South Africa’s hospitality sector is facing a deepening frontline staff crisis, one that operators say has been building since 2019 and can no longer be deferred. At its heart is a challenge as simple as it is difficult to solve: many of today’s hotel workers have never been a guest in the type of property where they work.

The intuitive service knowledge that previous generations brought to the job through lived experience – knowing what good feels like, what attentive looks like, what a properly set table communicates – can no longer be assumed. It has to be taught, from scratch, often in formats that standard training content does not reach.

It was one of several hard truths that senior operators from Accor, Radisson, Capital Hotels, Southern Sun, City Lodge, Minor Hotels, and the Saxon put on the table together at the inaugural Frontline Workforce Roundtable Series, held at the Saxon Hotel, Villas & Spa in Johannesburg on 13 May. The session was convened by hospitality learning and development company FUEL in partnership with FEDHASA Inland and addressed a conversation the industry had been avoiding for years.

“This is a forum that has been lacking from a FEDHASA perspective for years,” said Gustav Pieterse, General Manager of the Saxon Hotel and FEDHASA Inland Chairperson, who attended the session. “It is critical, not just for the federation, but for the industry as a whole.”

The workforce challenge

The roundtable identified several compounding pressures that operators say have been building since 2019.

The changed labour pool was among the most critical issues addressed. Beyond the experience gap, operators flagged that a matric certificate can no longer be assumed to indicate functional literacy, meaning standard training content is frequently pitched above the level the learner can absorb. The training happens. The knowledge does not land. Standards drift as a result.

Training and L&D budgets have absorbed a disproportionate share of industry cost cuts across the same period. The middle management layer lost during Covid-19 has not recovered, leaving remaining managers to carry functions that once belonged to multiple colleagues, significantly reducing the number of internal voices making the case for staff investment.

“The bar for ‘good enough’ has been moving,” Pieterse said. “Not because anyone decided that was acceptable, but because the day-to-day pressure to keep operations running made it easy to defer the harder work of developing people properly. The room was clear: that trajectory is not sustainable.”

What operators say is working

Operators shared solutions they reported as producing measurable results in their own properties.

Hiring through existing employee networks has proven one of the most reliable retention tools. When a staff member refers a candidate, they carry personal accountability for that person’s success, an effect one participant described as “a bit of indirect blackmail, but it works.”

Structured multi-year progression pathways – from Youth Employment Service (YES) placements through internship to permanent employment, with each stage visible to the staff member upfront – give people a reason to stay. Those who can see where they are going are far less likely to leave for a marginal pay increase elsewhere.

Cross-skilling across departments, widely adopted as a Covid necessity, has become a talent identification tool. Several operators described staff whose potential only became visible once they moved across the property. In one case, a learner who independently completed optional engineering content in her own time surfaced a career direction her manager had never identified.

The room also challenged generic onboarding, with operators increasingly building differentiated induction journeys for different entrant types rather than running all new hires through the same programme.

Perhaps the most counterintuitive finding: operators who invest in staff development and lose those staff to other properties reported better outcomes than those who withheld development. Alumni become ambassadors and many return. “Either way, the investment stays in the industry,” Pieterse said.

Culture as the strongest retention lever

Across every practice the roundtable discussed, a single thread emerged. The properties with the lowest turnover and strongest service were not necessarily those with the best programmes or the highest training budgets. They were the ones where staff genuinely believed someone in the building cared about them.

“If people believe you care about the things they are battling with at home, they are far more likely to care about the things you ask them to care about at work,” one participant said.

Culture of belonging – the felt sense that a person’s future is possible in this place – was named by multiple operators as the single most reliable retention lever available. Not a policy. Not a perk. A daily practice of genuine care.

“That is also the reason for optimism,” Pieterse said. “The most powerful tool available to this industry is not something that has to be bought or outsourced. It is something hospitality has always known how to provide.”

Download the discussion report HERE.

The Employment Services Amendment Bill was tabled in Parliament in May 2026. The Revised Draft Business Licensing Bill arrived even more quietly, uploaded to a government website with no gazette notice and no opportunity for public comment. Both Bills hand significant new powers to government ministers, and both could make running a hospitality business in South Africa considerably harder.

“For years, FEDHASA has been calling on government to reduce red tape and the burden of regulatory oversight placed on all levels of business,” said Brett Tungay, National Chairperson of FEDHASA. “This legislation is further bureaucracy on bureaucracy. It is not what industry is calling for.”

Employment Services Amendment Bill

This Bill gives the Minister of Employment and Labour the authority to set quotas on the number of foreign nationals a business can employ, broken down by sector, occupational category, or geographic area. Non-compliance carries penalties of up to R1 million or 10% of annual turnover.

Hotels, lodges, and restaurants across South Africa rely on a mix of local and international expertise, in kitchen management, front-of-house operations, conferencing, and tourism services. Quotas imposed without clear criteria or proper industry consultation would make it harder to fill specialist roles, slow down hiring, and add compliance costs that many businesses cannot absorb.

