President Cyril Ramaphosa recently called tourism the jewel in South Africa’s crown. He is right. It is a jewel. However, somebody needs to ask the obvious question. Who has been doing the polishing?

Africa’s Travel Indaba turns forty this year and Minister of Tourism Patricia de Lille has done something refreshing. She has looked at four decades of the same model and said out loud what the industry has been thinking for years: it is time for a change. Her plan to bring private-sector partnership and sponsorship into the event from 2027 is welcome news.

However, the private sector needs to put something on the table too. We already fund the marketing through our levies. We are not opposed to doing more. We’re ready  to step up and help build a world-class showcase. However, a real partnership works both ways. With President Ramaphosa confirmed to open the event, this is the moment to have that honest conversation. Here is what I believe we need to see from the state to make this work.

1. Recognise the Domestic Backbone

It is easy to get caught up in the glamour of international arrivals and trophy leisure destinations, but the real engine of our tourism economy lies in places like Bloemfontein, Richards Bay, Kimberley, Pietermaritzburg, Empangeni and the outlying towns and commercial hubs beyond our major cities. Mid-market hotels are the lifeblood of commerce, conferencing and business at large. These properties do not get the same red-carpet treatment as our leisure hubs. These hotels clearly demonstrate their resilience to micro- and macro-socioeconomic factors, and they operate almost entirely on private sector grit. Entire towns and tourism ecosystems are being struck off the map as a result of municipal failures. We need clear plans from government on how municipal services and infrastructure will be prioritised to support these regional economic hubs.

2. Incentivise Growth Corridors

Once we have protected what we already have, we need to talk about growth. The Minister wants private partners to help carry the load and we are ready to do so. Look at models like the Club Med development as a blueprint for what happens when the state provides the right concessions and the private sector builds the engine. We need to resurrect Tourism Investment Zones where the state offers tax or sustainability rebates for hotels that invest in their own green infrastructure and develop properties in defined spaces earmarked for incentivised growth. If the private sector is expected to help the fiscus, we need complete transparency on where the government’s responsibility ends and our investment begins.

3. Level the Playing Field

Growth corridors and investment zones will mean very little if the playing field remains unfair. For years the formal hotel sector has shouldered the primary cost of our country’s international marketing through our tourism levies. As the Minister seeks more sponsorship and partnership, it is only fair that we finally bring the short-term rental market into a fair regulatory framework. Everyone who profits from South Africa’s brand should contribute to its upkeep and marketing. Progress in this area would be a massive signal of good faith to the formal industry and would greatly strengthen our marketing position abroad and across the continent.

4. Transparency on Safety

A fair playing field is also a safe one. The call for partnership must extend to safety where the private sector is currently filling massive gaps. We see private sector led patrols like those in the Kruger Lowveld stepping in because the state resources are simply not there. We need facts rather than generalities. How many tourism monitors are actually deployed and where are they located? If the industry is being asked to fund more of the showcase, we must have a transparent and integrated security framework that we can proudly market to the world.

5. Fix the Dysfunction in our Marketing Entities

None of the above will matter if the entities responsible for marketing our country to the world remain dysfunctional. When the Minister first took office, she showed real fighting spirit by halting the Tottenham Hotspur sponsorship deal. That was a necessary and welcome intervention. We now need permanent stability and absolute commercial competence within these marketing entities. If the industry is going to partner with government and increase our financial contributions, we must have absolute confidence that these bodies are run with corporate efficiency and clear accountability.

Indaba has the potential to be a professional powerhouse where real, direct business gets done – not just a reunion of familiar faces. The Minister has shown her fighting spirit before, and there is every reason to believe she has what it takes to make this happen. That same energy, focused alongside the President on these specific priorities, is what the moment calls for. The ask is not a complicated one. A seat at the table, straight answers on what the state is delivering, and a partner willing to pull in the same direction. Get that right, and this jewel will shine brighter than it ever has before.

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JOHANNESBURG – At first, out‑of‑town work trips might have felt like a promotion: you represented the company, were sent to “make things happen”, flew Premium Economy, stayed in a fashionable hotel, networked and hopefully, secured new business.

