Conversational booking is made possible by FCM’s existing intelligence layer, Sam. By synthesising intelligence at every traveller interaction, Sam builds a richer profile in real time. Every recommendation will come with its reasoning attached, showing why it fits policy, matches a traveller’s usual routing, reflects their loyalty programme, or follows how their team travels. That visibility will help travellers book with confidence, without second-guessing. 

“Conversational booking only works if travellers trust what they’re being shown, and that trust comes from context, not just convenience. That’s the experience we’re building toward – every recommendation explains itself, so travellers can act on it with confidence, and travel managers see adoption follow as a result.”

– Jessica Dunderdale, Global Head of Product, FCM Travel

That same booking experience also travels with the user. Available first in Microsoft Teams and Slack, Model Context Protocol (MCP) technology will extend booking capabilities to the AI tools travellers use every day, including ChatGPT, Claude, and Gemini, without opening a separate app. For travel buyers, that means higher in-programme booking rates and better data capture, without asking travellers to change behaviour. 

The intelligence that shapes conversational booking also feeds FCM’s reporting and proactive analytics, surfacing spend, compliance, and disruption risk as it emerges rather than after the fact. This sharpens the role of the travel manager – allowing them to translate what the technology surfaces into decisions that fit their business. 

Booking is one moment in a much longer trip. Thanks to embedded native intelligence, FCM’s technology and service teams stay connected with travellers from the first planning conversation through duty of care and in-trip support – not just the moment they hit confirm.

“We didn’t build FCM’s tech ecosystem to replace our consultants’ judgment. We built it to take the routine work off their plate, so they can focus on the moments that actually need a person. Travellers get speed from tech and expertise from our consultants – they shouldn’t have to choose between the two.”

– John Morhous, Chief Experience Officer, FCM Travel

Head to https://www.fcmtravel.com/en-za/f to learn more about FCM and Sam and watch the launch video here to see FCM’s conversational booking feature in action.

“FCM continues to set the pace globally, and it’s exciting to be part of that momentum. Conversational booking will change how our customers plan and book, and we’re looking forward to bringing it to South Africa in the coming months. The next year will be an exciting one.”

– Mummy Mafojane, General Manager, FCM Travel South Africa

What then are the barriers to adoption? Some are practical. AI tools come with costs that need to be justified, and it takes a dedicated team to keep pace with how quickly the technology is advancing. Training matters too: an AI assistant is only useful if travellers and bookers actually use it, and adoption inside a business takes deliberate effort.

But speak to the people who sign off on these decisions and a deeper hesitation emerges, one that has less to do with time, budgets and expertise and more to do with confidence: how safe is our data, and what stops the AI from making things up? Anyone who has interacted with generative AI (like ChatGPT, Gemini or Claude) has likely watched it invent a fact, a statistic or a source with complete confidence, and a healthy wariness now follows the technology into the workplace.

Generative AI is non-deterministic by nature: ask the same question a hundred times and you can get a hundred variations of the answer. In personal, consumer settings, that’s a quirk. In corporate travel, where policy compliance, expense eligibility and duty of care are on the line, it’s a serious problem. A confident but wrong answer about visa requirements or an out-of-policy hotel recommendation creates work and risk rather than removing it.

“The hesitation we hear from South African companies is almost never about whether AI is quick enough or clever enough,” says Mummy Mafojane, General Manager of FCM South Africa. “It’s about trust and accountability. If an AI assistant gives one of your travellers the wrong answer – that’s your traveller stranded and your problem to fix.”

So, what should trustworthy AI in managed travel actually look like? The emerging consensus points to a handful of markers, and none of them are glamorous.

The first is controlled information. A general-purpose chatbot draws on the open internet, which is precisely why it can be confidently wrong. AI built for managed travel should work differently, drawing its answers from defined, verified sources: the company’s own travel policy, its booking data and its traveller profiles. The answer to “can I fly business class on this route?” should come from the organisation’s policy document, never from a general source, because the question isn’t really whether a traveller can. It’s whether they may.

“Of course, there are different intelligence layers,” says Mafojane, referring to Sam, the AI solution (or intelligent travel companion) built into the FCM Platform, which went live for customers in more than 90 countries in June. “If your traveller wants to know the current temperature in Munich, plus a packing list, Sam draws on general sources. If a travel arranger wants the most up-to-date visa requirements,Sam will draw on specialist sources, and if it’s a question of policy, Sam will draw on pre-approved and pre-loaded documents. The guardrails are in place, and Sam is built with accuracy, security and privacy at its core.”

The second is governance. Travel managers should be able to configure how an AI assistant responds to specific types of queries, so that spend thresholds, approval workflows and supplier preferences are enforced automatically in every interaction. A traveller who isn’t entitled to a premium fare should never be shown one.

“This is where the conversation has matured,” says Mafojane. “Two years ago, companies asked what AI could do. Now they ask how it’s controlled. Can I decide which sources it uses? Will it apply my policy consistently across the board? Those are governance questions, and any provider serious about corporate travel should welcome them.”

The third marker is data privacy, and for Mafojane it’s never been more important.