The Helen Suzman Foundation described an earlier version of the Bill as “unworkable and, in all likelihood, an unlawful interference in South African labour markets and in the lives of foreign nationals lawfully residing in South Africa and who have been granted the right to work here.” FEDHASA agrees.

The Bill is expected to be published for formal public comment in the coming months.

Revised Draft Business Licensing Bill

The bigger concern may be the Business Licensing Bill, and the way it was introduced. The Department of Small Business Development added a significant new clause to the Bill on its website in May 2026, without gazetting it, without the Government Printer, and without inviting public comment. Industry only found out because someone was watching closely.

That new clause – Clause 17 – would allow the Minister to declare certain business activities or entire industries off-limits to foreign-owned or foreign-controlled businesses. For hospitality, where international hotel brands, foreign franchise operators, and cross-border investors play a direct role in job creation and tourism growth, this is a real and immediate concern.

“We are a country in dire need of employment,” said Tungay. “Why can’t we have foreign nationals create that employment alongside local South Africans, rather than legislating them out of the picture?”

FEDHASA has made formal submissions on both Bills and will engage at every stage of the parliamentary process. The association is calling on the relevant departments to conduct full economic and constitutional impact assessments before either Bill proceeds further.

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Johannesburg – Travel buyers and travel managers are, once again, navigating interesting times. The Middle East crisis has meant new routes, new hubs and a renewed focus on duty of care. Volatile oil prices and capacity constraints are squeezing costs at the same time. Travellers themselves are warier than they were a year ago, and the journeys they are being asked to take are often longer, with more stopovers and less margin for error.

Against that backdrop, travel perks carry more weight than usual. A flat bed, a lounge shower and a late checkout matter more when you have just flown an extra five hours via a new connection.

What makes this moment especially interesting is the picture sitting just behind it.

Before tensions escalated in February, airlines were betting big on premium economy and business class cabins – overhauling their fleets and offering passengers more space, connectivity, state-of-the-art inflight entertainment and, in some cases, hotel-like privacy. Hotels themselves are pouring investment into luxury and lifestyle properties, with the global luxury hotel market forecast by Skift to more than double to $369 billion by 2032.

All while travel programmes are balancing safety and traveller wellbeing against value and cost management. Competing priorities, all playing out in the small print of what your company will and won’t cover.

The airline perks you might not know about

Status used to mean miles flown. Today, it increasingly means money spent. As The Points Guy puts it, the “hamster wheel” of chasing flights is being replaced by credit card spend, shopping and bookings through an airline’s network of partners (including car rentals) rather than simply bums in seats. 

The perks are varied too – many unseen and underused. Most major programmes now let you extend priority boarding to companions, share lounge access with a plus-one, and occasionally use complimentary upgrades on partner airlines. Lounge access through the right credit card sits in the same category: a perk most eligible travellers underuse.

The biggest unseen perk, though, is corporate. As Herman Heunes, GM of Corporate Traveller South Africa explains, two passengers in the same business class cabin may have paid wildly different fares, depending on how the corporate fares were negotiated behind the scenes.

“Corporate contracts often come with soft ‘perks’ the retail flyer rarely sees,” says Heunes. “Including guaranteed availability, waived change fees, volume rebates, and sometimes even chauffeur transfers on carriers like Emirates and Qatar Airways. This is exactly where a managed travel programme adds value beyond rate.”

What business class actually gets you

The world’s top airlines are getting very serious about their business class offering. Qatar’s QSuite offers sliding doors, “Do Not Disturb” indicators and customisable ambient lighting – not to mention a turndown service complete with pillows, a quilted mattress, plush blanket and PJs. Cathay Pacific’s Aria Suite (winner of the World’s Best Business Class in the 2026 AirlineRatings Awards) has privacy pods, plenty of cubby storage, a 24-inch, 4K in-flight entertainment screen, free Wi-Fi and a 5-star, restaurant-style dining experience.

For Heunes though, business class is often misunderstood.

“While lie-flat seats are great, what corporate buyers are really paying for is productive time: the space to work on a laptop, sleep on an overnight flight, and arrive functional,” says Heunes. “For staff travelling on the long-haul routes that South Africans know so well, rest, productivity and morale means business class pays for itself before the seatbelt sign goes off.”

Hotel perks worth knowing

Hotels are arguably winning the perks race – with many designed around health and wellbeing.

The Wall Street Hotel in New York, for example, has partnered with the ness, a trampoline-based movement studio, to bring intentional, low-impact wellness directly to your room (complete with trampoline and sessions streamed on your in-room smart television). Shangri-La Singapore’s Horizon Club Business Rooms come with adjustable standing desks, dual 4K monitors on request, and complimentary pressing of business clothes. IHG (InterContinental Hotels Group) has implemented acoustic doors and heavy soundproofing, while Hyatt’s premium properties supply white noise machines.