But after some time, red‑eyes, quick turnarounds and other travel pressure started wearing thin. So, you start checking out mentally, wondering why this could not have been a Teams call. And why every “quick” trip requires intense preparation, domestic juggling, and days of unscheduled recovery time.

It all feels like it’s not on company time, it’s all on you.

That’s because much of it is. Business travel has a tax, and your staff are paying the heaviest price.

The fatigue isn’t imaginary

Tourism management expert, Professor Anneli Douglas from the University of Pretoria, has described business travel as a double‑edged sword, linking travel stress to “presenteeism” – being physically present but mentally absent. Citing an earlier Stats SA estimate that presenteeism costs the economy R89 billion a year, Douglas’s own research among 400 business travellers found that about 2.3 days are lost to presenteeism each month due to business‑travel stress, draining capacity, output and judgement.

A recent burnout report from Mental Health UK shows 79% of professionals report significant burnout symptoms, with frequent travellers at high risk of stress‑related absence. And research linked to the International SOS Foundation shows business trips contribute to marked behavioural changes, with 45% of travellers reporting increased anxiety and emotional exhaustion.

This doesn’t only happen on the road. Douglas says the stress peaks before the trip, when travellers are managing their home life, work cover and admin, which then follows them on their travels. This pressure is often worse for travellers from the Global South, who are also up against distance, long-haul flights, safety concerns and travel disruption. Once they return, they encounter back-to-back meetings, time spent “catching up at night”, until it develops into burnout.

It’s not just the formal workload either. Studies on the division of labour and the domestic mental load show that coordinating childcare, school runs and household security from a different time zone can be particularly draining for parents. Add in general day-to-day  expectations (keeping your normal inbox and outputs going while on the road) and you effectively have travellers doing two jobs at once.

Business travel fatigue isn’t a personal gripe, it is a management issue, affecting how people think, decide and represent the business away from home.

Mummy Mafojane, General Manager of FCM South Africa, says organisations are now changing tack:

“They are much more deliberate about building resilience now. Where possible, clients are avoiding red-eyes and back-to-back meetings, adding in time to reset because they’ve seen what exhausted travel does to performance, outcomes, and especially to people.”

When a reset day becomes company policy

Combining business travel with downtime used to mean “make it a weekend, if you can”. In practice, most travellers can’t, because they have a life outside work and limited leave.

The new approach is different. It treats recovery as part of the itinerary. Deloitte’s 2025 Corporate Travel Study notes a sharp turn from pure cost‑control towards “traveller experience” to improve performance and retention, with multinationals like Citigroup experimenting with structured “reset” periods and company‑wide breaks to combat always‑on culture.

Practically, that can mean:

• Mandatory landing buffers for long‑haul flights – for example, a 24‑hour reset before the first face‑to‑face engagement.
• A shift towards wellness-oriented accommodation and lifestyle hotels that support sleep, recovery and “digital detox” zones, instead of treating the hotel purely as a bed near the venue.
• Family‑support measures such as cleaning or meal‑delivery vouchers to ease the domestic load during heavy travel cycles.

There is a duty‑of‑care dimension as well. Industry bodies like the Global Business Travel Association (GBTA) say wellbeing belongs inside duty of care and risk management because mental and physical health affect safety, behaviour and work performance on the road. If risk management only covers disruptions and physical security, it misses equally important risks associated with fatigue and stress – impaired judgement, reduced concentration and the knock‑on effects on productivity.

For Mafojane, a reset day, when done properly, is about designing travel so people can do the work they travelled to do – and ensuring their company gets full value from every trip.

How to build this in, without inflating costs

Her answer, then, is being more selective about designing travel. Reset time is not required for every domestic business trip, but it should be reserved for longer trips that are likely to have an impact on performance – those requiring overnight flights, multi-city schedules, and trips that require critical engagement immediately upon arrival. In such cases, a buffer is often cheaper than the risk of diminished output and strained client outcomes.

Connectivity is part of the problem. Laptops, Wi‑Fi and mobile tools mean work doesn’t pause when someone is in transit; it follows them through airports, taxis and hotel rooms, putting travellers under more pressure.