“Where is company data stored? Is it ever used to train public AI models? Who can see it? In a trustworthy setup, the answers are specific: data is held in a private, secure environment, never fed into public models, with access – and information – restricted to the right people.”

The final marker is the one most often overlooked: knowing when the technology should step aside. Disruption, complex itineraries and emergencies still call for human judgement, and well-designed AI recognises the limits of what it can resolve accurately.

As Mafojane explains, the test is what happens at the point of escalation. If a traveller has to re-explain their situation from scratch to the consultant who picks up, the system has failed them at the moment it mattered most.

“Humans and AI have to work hand in hand. The technology handles the hundredth policy question so our consultants can spend their time on the situations that need experience and care. As an example, when Sam escalates a request to one of our travel experts, the consultant already has the full context in conversation. The traveller never starts over. That’s what builds trust, one interaction at a time.”

For travel managers weighing up AI this year, the practical advice is to interrogate rather than admire. Ask any provider where its AI gets its answers and how accuracy is assured. Ask how your travel policy is enforced within each conversation. Ask where your data lives and whether it ever touches a public model. And ask what happens, in detail, when the AI reaches its limit and a human needs to take over.

Providers with precise answers to those questions are ready for the realities of corporate travel. And that, rather than any dazzling demo, is what earns AI a place in a travel programme: information you can rely on, controls you can prove and people exactly where you need them.

Johannesburg – FCM Travel announced that Sam – already known to customers as the company’s AI travel companion – has been fundamentally reimagined. What goes live across more than 90 countries in June is not just an upgrade.

It is a new category. A proprietary AI ecosystem built at the core of FCM’s technology, making Sam the intelligence layer running through everything FCM does – not a feature sitting on top of it. For existing customers, what’s coming will feel like a different product entirely.

“This is a genuine, game-changing first for the managed travel industry,” said John Morhous, Global Chief Experience Officer, FCM Travel. “A lot of our competitors are trying to bolt AI onto existing stacks, but the real power in AI is that the more connected it is, the more you can do with it. Sam is built, not bought – and that compounds over time.”

Sam intelligence works across all roles – travellers, arrangers, and travel managers – with equal depth. Most AI in managed travel still focuses on a single point in the journey. Underpinning it all is FCM’s proprietary technology architecture, which defines which trusted data sources Sam queries for each interaction, preventing hallucination and ensuring enterprise-grade accuracy.

Customer data is stored in FCM’s private environment and never used to train public AI models.

Central to Sam’s architecture is its proprietary guardrail system – a capability that goes far beyond hallucination prevention. Travel managers can configure precisely how Sam responds to specific query types, ensuring answers always reflect their policies and rules of engagement.

A traveller not entitled to business class will never receive a recommendation for a premium fare. An out-of-policy hotel will not be surfaced as an option.

Spend thresholds, approval workflows, and supplier preferences are all automatically enforced in conversation, giving organisations the benefits of conversational AI while retaining the programme controls that enterprise travel demands.

“Travellers are tired of fragmented experiences – piecing together more than five tools just to get through a trip,” said Morhous.

“Sam isn’t a single point of support. It’s there throughout the entire journey, for every person in a travel programme. Because our AI is proprietary, the accuracy and compliance enterprises need isn’t bolted on, it’s built in.”

“But what truly sets this apart is our people. Sam works alongside our FCM travel managers so that when a human moment matters most – a disruption, a complex itinerary, an urgent need – our experts step in with the speed, context, and care that no technology alone can replicate. Sam makes those moments more meaningful, not less.”

At launch, Sam delivers end-to-end trip support across the full traveller journey, with real-time programme data intelligence for travel managers through plain-language conversation, seamless handoff to FCM Travel Managers with full context intact, and a unique smart redirect into customers’ existing booking tools – the only AI solution in managed travel to offer this.

“June is only the beginning,” said Morhous. “Because we own our technology end-to-end, every release makes our customers’ programmes smarter.”

Mummy Mafojane, General Manager at FCM South Africa, agrees: “Sam represents a meaningful shift in what you can expect from a travel management partner. FCM South Africa customers have travel programmes that stretch across the continent and beyond, often through complex routings and shifting conditions. Sam brings another layer of intelligence, consistency and speed into every interaction, allowing our local travel experts to focus on what they do best. We see this as the start of something significant for managed travel in our market.”

Cape Town: Africa Travel Week, built by RX Africa, has released its annual State of the Industry Report. The comprehensive, data-driven report examines the forces transforming travel and tourism across the continent, from aviation access and AI-driven distribution to sustainability compliance, inclusion and the next generation workforce.

The report arrives at a pivotal moment. Africa welcomed 81 million international visitors in 2025 – 8% growth, the fastest of any region globally – and aviation capacity surged 13.7% to 182.4 million departure seats. Yet the headline numbers mask a more fractured reality: Central and Western Africa recorded 0% aviation growth while Eastern Africa surged 24.3%; fewer than 5% of African hospitality properties hold third-party sustainability certification, despite the EU’s greenwashing ban activating in September 2026; and 72% of Gen Z now use AI to plan travel, meaning operators without machine-readable inventory are invisible before the conversation even begins.