Quieter perks are worth knowing about too. Pillow menus, once an outlandish luxury, are now pretty mainstream at upper-tier establishments. The Benjamin Royal Sonesta has a 10-choice pillow menu, and guests can choose from anti-snore, buckwheat, cooling pillows, and Swedish memory foam tailored to their sleep positions.

More mainstream? Most hotels are happy to offer all sorts of things if you only know to ask: chargers, adaptors, sewing kits, toothbrushes and toothpaste, yoga mats, boardgames and even weighted blankets, sleep masks and slippers. Kimpton Vero Beach Hotel in Florida, USA, even runs a “Forgot it? We’ve got it!” programme, letting guests borrow accessories like sunglasses and handbags.

Again, for Heunes, it’s the more practical perks that make the difference.

“Early check-in and late check-out are huge for long-haul travellers,” says Heunes. “Flights out of South Africa often seem to land at unfriendly times. Always check with your travel management company what’s possible, and what can be negotiated. Some hotels also provide a complimentary shuttle service, which is a big perk in anyone’s language!”

What your company will and won’t pay for

Luxury hotels’ concierge services are well-versed in special – often eccentric – requests (including Evian baths, egg-free omelettes and VIP access to shows and events) but, in truth, when it comes to business travel things are far more boring.

As Heunes notes, internal scrutiny of spend has increased and buyers are expected to show financial control while supporting productivity, safety and traveller wellbeing.

Depending on the size of your company (and travel programme) the budget could expand to premium economy or business class on flights over six hours, full board, hotel Wi-Fi, laundry, reasonable tips, and increasingly, properties that support hybrid work with ergonomic desks and good connectivity.

What companies almost universally will not pay for is the minibar, in-room movies, spa treatments outside an approved wellness stipend, seat upgrades without pre-approval, alcohol outside client entertainment, traffic fines, anything for a travelling partner, and direct bookings outside the managed channel.

Which could leave modern business travellers in a slightly awkward position: flown upfront to Heathrow, ergonomically supported at the hotel, and quietly paying for their own packet of cashews from the minibar. “This is where travel policies are so important,” says Heunes. “Even companies with small travel programmes need to agree on perks and spend – and how reimbursements are managed. It is a core part of any travel programme.”

Johannesburg – Business travel is holding its own, even as global conditions shift. New data from FCM Consulting’s inaugural hotel-focused research report shows that while the routine internal meetings that once generated high volumes of corporate trips have given way to more purposeful travel, demand into key markets, including London, Dubai and Johannesburg itself, remains strong.

FCM Consulting’s Insights Report 2026, released ahead of the global corporate hotel RFP season, reveals that hotel occupancy in major business hubs averaged 73.7% globally in 2025, up 1.3 percentage points on the prior year.

Key corporate cities tell a similar story: London held at 81.2%, a top destination for South African corporate travellers, while Sydney reached 81.5% occupancy (up 4.0 points), Singapore hit 79.2% (up 2.0), and Tokyo led the Asia-Pacific region at 82.9%.

Closer to home, Africa has seen the steepest price change globally, with a rolling 12-month average room rate (ARR) decline of 19.8% by late 2025. Bucking this trend? Johannesburg and Cairo with an ARR up 23.6% and 12% respectively in Q4 of 2025.

On the opposite end of the scale, cities where prices eased include Ghana (-42.2%), Ethiopia (-31.1%) and Kenya (-22.2%).

FCM Consulting reports that while corporate demand remains stable across the continent, it remains highly price-sensitive, with businesses shifting from premium tiers to 3- and 4-star properties, where monthly rates fell by up to 23%.

“Average daily rates can differ widely,” says Mummy Mafojane, GM of FCM South Africa. “As an example, Johannesburg, Cape Town, Nairobi, Cairo and Rabat were all up on 2024 rates – while Windhoek, Gaborone, Lagos and Luanda were all down year-on-year. South Africa was boosted by the G20, while North Africa (notably Egypt and Morocco) is seeing robust leisure tourism growth.”

For Mafojane, it requires targeted, proactive management as buyers head into RFP season.

“Where rates are softening, buyers have a genuine opportunity to consolidate volume and push for preferential corporate rates. Where rates are climbing, the focus has to shift to compliance and getting travellers to book further ahead, because that’s what protects the budget.”

Importantly, the global data reflects a fundamental change in how and why organisations travel. The report, authored by FCM Consulting’s global team of hotel programme specialists, finds that hybrid working has not killed business travel, it has made it more intentional, with teams coming together for client work, revenue conversations, project assignments and physical presence events.

• 77% of organisations say face-to-face meetings are essential to business objectives
• 73.7% global hotel occupancy in 2025 – up 1.3pts year-on-year
• 81.2% hotel occupancy in London, near multi-year highs
• 81.5% hotel occupancy in Sydney, up four points in a single year.

“Travel is now more focused on bringing people together with purpose, whether for client work, revenue generation, or internal alignment,” said Rachel Newns, Global Hotel Practice Lead, FCM Consulting. “The organisations recognising this are approaching the RFP season very differently from those still measuring success by reducing trip volumes.”