The Flight Centre Travel Group says nearly half of corporate customers expect to increase travel budgets in the coming year, raising the stakes for getting real value from each trip. “It’s not difficult to accommodate a traveller’s needs,” says Mafojane. “You can widen property selection, update profiles with preferred travel times, and allow for a bit of wiggle room in the schedule. Ultimately, companies that recognise this shift are protecting judgement, relationships and retention.”

I was really pleased to see tourism given real weight at Davos this year. Minister of Tourism Patricia de Lille stood on that stage and made a clear case that tourism should be treated as a serious economic growth engine, alongside electricity, transport and mining. For an industry that employs millions and sustains entire local economies, that recognition is highly appropriate and priceless.

When she led with Club Med SA, I totally got it. A R2.5 billion resort with a global hospitality brand behind it is the kind of story that travels well in investor circles. It shows confidence. And crucially, this wasn’t another deal dressed up as “international”. There was real foreign capital in the mix, alongside the IDC and local partners, and that’s what makes it stand out.

I only really paused when the conversation moved straight from Club Med to the idea of rolling out similar developments across the country. On paper, it sounds doable. But once you’ve spent time in this industry, you know those two ideas aren’t as aligned as they first appear. As a signal to investors, Club Med was the right example. As a blueprint for geographic spread, it’s a far more complicated proposition – the actual elephant in the room.

Club Med hasn’t landed just anywhere. It’s ended up in one of the few places in South Africa where its operating model genuinely makes sense. The KwaZulu-Natal north coast offers beach access, a workable climate, available land and the benefit of Durban’s northward expansion. It also allows the resort to connect directly to a Big Five safari experience in northern KwaZulu-Natal. That combination is rare, and it doesn’t really exist elsewhere at the scale this project needs.

The hospitality model itself is equally specific. Everything is all-inclusive and tightly programmed. Guests stay inside the resort because there’s no real need to leave. I’ve seen this first-hand at their Mauritius property. Families and children sit at the centre of the Club Med offer, management and staff rotate internationally, and the guests’ day is structured from morning through to the night. It works well in island-style leisure environments. But once you understand how the model operates, it’s hard to imagine simply lifting it and dropping it into the Drakensberg, near the Kruger Park, the Garden Route or a regional town and expecting the same results.

And for me, this is precisely why the question isn’t about replicating Club Med at all. It’s about being honest about the conditions that made it possible in the first place.

Hospitality investment itself isn’t the problem. It’s happening. Cape Town’s skyline tells you that much. The problem is where it’s happening. Outside Cape Town and a few established leisure hubs, development has slowed right down to a trickle. So, if geographic spread is genuinely the ambition, then using a highly specific, premium resort as the reference point starts to muddy the message.

What also tends to get lost in the Club Med story is how much had to be made to “happen” before the resort could even be built. The investor and its development partners didn’t just arrive at a site where bulk infrastructure was neatly in place. They carried the risk of getting it there, let alone the risks down the line relating to the infamous KZN service delivery issues relating to water, sanitation, electricity and other municipal matters, which matter when we start talking about replication.

If the expectation is that international hospitality investors are being asked to do more than just build and operate hotels, if they’re also being asked to step in where basic infrastructure falls short, then that needs to be said upfront. That’s not a criticism, as it’s simply how commercial decisions get made. Investors need to understand exactly what they’re being invited into.

This is where the difference between a Davos pitch and an investable proposition really shows. Investors don’t need inspiration, even when a project like Club Med is genuinely impressive. They need hard detail. They want to know what incentives exist outside established metros, what tax breaks apply in tourism growth corridors, what concessions are available and where government responsibility ends, and investor responsibility begins. Without that level of honesty, capital will keep going where it always goes, to places where infrastructure already works, and risk is easier to price.

There are a few other realities we need to be honest about, too. BEE structures come up again and again as a hurdle for international operators and investors looking at South Africa. That’s not to dismiss transformation. In the Club Med deal, the IDC pushed hard to make sure meaningful participation was built in through a BEE consortium, which demonstrates that it can be done.

The bigger issue is whether our current frameworks make it easier for investment to happen, or whether they end up adding layers of complexity without unlocking real growth. From where many operators sit, it often feels like the latter.