“This report explores current themes and trends,” said Olivia Gradidge, Marketing Manager, WTM Africa & ILTM Africa. “Including trust, AI and travel tech, traveller psychology, sustainability and authenticity.”

Commissioned to Big Ambitions, RX Africa’s content, communications and marketing agency, the report draws on contributions from more than 25 industry leaders, academics, and practitioners across the continent, including environmental expert Dr Louise de Waal, director of the Blood Lions campaign to end commercial captive lion breeding and canned hunting, Judy Kepher Gona, founder and executive director at Sustainable Travel and Tourism Agenda (STTA), and Luckson Zambuko, Founder of the African Youth in Tourism and Hospitality Association. 

“What struck us most when compiling this report was not the scale of the opportunity – that has always been evident – but the specificity of what is now required to capture it,” said Dorine Reinstein, Content Director, Big Ambitions. “The operators and destinations that are winning in 2026 are not the ones with the best product, but the ones with the best proof. Proof of access, proof of trust, proof of sustainability, proof of welcome. That shift– from aspiration to verification – is the defining commercial reality this report addresses.”

The full report, including a ten-point manifesto for African tourism stakeholders, is available at https://soi2026.yop.co.za/ – required reading for every operator, investor, policymaker, and destination marketer with a stake in the future of African tourism.

It was introduced by Carol Weaving, Managing Director of RX Africa, with a video at the opening ceremony of WTM Africa on Monday, 13 April, and supported by a panel discussion on the Future Stage on Wednesday, 15 April. 

The panel, sponsored by LIFT and moderated by Dorine Reinstein, included David Frost, CEO of SATSA; Judy Kepher Gona, Director of Sustainable Travel & Tourism Africa; Kwakye Donkor, CEO of Africa Tourism Partners; Liesel van Zyl, Head of Positive Impact and Product Development at Go2Africa; and Rashid Toefy, Deputy Director-General for Economic Operations at the Western Cape Department of Economic Development and Tourism.

The full video can be found here: WTM Africa 2026: ATW State of the Industry Report Launch

Three weeks on, and flights are slowly returning. As an example, Emirates has resumed operations and is progressively rebuilding capacity. They’re currently operating two daily flights from Johannesburg and one daily flight from Cape Town, with plans to resume three weekly flights from Durban as soon as possible.

But as Herman Heunes, GM of Corporate Traveller explains, while operations have resumed, the situation can change in an instant, with delays, cancellations and restricted schedules still impacting travel plans.

We sat down with the Corporate Traveller team to discuss exactly what travel managers, travel bookers and travellers need to know right now.

1.Capacity is still constrained – and pricing reflects it

The Middle East normally acts as the primary aviation corridor connecting South Africa to Europe, Asia and beyond. When thousands of flights are cancelled or rerouted, you remove a massive amount of inventory from the market. Supply disappears but demand does not.

And as Heunes explains, capacity is not the only factor at play.

“Fares are climbing for several reasons. Yes, supply and demand is a factor, but so are rising oil prices, longer flight paths and associated operational costs (as airlines avoid restricted airspace), and increased operational expenses, including insurance premiums, which are often passed on to travellers.”

2.New routes are filling up – fast

Alternative hubs, including Addis Ababa, Singapore and various European gateways, are growing in popularity as travellers seek non-Gulf routings, further compressing available capacity and driving up last-minute prices.

Corporate Traveller’s latest booking data shows a spike in sales for, among others, Ethiopian Airlines (+100%), British Airways (+100%), Virgin Atlantic (+303%), Lufthansa (+103%), KLM (+114%), Air France (+20%), Singapore Airlines (+109%), Cathay Pacific (+106%) and Air China (+225%).

For Heunes, the practical implication is clear: if your team is booking independently, they are competing for constrained seats, without the expertise, priority access and supplier relationships that a managed travel programme provides.

3.Travel insurance – still your best bet

Perhaps the most pressing question over the last few weeks has been around what  travel insurance will – and won’t – cover.

Speaking on an ASATA webinar during the week, Jason Veitch, Business Head for Accident & Health at Santam Travel Insurance (formerly TIC) explained that war is a universal exclusion across all travel insurance products globally. It’s not unique to South Africa, any single insurer, or indeed the travel industry.

 “War exclusions exist because the scale of conflict can affect hundreds of thousands of travellers simultaneously – and no insurance pool can absorb that,” says Veitch. “But while war exclusions apply to trip cancellation and curtailment, including additional accommodation costs; other benefits, like medical, remain in place.”

This is important, because unexpected medical costs can be crippling for travellers.

 “The main reason for travel insurance is actually medical,” says Veitch. “And that’s what sometimes gets lost in these conversations. Medical cover is still available. Luggage cover is still available. Other benefits are still available. We have had policyholders in hospitals in the region being cared for under their travel insurance. That’s exactly what a policy is there for.”

For Heunes, travel insurance remains a non-negotiable. But it’s important to read the Ts&Cs.

“Different policies will have different wording dealing with war exclusions, known events and government advisories,” says Heunes. “It’ll impact companies doing business in different regions across the world. Understanding what your team is covered for, including medical evacuations, and what territorial limitations might apply, is critical to managing risk.”