The research draws on data from managed travel programmes across the Americas, EMEA and Asia-Pacific, combining proprietary booking data with regional market analysis.

It finds travel patterns are diverging sharply by traveller type: sales teams prioritise location and consistency; project teams are making longer stays in fewer cities; and senior leaders expect a combination of reliability and discretion that legacy hotel programmes often fail to deliver.

“Hotel programmes tend to evolve gradually,” said Newns. “Suppliers change, targets move, policies are amended, yet the overall programme design can remain largely unchanged. Taking time to revisit its foundations often reveals where adjustments are needed.”

FCM Consulting’s data shows that contracted and consortia rates continue to deliver significant savings against the best available rate, with public rates fluctuating by up to USD$62 globally.

Fixed negotiated rates in high-demand markets provide meaningful protection – but only when programmes are actively managed, and travel patterns are understood at the city level rather than at the regional aggregate level.

The report also highlights a frequently underutilised lever in hotel programme management: corporate loyalty. Major hotel groups have continued to expand their loyalty ecosystems, and travellers holding status with preferred brands represent both a compliance risk and a genuine opportunity for buyers who manage it well.

Complimentary breakfast, lounge access and room upgrades can meaningfully improve the traveller experience at no incremental cost to the corporate account. The challenge is integrating loyalty strategically into programme design – and having frank, early conversations with suppliers about recognition and status support during transition planning. “Ultimately, internal scrutiny of spend has increased,” explains Mafojane. “In today’s climate, buyers are expected to show financial control, while ensuring hotel programmes support productivity, safety and traveller well-being.”

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JOHANNESBURG, SOUTH AFRICA – Following February’s Middle East airspace crisis, South African corporates with the right travel programme infrastructure have a narrow window to lock in favourable long-term hotel rates if they act now.

While the sudden airspace closures across the UAE, Qatar, and Jordan sent hotel occupancy in hubs like Dubai and Doha plummeting, the aftermath has created a counter-intuitive reality. According to FCM Consulting’s Insights Report 2026 published this month, average daily rates in the Middle East have softened significantly, creating a rare procurement window for South African corporates to lock in long-term deals before a projected 4% rate recovery kicks in.

However, the report reveals that only companies with robust, actively managed travel programmes are in a position to exploit this drop.

“We are seeing a clear divide in how South African businesses are reacting,” says Mummy Mafojane, General Manager of FCM South Africa. “Companies relying on unmanaged travel or outdated hotel lists are still spooked because they couldn’t locate their people during the February chaos. Meanwhile, companies with proper duty-of-care infrastructure are stepping in right now to negotiate highly favourable hotel terms while prices are down.”

When disruption hits, infrastructure is everything

For South African companies with staff travelling to the region, the questions during the airspace closures arrived immediately: where are our people? Can we reach them? What are our contractual positions with the hotels they’ve booked?

The answer depended almost entirely on one factor: whether the organisation had an  actively managed travel programme built with disruption in mind.

“A hotel programme that simply lists preferred properties is not a risk management tool,” Mafojane notes. “Duty of care means knowing where your people are, having the relationships to move them quickly, and building flexibility into your programme before you need it – not after the crisis has already started.”

Companies that navigated the February disruption most effectively shared a common set of characteristics. Their travel management company (TMC) had real-time visibility of traveller locations and bookings. To maintain this level of control, FCM Consulting’s report sets out a practical framework for travel programmes operating in complex and volatile regions. This includes flexible rate agreements that protect against sudden cancellations, hotel safety standards calibrated to location risk and developed in consultation with corporate security teams, regular reviews of regional conditions, and a TMC relationship that provides genuine crisis coordination, not just booking administration.

South African companies relying on direct bookings, unmanaged travel, or outdated preferred hotel lists had none of these protections. In an environment where booking lead times in the Middle East had already compressed significantly as risk awareness grew, the absence of programme visibility was a significant duty-of-care failure.

The broader procurement opportunity

The broader message from the analysis is not that South African companies should retreat from the Middle East. Commercial momentum in the region remains significant, supported by:

• 177,281 hotel rooms currently in Saudi Arabia’s inventory, with nearly 50,000 more under construction.
• USD$234 Middle East average room rate for 2025 (up $27 year-on-year).
• A projected 4%+ Average Daily Rate (ADR) recovery in the region once stability returns.

For SA buyers with the programme infrastructure to act, the current interim softening in rates represents a genuine opportunity to lock in favourable long-term agreements, securing enhanced terms before rates climb again on the back of the region’s structural growth.

“The companies navigating this most effectively are not the ones that stopped travelling. They are the ones who invested in the right programme infrastructure before the crisis and are now positioned to move quickly as conditions normalise,” said Mafojane.

The Middle East disruption is the most acute example in the report of a theme that runs through FCM Consulting’s entire 2026 analysis: the growing importance of programme agility in an unpredictable operating environment. “Strong demand does not always mean stable conditions,” the report notes. “Programmes must account for disruption as well as growth.”