The same applies to skills and work permits. South African hospitality expertise is leaving for cruise ships and Middle Eastern markets, while our hotel schools are not producing the necessary conveyor belt of trained students and potential leadership at any pace and certainly not at the pace development requires. International operators bringing in their experienced “opening” teams to establish standards and train local staff should not face the outrageously difficult permit obstacles they currently do. Building local capacity is about sequencing. You bring in experience first, you transfer skills properly, and over time you localise leadership. Doing it the other way around rarely works.

I’ll be watching Club Med’s opening in July with interest. Not because I doubt it will succeed, but because it will tell us a lot about how investable South Africa really is once the ribbon-cutting is over and we are a few years down the line.

How staffing, localisation, infrastructure, approvals and partnerships play out in practice will be the real test. The planned 500-seat convention centre is interesting too. It suggests an understanding that long-term viability depends on more than leisure demand and peak seasons. Hotels survive on consistent, weekday business, not just great weekends or tourism seasons.

Club Med was the right example to take to Davos. As a signal, it worked. But if geographic spread is the real ambition, the conversation now must move away from examples and towards packaging hospitality-related investment benefits and incentives, focused on both the South African and local hospitality developers developing for South Africans and the international hospitality investment community.

Tourism investment doesn’t spread because one project looks good on a global stage. It spreads when the conditions are right for different kinds of projects to work in different places – this is what will unlock growth beyond Cape Town and a handful of luxury enclaves.

And if the Davos pitch is going to turn into real projects over the next few years, that’s where Patricia de Lille, collaborating with her fellow ministers, should focus on now.

Corporate Traveller has teamed up with Healthwise Global to pick the top seven tips for travellers who want to protect their health and wellbeing when flying.

“Business travellers are definitely prioritising their health this year,” says Herman Heunes, GM Corporate Traveller South Africa. “But the reality of early flights, back-to-back meetings and room service can quickly derail even the strongest resolutions, making it particularly difficult to stick to the promises you made yourself on New Year’s Eve!”

As Heunes explains, the Flight Centre Travel Group makes use of the services of Healthwise Global – an in-house employee wellness programme – to motivate, inspire and assist their staff to live their happiest and healthiest lives.

Healthwise’s Global Business Leader, Tod Horton, says: “Healthwise is proud to look after the health and well-being of Corporate Traveller employees, especially when they are on the road at home and abroad.”

For Heunes, Healthwise Global are the perfect people to go to for advice.

“As our corporate travel teams benefit from the support and insights of Healthwise Global, we decided to ask them for a list of easy and practical ways travellers can keep their health and fitness levels in check,” says Heunes. “And when it comes to your well-being, every little step helps.”

1. Hydrate early. It is so important to rehydrate your body after a few weeks of Christmas and New Year’s cheer before travelling. Aiming for your eight glasses of water each day will help you feel better, think more clearly, aid digestion, improve your skin, and help prevent headaches. Yes, you may need to go to the bathroom a bit more often, but your body will thank you for it once you land.
2. Perfect your pre-airport routine. Use the night before your flight to prepare for the hustle and bustle of airport check-in and security. Pack yourself a healthy snack for the flight, have a quick but balanced breakfast, such as Bircher muesli or egg white frittata, ready for the morning, and get an early night’s sleep. It is also worth checking your journey to the airport the night before in case there are scheduled roadworks on your route. These extra steps will help reduce unplanned stress ahead of departure.
3. Use seat selection to your advantage. Once you have made it on board, it is easy to sink into your seat and settle in until landing time. However, remaining immobile for several hours on your flight will cause your body to work harder to pump blood from your legs back to your heart. By selecting an aisle seat at the time of booking, you will ensure you can get up as you please (when safe to do so) and use the aisles to stretch your legs.
4. Avoid caffeine and alcohol. Alcoholic and caffeinated drinks are a tempting option when travelling; it’s common to feel the need for a few cups of coffee after an early start or a glass of wine on the flight home to decompress. Their diuretic nature, combined with the humidity levels on planes, however, increases the risk of dehydration. It’s best to stick to bottled water when flying, and if you’re travelling on a long-haul flight, consider taking a hydration tablet with electrolytes to help with water absorption.
5. Eat balanced meals, in moderation. It’s easy to slip into unhealthy food habits when travelling, with the enticement of hotel breakfast buffetsand restaurant meals on offer. Foods with processed sugars, such as pastries, energy drinks, and chocolate cake, can cause our energy levels to peak and crash, so they are best avoided if you want to optimise your energy levels. In addition, moderation is key. If you’ve had a meal of lean protein, vegetables, and wholegrains, and aren’t completely satisfied, a scoop of ice cream won’t hurt and may help to curb the cravings.
6. Stay on the move when on the move. There is no reason to pause your exercise routinewhen travelling and staying active can help your body acclimatise to your new location. Consider going for a walk after you check in to get the blood circulating before your flight, or consider packing compact fitness items, such as resistance bands, that you can use in your hotel room. Simple exercises such as squats, burpees and bicycle crunches can all be performed in small indoor spaces.
7. Sleep well. It is super important that you use the travel time to catch up on some sleep or at least try to adjust to new time zones, so you feel fresh and more focused upon arrival. Use eye masks and earplugs and try to avoid screens right before sleeping.