4.Airline policies – where does their responsibility begin and end?

During a disruption of this nature, airlines have clear obligations to their passengers. If your flight is cancelled before you depart, you are entitled to an alternative flight or a full refund, with no penalties. If you have already departed and find yourself stranded mid-journey, that responsibility expands: the airline must rebook you, reroute you through partner carriers if necessary, and accommodate you until you reach your final destination.

However, if you choose to cancel a forward booking on a flight that is still operating, standard cancellation terms apply. Check your fare conditions carefully and contact the airline or your travel expert before making that call.

It’s also worth noting that fares are locked at the time of booking – no fuel surcharge increases will be applied to existing trips.

“We have to acknowledge the response of the airlines,” says Heunes. “Emirates, Etihad and Qatar have handled an extraordinarily difficult situation with real professionalism. Extended call centre hours, regular updates and clear communication with agents – they’ve worked hard to keep the trade informed and to process changes and refunds as quickly as possible. It’s made a real difference.”

5.Duty of care – do you know where your people are?

As Heunes explains, any company with a travel programme – big or small – has a duty of care to its travellers. In practice, that means having a clear travel policy in place; access to reliable pre-trip travel information; clear restrictions on travel to higher-risk countries; the ability to locate and contact your travellers quickly in an emergency; and a crisis management plan for when things go wrong. “This is where a travel management company proves its worth,” says Heunes. “When a crisis hits, visibility is everything. A centralised booking system; 24/7 emergency support; strong airline partners; crisis management plans – it’s all part of a managed travel programme.”

Table of Contents

JOHANNESBURG – Everyone is talking about AI, but new data reveals a trust gap: only 10% of business travel buyers actually trust it with their bookings.

If you’ve attended a conference or scrolled LinkedIn, the robot revolution sounds imminent. Agentic AI can plan your trip, book your flights, predict delays and make decisions on your behalf. And in many ways, the tech is genuinely delivering.

Yet research from last year’s Business Travel Show America (October 2026), shows that only 10% of travel buyers currently trust AI-generated recommendations for bookings, itineraries, and policy support. That’s not a rejection of the technology (especially as 30% of buyers indicated their willingness to try new tools), it’s a sign of where we are in the adoption curve – and the level of uncertainty that still exists.

The ‘black box’ problem

Put simply, black box AI refers to complex artificial intelligence systems where the internal decision-making process is hidden (or incomprehensible) to humans. While users can observe the inputs and outputs, the specific steps, weights, and logic used to generate a result are not interpretable, creating serious trust and transparency challenges.

Additionally, the stakes are high in corporate travel. If ChatGPT writes a bad poem, it’s funny. But if AI books a CEO into a non-compliant hotel in a high-risk zone or routes a team through an airport that requires a transit visa they don’t have, it’s a disaster.

FCM Consulting’s latest Insights Report offers a useful lens: the ‘3am in Frankfurt’ test.

Imagine it’s the middle of the night. A business traveller’s connecting flight has just been cancelled, the next available seat isn’t until the following afternoon, and a critical client meeting hangs in the balance. In one scenario, an AI-driven system responds within minutes – rebooking the traveller, securing a nearby hotel, updating the itinerary, and notifying both the traveller and their manager before they’ve had a chance to panic.

But a seasoned consultant might know of a high-speed train connection or a different airline alliance that gets the traveller there by morning – options that never surfaced in the system’s results.

This is where the either/or framing of the AI debate starts to break down. For FCM, the more useful question isn’t whether AI or humans handle the 3am crisis, it’s how well they work together when it counts.

“The best outcomes happen when technology is doing what it’s best at, like processing huge amounts of information quickly, and people are doing what they’re best at: making decisions, solving complex problems, and delivering care,” says Mummy Mafojane, GM of FCM South Africa.

Data blindness

And there’s another challenge for South African travel managers. Most global AI models are trained on Western datasets that don’t always capture the fragmented reality of African travel. An algorithm might seamlessly book a flight from London to New York, but it often lacks full visibility into local low-cost carriers or regional accommodation providers that haven’t fully digitised their inventory via global APIs (application programming interface). If the AI can’t see the full picture, the buyer can’t trust the price.

As Mafojane explains:

“We operate in a high-touch environment in South Africa. Our travel managers are dealing with a fluctuating rand, complex visa requirements for international and intra-Africa travel, and duty of care responsibilities that carry serious consequences. When you’re managing that level of complexity, trust is built on accountability. Buyers are saying, ‘I need to know that if the tech fails, there is a person to catch the ball.’ So, rather than a rejection of technology, the scepticism we see in the data is a demand for reliability.”

Assistance, not autonomy

The hesitation revolves around control, but the root cause is financial. In the traditional high-touch model, if a human consultant makes a booking error, the travel management company (TMC) usually absorbs the cost to rectify it. But if an autonomous AI ‘hallucinates’ a flight connection that doesn’t exist, or books a non-refundable rate against policy, who is liable? Until tech providers clarify the indemnification for algorithmic errors, travel buyers will naturally keep their hands firmly on the wheel.

Booking.com’s recent Global AI Sentiment Report backs this up. While 91% of consumers are ‘excited’ about AI, only 12% are comfortable letting it make decisions independently. And the vast majority (67%) view AI as an assistant rather than a manager.