Research from the EHL Group’s Food and Well-being Trend Report 2025 shows that between 60% and 70% of consumers now expect food-service operators to offer meals that are both healthy and sustainably sourced.Yet, according to Africa Travel Week’s 2026 State of African Tourism Report, only 4.3% of Southern and East African properties currently hold third-party sustainability certification. The gap between market expectation and industry delivery is wide, and closing it requires access to the right suppliers, frameworks, knowledge, and conversations.

 “Our role is to create the conditions in which our members can thrive. Sustainable food, beverage, and wellness are dramatically influencing guest choices, buyer decisions, and investment criteria right now. Our partnership with The Good Life Show Africa is just one of the ways we’re ensuring FEDHASA members have access to the platforms and partnerships they need to move forward with confidence,” said Lee-Anne Singer, FEDHASA Cape Chair.

The urgency is underscored by the EU’s Directive on Empowering Consumers for the Green Transition (Directive 2024/825), which becomes binding across European member states from 27 September 2026. European buyers will be required to substantiate every sustainability claim made about the destinations and properties they sell, meaning South African hospitality businesses without verified sustainability credentials risk losing access to one of their most valuable source markets.

Among FEDHASA’s membership, operators are already demonstrating what is possible when sustainability is treated as an operational commitment rather than a communications exercise. Caron van Rooyen, General Manager of Hotel Verde, Africa’s first hotel to achieve Net Zero Waste certification from the Green Building Council of South Africa, speaks directly to the commercial case:

“There is a persistent assumption that sustainable food costs more and squeezes margins. Our experience tells a different story. Sustainability forces operational discipline. When done properly, it results in a more efficient kitchen rather than a more expensive one.”

Van Rooyen’s broader call to the industry is equally direct: “The industry needs to move from viewing sustainability as a marketing initiative to treating it as an operational standard. The operators who succeed will be those who integrate sustainability into the core of their business model rather than treating it as a separate strategy.”

It is a shift FEDHASA is committed to supporting across its full membership through advocacy, knowledge sharing, and strategic partnerships – such as with The Good Life Show Africa – that connect operators with everything they need to make sustainable practices measurable, verifiable, and commercially viable. 

As the only event of its kind on the continent, The Good Life Show Africa gives hospitality operators direct access to Africa’s most innovative producers – across food and beverage, wellness, eco-luxury personal care, and hotel amenities – through live culinary demonstrations, masterclasses, and a curated marketplace where products can be experienced firsthand.

“The show serves as a vital platform for businesses in the booming sustainability market, connecting them with influential buyers, investors, and conscious consumers,” said Heidi Warricker, Chief Events Officer at Live Events, organiser of the Good Life Show Africa. “Visitors have the opportunity to see first-hand how Africa’s producers are revolutionising the better-living space, and to taste, touch, smell, see, and take home all of this innovation.”

The 2026 edition has significantly expanded its trade infrastructure. Live Events has partnered with Ndarama Works, a Pan-African economic advisory consultancy, to facilitate market entry and export growth through targeted trade matchmaking and a hosted buyer programme drawing participants from across Africa, Europe, the Americas, and beyond. Operators attending the show can register to participate in curated matchmaking, connecting directly with buyers aligned to their product offering.

The exclusive 15% attendance discount for FEDHASA members is available on registration. Full details are available at www.goodlifeshowafrica.com.

I sat on a panel at WTM Africa this week titled “Skills 2030: The Tourism Jobs That Don’t Exist Yet But Should.” It is a provocative title and it sparked a conversation I want to be honest about, because I don’t think we say it loudly enough in this industry. We are not ready.

South Africa’s tourism sector contributes nine percent to GDP. Two million jobs directly and indirectly. Eleven million arrivals in 2025. Seventy five percent of those from the African continent itself. By any measure this is a sector of enormous consequence to this country. Yet when I look at how we are preparing our people for the next four years I find myself genuinely concerned.

Three weeks ago I was at ITB in Berlin. I stayed at a full service, deluxe, 220 bedroom Courtyard by Marriott in the heart of the city. I asked how many permanent staff they employed. Eleven. Eleven permanent people running that entire property. They outsource maintenance. They outsource aspects of housekeeping. They have had absolutely no choice but to completely reimagine what a hotel operation looks like because Europe is in the grip of an acute staffing shortage that forces their hand every single day.

Now come back to South Africa. We have a steady labour supply. Relatively low minimum wages. A hospitality industry that frankly remains pretty poor paying in proportion to other sectors. Because of all of that we have not been forced to adapt the way our European counterparts have been forced to adapt. We have been comfortable. That comfort is building a skills crisis beneath the surface that is going to catch a lot of us off guard.

