hindered tourism from these key markets.

The progressive stance in visa liberalisation, however, stands in stark contrast to recent announcements from neighbouring Namibia, which plans to introduce new visa requirements for 31 countries, including key tourism markets, effective April 1, 2025.

“While Zambia and South Africa are setting a benchmark for visa openness in the region, we’re concerned about the opposite approach being taken elsewhere,” notes David Frost, CEO of SATSA, the voice of inbound tourism in South Africa. “Namibia’s new visa requirements, particularly during a crucial recovery period for tourism, could impact visitor numbers significantly. The success of Zambia’s open-door policy clearly demonstrates that visa liberalisation can be a powerful tool for tourism growth.”

The contrast is particularly noteworthy as Namibia simultaneously launched ‘Air Connect Namibia’, an initiative aimed at enhancing international air access. Tourism experts suggest that the new visa requirements, which include fees of N$1,600 (approximately US$88) for non-African Union visitors, might counteract efforts to improve accessibility through better air connectivity.

Zambia and South Africa’s continued commitment to visa liberalisation is expected to further strengthen their position as leading tourism destinations in Southern Africa, offering an example of how progressive visa policies can support tourism sector growth while maintaining border integrity.