Travel buyers are on the same page. The Business Travel Show research indicates that while they don’t want AI making the final call, they’re desperate for help with the grunt work.

• 25% want AI to automate routine admin (freeing them up for strategy).
• 23% want proactive disruption management.
• 21% want better data insights to stretch their budgets.

“The move is from ‘Artificial Intelligence’ to ‘Assisted Intelligence’,” notes Mafojane. “Rather than replacing professional travel manager, we need the robot to be the best (and fastest) intern the travel manager has ever had, handling the data entry, reconciliation, and pattern spotting, so the human can focus on the traveller.”

It’s a distinction FCM is already acting on with the relaunch of Sam, their AI-powered virtual assistant.

“The design philosophy behind Sam is what sets it apart from the wave of chatbots appearing across the industry,” says John Morhous, FCM’s global Chief Experience Officer.

“A lot of our competitors have essentially just bolted a large language model onto a support workflow. Sam is built to work differently – drawing on a traveller’s profile, duty of care data, risk tools and live operational systems to answer questions in context, rather than in isolation. It’s not a frustrating and shallow question/answer/question/answer scenario. It has real virtual assistant capabilities that encompass the entire travel programme.”

Mafojane explains that Sam is available across FCM’s proprietary booking platform, app and browser extension, offering up-to-the-minute information and support, ensuring all bookings comply with a company’s individual travel policy – and keeping traveller preferences top of mind.

Bridging the gap

So, how do we move from scepticism to trust?

1. Transparency is non-negotiable
   The ‘black box’ era is over. Tech providers need to show their working. If AI recommends a route, it needs to explain why. Is it cheaper? More sustainable?
2. Start small (and safe)
   Trust is earned in drops and lost in buckets. The FCM Consulting report suggests that corporates wary of AI start with low-risk pilots. Don’t hand over your entire booking process on day one. Start with expense management or reporting. Let the systems prove they can handle the data before you let them handle your people.
3. 3. The human safety net
   Perhaps the most critical factor for the South African market is the hybrid model.

“The future of corporate travel is digital-forward, human-always. The companies that will succeed in bridging this trust gap are the ones that use AI to make their people faster and smarter, not the ones trying to remove people from the equation,” says Mafojane.

The verdict?

The 90% of buyers who don’t trust AI yet are pragmatists. They’re waiting for the tech to prove it understands the messy, unpredictable, human reality of business travel.

Until the algorithm can empathise with a traveller stuck at O.R. Tambo, or negotiate a waiver on a non-refundable ticket, the human element remains the ultimate premium feature. Problem… solved? Not quite. “But with the right balance of high-tech and high-touch, we’re getting there,” Mafojane concludes.

AI can spit out itineraries, give you quick-hit travel tips, and help narrow down where to go when. It’s like a very enthusiastic intern who’s read every blog post ever written – but still needs a manager to check their work. This is probably why the same survey reported that a staggering 97% of Saffas see some sort of value in using a travel agent to help plan their next trip.

In short, AI lays a solid foundation, but it’s up to a travel expert to fill in the gaps.

“When travellers come to us after trying AI, they’re often surprised by what they didn’t know,” says Sue Garrett, GM of Supply, Pricing & Marketing at Flight Centre South Africa. “We know which ferry routes actually run in October, which hotels have been fully renovated, and which ‘must-see’ attractions are genuinely worth the visit. Local intelligence and practical, hard-earned experience is what turns a theoretical itinerary into a trip that actually works.”

So, if you’re dreaming up travel ideas for 2026, here’s how to use AI to plan your trip – and when you need to call in the experts.

Use AI to brainstorm, not book

AI has imagination, we’ll give it that. The problem? That “tailored” Greek itinerary might include ferry routes that don’t exist, hotels that closed in 2019, and a wine tour that’s actually a goat farm.

Most AI chatbots also rely on data that’s over a year old, which can lead to outdated information like incorrect opening hours, ongoing construction, or whether a place is only open during certain seasons.

“AI is good at synthesising research and helping us work faster,” says Garrett. “But travellers can’t rely on it for detail. Accuracy, reliability, and tailoring a trip to personal needs still comes from working with an experienced advisor.”

AI requires very specific prompting

If you’ve ever asked ChatGPT to plan a trip, you know it’s a bit like making a wish to a genie – the magic only works if you word it just right. The catch? Most travellers have no clue what to wish for.

What’s more, AI doesn’t understand your specific needs and preferences: that you hate long layovers, your sister has severe motion sickness, and you once had a small breakdown over an Airbnb with no curtains.

A traveller advisor will ask the right questions and factor in your specific needs, including travel insurance, visas, layovers, luggage, dietary requirements and even medical needs (for example, travelling with insulin).

Real world problems need real world people

Here’s where things get serious. Your flight’s been cancelled. You’re stuck at OR Tambo at 5am with no plan B and no idea when the next flight out is. An AI chatbot can suggest alternatives, but it can’t make the calls, pull the strings, or know which airline owes you a favour.