Our hotel schools, learnerships and many accredited institutions are doing what they have done for the last twenty years. Producing a steady supply of waiters, receptionists and barmen. I am not dismissing those roles. For 2030 we need something different though. We need people who are hybrid, technical and human simultaneously. People with soft skills, genuine commercial understanding and leadership capability. As an industry we are guilty. Guilty of not adopting, not training and not investing nearly enough in the futures of the young people coming through our ranks.

So what does 2030 actually look like in terms of the roles we need to prepare for in hospitality?

I don’t believe every hotel needs a permanent AI specialist sitting on their payroll. What I do believe is that AI consultancies are going to do very well indeed contracting with hotels, independents and BnBs, coming in and conducting proper AI audits. Taking honest stock of where a business actually is versus where it thinks it is. Most of us would be quite frightened by what that audit reveals.

The second role I think is coming whether we are ready for it or not is the sustainability manager at hotel level, or at least on a nodal level. The EU compliance requirements are already knocking on the door of any operator who wants the big European tour operators sending business their way. Dedicated sustainability roles embedded in our properties are coming. People working across community engagement, water and electricity management, feeding back into the grid, bridging the gap between the business and the environment it operates in. That is a real job and a critically important job. Right now we are training nobody for it.

Here is the thing I feel most strongly about though. We have created a generation of office jockey General Managers. Our GMs are drowning in data that needs to be engineered, analysed, compiled and sent upward through layers of corporate reporting. It is keeping brilliant, passionate, hospitality-born people trapped behind desks when they should be out on the floor.

“Management by Walking Around”, which should be the most fundamental instinct of any hotelier, has been slowly strangled by administrative burden that technology should already be handling for us. By 2030 there will be no excuse. The data engineering, the reporting, the analysis is by and large automated. When that happens our General Managers get to go back to doing what they came into this industry to do.

That is what 2030 looks like to me. Not robots replacing people. A General Manager back in the lobby where they belong.

Guy Stehlik is the Founder and CEO of BON Hotels and spoke on the panel “Skills 2030: The Tourism Jobs That Don’t Exist Yet But Should” at the WTM Africa 2026 Future Stage in Cape Town.

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JOHANNESBURG – When FCM Meetings and Events (FCM M&E) released its 2026 Trends Report, the data was clear: 100% of bookings (across Australia and New Zealand, North America, LATAM, Africa, Europe, the Middle East and Asia) included at least one sustainability requirement. 

Lance Nkwe, Business Leader, FCM Meetings & Events South Africa says sustainability is now part and parcel of every experience. And while this includes removing notebooks and paper cups (both rarely recycled) and single-use plastics, what an event “leaves behind” is becoming increasingly important.

“Event planners are making visible strides with environmentally conscious choices in venues, catering and waste management, and there is growing interest in responsible, scalable solutions,” says Nkwe. “ESG reporting and community impact are especially important as clients look to demonstrate that their presence in an area contributes positively to local community development.”

Corporate hotel programmes are under the same scrutiny. Jessica Redinger, General Manager of Hyde Johannesburg Rosebank – which has just achieved Green Key Certification – agrees.

“Sustainability has quickly become non-negotiable in our industry. We’re seeing it come through in 100% of RFPs (request for proposals) we receive from major global companies. Green Key gives Hyde a credible, internationally recognised certification that speaks directly to that expectation. It’s a must for corporate agreements, but also for business and leisure travellers who are increasingly choosing properties based on sustainability credentials – and what they give back to their local community – not just their name or brand,” says Redinger.

In other words, sustainability has quickly moved from a nice-to-have to a procurement essential. According to a 2023 Global Business Travel Association (GBTA) survey, 76% of travel buyers were integrating or planning to integrate sustainability questions into their RFPs, and 63% were selecting or planning to select suppliers based on sustainability criteria.

In June 2024, the GBTA Foundation formalised this shift with the launch of its Sustainable Hotel Procurement Standards – a framework of 50 structured questions covering everything from carbon emissions per room per night to water use, waste management, food and beverage practices, and EV charging availability.

And as Mummy Mafojane, General Manager FCM South Africa, explains, SA’s regulatory context adds urgency. South Africa’s Climate Change Act (No. 22 of 2024) came into force on 17 March 2025. The legislation introduces carbon budgets and legal obligations to stay within defined emissions ceilings, with mandatory monitoring, reporting, and verification requirements. 

“For corporate travel managers, this has a direct implication: the hotels and venues in your programme are part of your organisation’s emissions story,” says Mafojane. “Choosing certified properties isn’t just responsible; it’s a compliance consideration.”

Behind the scenes: what certified hotels are actually doing

The most meaningful changes happening in hotels right now are largely invisible to guests. Real structural interventions, happening in the background, but making a significant difference. 

As an example, Hyde Johannesburg Rosebank’s Green Key certification, awarded by WESSA and aligned with international Green Key standards, covers energy consumption, water management, waste practices, staff training and local procurement. 

Internationally, the Radisson Hotel Group has just announced a target of 100 Verified Net Zero Hotels by 2030, with a phased 2026 roll-out beginning in Norway and the Nordics, followed by the UK and South Africa – making it the first African country to host a Radisson Verified Net Zero property. 