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Now’s the time to build African expertise into your travel programme

JOHANNESBURG, 16 January 2026 – Business travel in 2025 had its challenges – and a level of complexity that’s following us into the new year.

For Mummy Mafojane, GM of FCM South Africa, it’s why business travellers are now craving simplicity above all else.

“After years of uncertainty, geopolitical tension, visa delays and more, travel has moved beyond securing the most competitive rate,” says Mafojane. “Yes, price is important, but so is ease, comfort and peace of mind. This year is all about real value and, more specifically, determining what ‘success’ looks like in your travel programme.”

Rethinking value in corporate travel

FCM’s recent white paper, Should Price Still Be Your Guide in 2026?, makes a compelling case for rethinking how companies measure travel programme success. It starts with solving operational pain points like booking friction, data gaps, and policy compliance, then measuring what actually matters: traveller experience, safety and security, wellness and wellbeing, sustainability, faster reporting, solid supplier relationships, and fewer policy violations.

As Mafojane explains, companies optimising solely on price will build programmes that look efficient on paper but fail in practice.

“Business travel is on the up,” says Mafojane. “Flight Centre Corporate’s 2025 State of the Market survey shows that 46% of our EMEA customers plan to increase their travel spend in our current financial year. Interestingly, conferences and events now account for 63% of business travel, with meetings coming in second at 53%. Companies are sending people to more events, investing in team culture, client relationships, talent retention and strategic growth – which means more people are on the move, and the stakes are higher than ever before.”

But what do travellers value?

Put simply: convenient flight times and check-ins, easy bookings and expense management, and better work-life balance. Plus 24/7 support when needed.

Human expertise

At a time when AI promises to streamline everything, the travel industry is rediscovering the value of human expertise. And not only when things go wrong – but for planning and execution too.

It was a hot topic at ITB Berlin 2025, where speakers explained that while algorithms excel at aggregating data, they often lack a sense for the exceptional. In the words of Christine Brisch of MairDumont, a European travel media company, the answers AI delivers are only ever as good as the prompt you give it. “Inspiration and surprise? Missing in action.”

The same principle applies to corporate travel. AI can flag potential disruptions, suggest alternate routes, surface cost patterns and even identify savings opportunities. But navigating visa stickiness for a critical trip? Securing last-minute accommodation during a major event? Understanding which “premium” hotel features actually matter in Riyadh versus Reykjavik? That requires context, relationships, and judgment that algorithms can’t replicate.

Personal choice

AI has put an extraordinary spectrum of choice – flights, accommodation, add-ons – at our fingertips. So much so, it’s overwhelming.

Mafojane believes what matters now is curated choice: a booking platform that simplifies the process by presenting a small number of options that are trusted, vetted and on-policy. Even better if travellers can personalise their experience within those guardrails.

“Travellers increasingly expect choice,” says Mafojane. “They want to choose flights that fit in with their family schedules. They want a consistent travel experience, so they lean towards hotel chains they know and trust. And they want to add in ‘bleisure’ time to get out and explore. There is nothing more ‘luxurious’ than a business trip that works for you too.”