When it all hits the fan – whether that’s sudden illness, lost passports or surprise strikes – your AI travel assistant will provide information, but it won’t provide solutions.

Travel advisors, on the other hand, answer their phones. They’ve got local contacts, real-time updates, and enough muscle memory to rebook your trip while you’re still trying to find a power plug.

“A crisis is where human judgement matters most,” says Garrett. “AI can’t provide reassurance, make fast calls, or think emotionally. It doesn’t know when a client needs calming down or rerouting.”

AI doesn’t know what “4-star” means to a Saffa

A European “4-star” hotel can sometimes feel more basic than many South Africans expect – smaller rooms, minimal breakfast options, compact bathrooms. South Africans are accustomed to generous space, full breakfast spreads, and higher service standards at comparable star ratings.

“AI doesn’t understand the nuances,” says Garrett. “A 4-star hotel in Europe can feel smaller and more basic than a 3-star in Joburg. That’s important context for South Africans who’ve been spoiled by space and service.”

You can’t negotiate with ChatGPT

One of the most persistent myths about chatbots is that AI can find you the best deals.

It’ll give you rough estimates scraped from booking platforms. But it won’t know who to talk to for a room upgrade or honour your price if the exchange rate dips.

“People forget travel advisors still get you a lot of extras,” says Garrett. “We’re not just booking a hotel – we’re adding value. And we know which rooms are worth the rate.”

So how should you use AI?

Think of AI like enjoying a coffee with a mildly helpful friend. It’ll throw out suggestions – but it probably won’t nail the final plan.

Use AI tools to:

• Get a basic idea of where to go
• Research activities or general visa info (but always confirm latest visa requirements directly with the embassy or your travel advisor)
• Calculate distances and travel times
• Structure your wishlist into a bare bones draft itinerary

Don’t use AI to:

• Book accommodation or flights
• Plan travel logistics like transfers and ferry schedules
• Navigate special needs or real-time emergencies
• Compare the actual value of a deal, not just price
• Discover the off-the-radar experiences that make a trip unforgettable

The bottom line?

AI is useful for generating ideas, yes. It can introduce you to destinations you might never have thought of (hello, underrated Slovenia). But the moment you try to turn those ideas into real-world plans? You need an actual person, not 17 tabs’ worth of “maybe”.

There’s no substitute for local insight, human backup, and on-the-ground experience. Let AI help you brainstorm. Then run your shortlist by someone who’s been there, booked that – and still has the WhatsApp number of that hotel GM in Positano.

As Sue Garrett puts it: “AI is here to help, not replace. Use it to level up your trip but never forget the value of real-life expertise.”

Hotel chains in Africa and the Middle East are leading the world in AI adoption and integration, according to a new global study by h2c, commissioned by hotel technology provider Profitroom. The research reveals that while African hospitality businesses are embracing artificial intelligence at unprecedented rates, most lack the data infrastructure needed to maximise its potential.

The study of global hotel chains found that 57% of Middle East and African (MEA) hotel businesses have already integrated AI-driven features into their products and services, significantly outpacing Europe (30%), the Americas (30%), and Asia-Pacific (29%), and well above the global average of 35%.

“African hotels are demonstrating remarkable leadership in turning AI potential into business reality,” said Katarzyna Raiter-Łuksza, Director of Product at Profitroom. “What’s particularly striking is not just the adoption rate, but the confidence African hoteliers have in this technology compared to their global counterparts.”

Investment and Trust Outpace Global Averages

The research reveals MEA hotel chains are backing their AI ambitions with concrete investment. The study found that hotel chains in the Middle East and Africa are more likely to allocate dedicated AI budgets, while regions like the Americas and Europe trail behind.

This financial commitment from the region is matched by greater confidence in AI capabilities:

• MEA hoteliers report the highest trust in AI at 7.1 out of 10, tied with Asia Pacific and above the global average of 6.6
• They show the greatest comfort with AI-driven pricing (7.2/10, compared to just 6.2/10 in the Americas)
• They have the lowest concerns about AI negatively impacting guest experience and personalised service (35% vs. global average of 50%)
• MEA hotel chains anticipate faster digital marketing automation, with 59% expecting full automation by 2030, compared to just 37% in Europe

Data Silos Emerge as Critical Barrier

Despite this leadership position, the study highlights a significant threat to continued progress: 47% of MEA hotel chains report that departmental data silos are limiting their AI adoption, the highest percentage globally and well above Europe (28%).

This fragmentation occurs despite MEA respondents showing the highest expectations for AI-powered business intelligence, with 94% demanding real-time predictive analytics in their BI tools (global: 84%).

“African hotels have leapfrogged their competitors in embracing AI but now face the challenge of breaking down internal data barriers, and making sure platforms and systems are aligned” said Katarzyna Raiter-Łuksza. “The next frontier for African hospitality isn’t just about adopting more AI tools but creating unified data strategies that deliver consistent guest experiences and measurable business outcomes.”

Strategic Leadership Gap Remains Universal

While MEA leads in practical AI adoption, the region shares the global challenge of strategic leadership, with only 8% of hotel chains worldwide having a company-wide AI strategy.