Mafojane says there’s a financial case to be made too. 

“Data from a 2024 HRS Green Stay Initiative found that, on average, the 25% most efficient hotels in its sustainability database offered average daily rates 17% lower than the 25% most polluting hotels – countering the widespread assumption that green costs more,” says Mafojane.

Building a sustainable travel programme

FCM Consulting’s Insights Report for H1 2026 offers a practical framework for travel managers looking to act:

• Start by ensuring you have access to reporting tools that track ESG metrics and establish clear baselines. 
• Align your travel-specific sustainability goals with your company’s broader objectives – the two need to work together, not in isolation. 
• Engage suppliers who share your ESG values, and don’t wait for legislation to land before reviewing what’s coming; organisations that have targets and baselines in place will be far better positioned when compliance becomes mandatory.

What business travellers need to do

Hotels and travel managers can build the most sustainable programme in the world. But travellers still need to pull their weight. For Mafojane, there are five changes that make a genuine difference:

1. Booking within your programme. A company’s preferred hotel list has been sustainability-vetted. Booking outside it for convenience undermines the good work the travel manager has done.
2. Skipping the daily room clean. Opting out of daily housekeeping is one of the highest-impact individual choices a traveller can make. 
3. “Hyde’s ‘Skip the Clean’ programme allows guests to opt out of daily housekeeping and earn loyalty points in return,” says Redinger. “But that single choice reduces linen washing, cleaning chemical usage, water consumption, energy use and labour – without guests feeling like they’ve made a sacrifice.”
4. Adjusting energy settings when you leave the room. Turn off the air conditioning or heating when you head out. Most properties now make this easy; some have it automated. Do it anyway.
5. Choose lower-carbon meal options where they exist. Hotel F&B is a key part of a property’s emissions footprint. Choose locally sourced dishes and ingredients.
6. Feed back to your travel manager. If a hotel had a sustainability feature worth noting – or a glaring gap – say so. That information directly shapes the next RFP cycle and helps travel management companies (TMCs) build programmes that keep improving.

What this means for your travel programme

Sustainability in both hotel programmes and the meetings & events sector is no longer aspirational. It is structural, measurable and increasingly legislated. As Nkwe says, “Make sure your planner or TMC understands your sustainability requirements, can genuinely meet them, and has the reporting capability to prove it. In 2026, that’s a basic expectation.”

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There is a version of Stellenbosch that most people carry in their minds before they arrive. Oak-lined streets. Wine estates. Gourmet restaurants. Perhaps a cheese platter on a sun-drenched stoep.

It’s a beautiful picture, yes, but it tells only part of the story.

The Stellenbosch that reveals itself to those who look a little deeper, who wake early and follow a river instead of a map, is something else entirely. A place of genuine surprise, where the most memorable moments were never on the itinerary.

According to Annemie Liebenberg, CEO of Visit Stellenbosch:

“Stellenbosch has always been extraordinary. What has changed is the invitation. This year, we are moving beyond the highlights reel and asking a more meaningful question: what happens when you stop ticking boxes and start paying attention? The answer, captured in our promise of ‘Unexpected Firsts. Unforgettable Moments,’ is what this town has always quietly offered. Some places you visit. Stellenbosch, you experience.”

Here is what a single day of paying attention might actually look like – just one example of the thousands of incredible, unexpected “firsts” that await…

Sunrise: The Valley That Wakes Before the Town Does

There is a quieter, more intimate side of Stellenbosch that reveals itself in the early hours of the day.

Before the estates open their gates and the coffee shops pull back their shutters, the Dwarsrivier Valley (a stretch of raw, unhurried landscape framed by the Simonsberg mountains and threaded by the Dwars River) is already alive, offering the kind of stillness that makes you aware of your own breathing.

Accessible via the R310, roughly 10 to 20 kilometres from the town centre, the valley draws trail runners and mountain bikers who understand something others are only beginning to discover: that this landscape, at this specific time, is one of the most beautiful places in South Africa.

There are trails of varying lengths for both mountain bikers and runners, winding through rocky singletrack and open farmland with elevation gains that reward the effort with panoramic views across the valley floor. The paths suit a range of fitness levels, and local guides are available for those who prefer company over solitude.

Morning: A Gallery with No Walls

Come mid-morning, after a comforting cuppa and an energising breakfast, you can choose to follow the Eerste River and let it lead you somewhere special.

The Stellenbosch Art Mile is a 1.6-kilometre open-air gallery that runs along the riverbank from the Krige Street pedestrian bridge to the Coetzenburg bridge, crossing six bridges beneath a canopy of trees. It’s free and open around the clock, and it asks nothing of you except that you pay attention.

Various South African artists have placed their work along this route, including interactive metal sculptures and site-specific pieces tied to the river’s geology and history. Recent themes have explored concepts of reflection, time, and the layered human relationship with landscape. QR codes on many of the works connect to the artists directly, but there’s no gift shop and no queue.