Additional barriers to AI advancement highlighted in the study include:

• 62% of hotel chains globally cite lack of AI expertise
• 42% don’t track AI ROI measurements
• 58% express concerns about AI bias in guest suggestions

“What we’re seeing across Africa is an exciting readiness to embrace AI’s potential, combined with practical business sense about what technologies can deliver value today,” added Katarzyna Raiter-Łuksza. “Profitroom commissioned this research to help the industry understand both the opportunities and challenges of AI adoption, and we’re committed to helping our African partners maintain their leadership position.”

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JOHANNESBURG – As African businesses navigate the twin pressures of economic growth and climate responsibility, artificial intelligence (AI) is quietly revolutionising how – and why – we travel for work.

In a region where fragmented infrastructure and complex travel logistics often drive up both costs and carbon emissions, AI-powered tools are stepping in to streamline routes, reduce unnecessary trips, and promote virtual alternatives.

That said, let’s be clear: air travel is inherently unsustainable, and AI isn’t a silver bullet either, given the extraordinary amounts of energy it consumes. But if designed with purpose, AI can provide both predictive power and behavioural nudges that help companies make lower-impact choices.

“The old approach was to book travel by convenience or habit,” says Mummy Mafojane, General Manager of FCM. “AI changes that by making sustainability a visible and measurable part of every decision. Greener corporate travel isn’t a distant ideal – it’s a present-day imperative. And AI is the enabler that makes it possible, measurable, and scalable.”

Here are six ways that AI is transforming the way we travel:

1. Personalised Travel Experiences

While corporate travel has always been personalised, AI takes that approach to the next level. Learning from past choices – preferred airlines, hotels, departure times or even seating selection – AI can build smarter, more relevant trips that respect both traveller preferences and organisational sustainability policies.

For Jo Lloyd, Head of Account Management & Consulting at FCM Consulting, the future is about partnership between humans and AI. “The best outcomes happen when technology is doing what it’s best at, like processing huge amounts of information quickly, and people are doing what they’re best at: making decisions, solving complex problems, and delivering care,” she says.

2. Smart Booking Solutions

AI-driven platforms now suggest the most eco-friendly route alternatives, consolidate travel to avoid repeat visits, and prioritise greener travel modes – from low-emission flights to electric car rentals and certified green hotels. By presenting these options front and centre in booking tools, AI encourages meaningful shifts in behaviour without sacrificing convenience.

Still, we have work to do. Sustainability remains low on the agenda for most business travellers – particularly when it comes to hotel bookings. We need intelligent systems that not only make greener options available but actively guide users toward them.

For Mafojane, AI presents a real opportunity to connect the dots across the travel ecosystem, ensuring that travel managers don’t just react to problems but actively predict and prevent them.

3. Automated Expense Management

Manual processes are a thing of the past. AI can now automatically track expenses, match receipts to policy, and integrate with company financial systems in real-time. This reduces errors, saves time for both travellers and finance teams, and ensures compliance with green travel policies by flagging non-compliant bookings.

For UK-based Ian Spearing, Global Travel Manager at Arcadis, it’s these “quiet, unglamorous wins” that matter. “If AI can take away repetitive manual tasks – rebooking, data entry, policy checks – we free up human teams to focus on things that really require judgement,” says Spearing.

This increased efficiency enhances not just operations, but employee wellbeing – an often-overlooked factor in sustainable workplace cultures.

4. Real-Time Travel Assistance

Flight cancelled? Weather disruption? AI tools are already scanning the horizon – literally. AI platforms monitor flight paths, climate patterns, and regional disruptions to proactively provide real-time support and alternative solutions.

Daniel Senyard, SVP of Commercial Platforms and Innovation at FCM, explains:

“We’re seeing AI flag potential disruptions before they happen – for example, recognising a storm pattern that might affect flights and proactively suggesting alternate plans. It’s not just about efficiency – it’s about resilience.”

Empowered with instant rebooking capabilities and route suggestions, travellers face less stress, avoid unnecessary overnight stays, and reduce the environmental impact of last-minute detours.

5. Carbon Footprint Tracking

Sustainable travel isn’t just about reducing travel volume – it’s also about making travel as clean as possible. AI can calculate the exact carbon emissions from each trip, considering the transport mode, air carrier performance, fuel efficiency, and route distance. It then determines the necessary offset and, in advanced systems, facilitates the purchase of carbon credits.

Tools such as FCM Extension – a simple browser plugin – provide enhanced decision-making support by generating notifications at the point of search. These nudges alert travellers to carbon outputs, company policy initiatives, and sustainable travel alternatives.

6. Green Accountability

As ESG reporting becomes a board-level concern, AI plays a vital role in generating seamless, accurate reports tailored to meet investor, customer, or regulatory expectations. These reports help enhance brand reputation, build stakeholder trust, and keep companies accountable on their journey to net zero.

“Sometimes the real return is in things you can’t measure easily,” says Spearing. “Like the trust you build with travellers when they see the company going the extra mile to make their journey smoother.”

Starting Small, Scaling Fast

The good news? “You don’t have to overhaul your entire travel programme overnight,” says Spearing. “Pick one process, like trip approvals or disruption management, and run a pilot. You’ll learn a lot about your data, your workflows, and your tolerance for automation.”

By starting small and proving early wins, organisations can quickly build momentum and foster internal buy-in.

No Longer Business as Usual

The corporate world must understand its travel-related emissions. Suppliers should be chosen not just for cost-efficiency, but for their tangible efforts to address their own carbon footprints. And critically, travellers need to embrace a new philosophy – one where travel is purposeful, not habitual.

“We’ve seen corporate travel programmes get better results when they position AI as a driver of overall business performance,” says Senyard. “If your sales team spends less time stuck in airports and more time with clients, that’s a productivity gain – and AI can play a direct role in making that happen.” As Mafojane explains, ‘business as usual’ is no longer good enough – we have to innovate, and with the right policies, the right tools, and plenty of education and internal buy-in, a better way of travelling is possible.

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JOHANNESBURG – Incentive travel is making a strong comeback in South Africa – just not in the way it used to. Once defined by lavish getaways and luxury perks, it’s being reimagined as a strategic business tool aligned with employee well-being, sustainability and company culture.

In 2025, organisations are turning to meaningful, value-driven travel to attract, engage and retain top talent in an increasingly competitive market. According to SATSA, 74% of South African corporates currently favour domestic incentive travel, while nearly half of planners reported a growing demand for wellness-focused incentive travel, including yoga retreats, spa stays, and nature immersion.

“In 2025, we’re witnessing a meaningful shift in how companies in South Africa are approaching incentive travel,” says Simone Seiler, General Manager of FCM Meetings & Events. “There’s greater thought being put into what the travel experience represents for both the individual and the organisation. Incentives are not just about lounging poolside anymore; people want to come back with stories worth telling, not just photos.”

Workers, particularly younger generations, are seeking experiences that align with their personal values. In response, South African organisations are reimagining their incentive travel programmes. Here’s what that actually looks like on the ground:

• Local journeys with a purpose: There’s heightened interest in exploring South Africa’s own richness – from conservation centres in Limpopo to cultural exchanges in KwaZulu-Natal – minimising travel distances while maximising impact.
• Hybrid incentive experiences: Combining business strategy sessions with leisure activities, encouraging both productivity and connection.
• Smaller, personalised group trips: Emphasis on curation over scale, ensuring rewards feel exclusive and tailored.
• Team-centric adventures: More companies are booking adventure-based itineraries to foster collaboration and trust – hiking trails, escape rooms, and even eco-challenges are making a comeback.

ESG-Friendly Travel: A Growing Priority

Environmental, Social and Governance (ESG) principles are increasingly at the forefront of corporate decision-making, and incentive travel is no exception.

“Clients are asking us how to make their incentive programmes greener and more responsible,” Seiler says. “We’re seeing a rise in demand for travel options that are environmentally sustainable; think carbon offsetting, eco-certificated hotels and choosing destinations that allow groups to give back in meaningful ways.”

In fact, experiences that promote social responsibility are taking centre stage. Whether it’s assisting in wildlife conservation efforts in the Eastern Cape or participating in skills development programmes in rural communities, the focus is no longer just on team bonding – it’s about making a positive impact.

Wellness Over Wealth

In a post-pandemic world where burnout is all too common, wellness-focused experiences are quickly becoming one of the top-booked forms of incentive travel.

“The appetite for wellness retreats in destinations like the Western Cape or Garden Route is significant,” shares Seiler. “Many companies are looking to reward teams with serenity and rejuvenation. It’s about showing employees that their well-being matters – physically, emotionally and even spiritually.”

Think yoga sessions overlooking vineyards, digital detox getaways and immersive nature experiences that allow teams to reset and recharge. These are increasingly the kinds of programmes favoured by both employers and employees.

Why Strategic Planning Matters Now More Than Ever

As incentive travel becomes more purposeful and multifaceted, many organisations are seeking expert support to navigate the shift. Travel Management Companies (TMCs) can offer valuable insights – not just in terms of logistics and budgeting, but in designing experiences that align with broader business and cultural objectives.

“It’s no longer just about booking flights and hotels,” says Seiler. “There’s a greater need to understand what the incentive is really aiming to achieve – whether it’s supporting sustainability goals, contributing to local communities or focusing on employee well-being.”

This kind of strategic planning is especially important in diverse markets like South Africa, where considerations such as safety, cultural fit, and meaningful engagement add layers of complexity to incentive travel planning.

“We’re seeing a clear shift. People want their work to matter, and they want their rewards to mean something. Incentive travel, when done thoughtfully, has the power to inspire on a much deeper level.” Seiler says.

As incentive travel continues to evolve, the next wave of innovation is already on the horizon. We’re starting to see the first signs of AI-powered personalisation; programmes that adapt to the wellbeing needs of each participant, even in real time. Regenerative tourism is also gaining ground, with companies looking not just to minimise their impact, but to leave destinations better than they found them. And as hybrid work becomes even more entrenched, digital-physical incentive experiences, where virtual platforms extend the reach and ROI of travel, may well become the new standard. For South African organisations, the message is clear: the future of incentive travel will belong to those who combine purpose with creativity, forging experiences that inspire, connect, and deliver real value, no matter how the landscape shifts.