For those who want to extend the morning, the Dylan Lewis Sculpture Garden sits just a short drive away on Paradyskloof Road: seven hectares of indigenous fynbos and mountain views populated by more than 60 bronze sculptures exploring wilderness and the deeper terrain of the human psyche. Visits are by appointment only, which means you’ll never share the encounter with a crowd.

Together, the two experiences form something rare: an art morning that feels genuinely discovered rather than consumed.

Midday: The Table You Were Not Expecting

Forget, for a moment, everything the word “tasting” conjures.

In the Kayamandi township, just minutes from the centre of Stellenbosch, Nocawe Piedtopens her home and her table to visitors in a way that changes what hospitality means in this part of the world. This is the Township & Village home dining experience, and it’s unlike anything else available in the Winelands.

The table is laden with traditional Xhosa dishes, like pap, chakalaka, samp, stew, spinach with potatoes, pumpkin with sweet corn, and chicken feet, alongside amagwinya, the traditional Xhosa beer that has been poured at celebrations here for generations. There’sdancing, drumming, storytelling, and the particular warmth of a community that has chosen to share its culture not as a performance, but as a genuine act of welcome.

It’s the most unexpected lunch in the Winelands. It is also, for many who experience it, the most unforgettable.

Afternoon: A Tasting That Tastes Like South Africa

The conventional wine tasting is not what Vergenoegd Löw had in mind when they created their Indigenous Tasting.

Spekboom. Bokkoms. Roosterkoek. Kaiings. Amasi. Dexter biltong. Kei apple. The Indigenous Tasting draws on ingredients that have sustained communities across southern Africa for centuries. Flavours that most visitors have never encountered and that most tasting rooms would never think to serve. Each element is paired with estate-grown wines that reflect what Vergenoegd Löw calls their “merroir”: the particular character of this specific place andthis specific soil.

It’s a tasting that asks a quiet but significant question: how well do you actually know this land?

The answer, for most visitors, is not as well as they thought. Which is precisely the point.

Sunset: The Street That Becomes a Living Room

As the light turns golden and the oak trees cast long shadows across Drostdy Street, something shifts in Stellenbosch. The energy is contagious and everyone, locals and visitors alike, comes together to laugh, eat, sip, chat, and simply enjoy the moment.

The Stellenbosch Street Soirées, a summertime highlight, are among the most joyful expressions of what this town truly is at its core: a community that genuinely enjoys itself. Wine tokens in hand, visitors graze on street food and find themselves in conversations they never planned to have with people they never expected to meet.

No itinerary leads here, and no booking is required. You simply follow the music and let the evening unfold.

It is the perfect final note for a day that began in a misty valley and moved through river art, a township kitchen, and an indigenous wine pairing. A day that looked nothing like the Stellenbosch most visitors would imagine, and everything like the one they will spend years trying to describe to people who were not there.

Stellenbosch is only 40 minutes from Cape Town, or a scenic 25-minute helicopter transfer away, placing you within easy reach of your next unforgettable moment. For more information on experiences, visit www.visitstellenbosch.org

The Group’s flagship brand, LUX Resorts & Hotels, received the prestigious Travel d’Or (Best Hospitality Group) Award,* distinguishing it as a leading hospitality group beloved by French consumers. Now in its 17th edition, the annual Travel d’Or Awards are an esteemed benchmark of public trust in France. They celebrate leaders in the tourism industry, based on rigorous criteria including brand awareness, innovation and overall guest experience, assessed through a customer survey of over 3,500 French travellers conducted by the independent polling institute Discurv, followed by evaluation by an expert jury. This outstanding distinction underscores The Lux Collective’s trendsetting vision to anticipate the evolving expectations of modern travellers, while crafting meaningful and memorable stays.

Ahead of the curve, the iconic LUX* brand stands out with its forward-looking approach to modern luxury, combining wellbeing and sustainability. Set in exceptional destinations, the awe-inspiring properties of LUX* Resorts & Hotels offer a distinctly human and immersive vision of travel. “This recognition is a tremendous source of pride for all our teams,” said Olivier Chavy, Chief Executive Officer of The Lux Collective. “At our flagship LUX* Resorts & Hotels, we are driven by a daily commitment to crafting extraordinary experiences, with people at the heart of everything we do. In an ever-evolving landscape, we are deeply grateful for the trust and support of our valued guests, who inspire us to continually push the boundaries of luxury hospitality.”

The 2026 Travel d’Or accolade follows a series of international distinctions, including the Group’s 2026 Forbes Travel Guide Five-Star Awards, further affirming its global influence in redefining contemporary luxury travel. Together, these recognitions position The Lux Collective and its flagship brand, LUX, at the forefront of luxury hospitality*, shaping purpose-led travel experiences across the world’s most exceptional destinations.

To discover Life Extraordinary and explore the Group’s award-winning resorts, please visit the LUX* website.