 This is reflected in Amadeus’ 2026 Travel Trends, where the ‘Pick ‘n’ Stay’ trend sees travellers selecting and customising every detail of their stay – from room features (like soundproofing, block-out blinds, workspace setup) to amenities – rather than choosing generic room types, allowing for tailored experiences and higher guest satisfaction.

Simplicity, wellness and wellbeing

Ultimately, after a hectic year, what travellers really want is simplicity. Platforms that work effortlessly. Trips that unfold without friction. Personal choice, yes, but within agreed parameters that make decision-making easier, not harder. And time to rest and recoup.

So how do travel managers actually deliver what corporate travellers need in 2026?

For Mafojane it’s down to policy, systems and suppliers.

“If you haven’t looked at your travel policy in years, now’s the time,” says Mafojane. “Frequent fliers need different support than occasional travellers. Long-haul trips have different considerations to domestic hops. Tailored rules improve both compliance and satisfaction.”

Next up? Visibility. “You can’t manage what you can’t see,” says Mafojane. “Invest in platforms that allow for real-time reporting, dashboards that surface spending patterns before they become budget problems, and risk management software solutions that bolster your duty of care.”

Then, use 2026 to leverage supplier relationships, says Mafojane.

“Work with a travel management company that values strong relationships and leverages data to negotiate rates based on your actual travel patterns. This includes securing perks and waivers for your most frequent travellers. It makes a massive difference, especially when you work with travel partners and providers who can communicate clearly and act decisively in a crisis.”

Finally, invest in expertise. Whether it’s navigating visa complexities, managing event-driven demand spikes, or ensuring duty of care during disruption, industry know-how remains irreplaceable.

“Any travel manager can say ‘stop spending’, but the best in the business know how to make every rand – or loyalty point – work harder,” says Mafojane. “When company travel budgets get squeezed, the game isn’t just about less spend, but smarter spend. That means scrutinising the details that most ignore (right down to Wi-Fi receipts and seat upgrades) while ensuring your travellers are happy, productive and on their game.”

Business travel in 2026 demands more from travel managers. But for those willing to rethink value – and treat business travel as an investment rather than an expense – the payoff is significant: programmes that work for both the business and its travellers.

[Side Bar]

Read the full white paper here: Should Price Still Be Your Guide in 2026?

[https://www.fcmtravel.com/en-za/travel-insights/travel-hub/white-papers/corporate-travel-value-2026-beyond-price]

The newly elected Executive Committee brings together respected industry leaders from across the globe:

• Eva Blasco (Spain), CEO of Europa Travel & Vice President of CEAV – Chair
• Dean Long (Australia), CEO of ATIA – Vice Chair
• Larry Lo (Asia), CEO of Corporate Travel Management Asia – Vice Chair
• Andrew Bowman (New Zealand), Director of TAANZ – Treasurer
• Eric Dresin, Secretary General at ECTAA – Secretary

Otto de Vries, CEO of ASATA, continues as Executive Director, with Mark Meader (ASTA) leading the Land and Sea Committee and Christian Möller (ECTAA) heading the Air Committee.

“On behalf of the alliance, I’d like to express our sincere gratitude to Wendy Paradis for her exceptional leadership and dedication during her tenure,” said de Vries. “We’re delighted to welcome Eva Blasco as our new Chair. Her extensive industry experience and collaborative approach make her ideally suited to guide WTAAA through the complex challenges facing our global membership.”

Blasco brings over 20 years of experience in travel agents’ associations and is currently CEO of Europa Travel and Vice President of CEAV. Her background includes serving as Vice President of ECTAA (2012-2020) and chairing the Spanish APJC of IATA for four years.

As the new Chair, Blasco will focus on three key priorities: achieving greater recognition of travel advisors’ value in the distribution chain, expanding WTAAA’s global membership, and strengthening the alliance’s position as a respected industry voice promoting dialogue and best practices.

Speaking about industry challenges, Blasco highlighted the real-world struggles facing travel advisors:

“Travel advisors face technological challenges in adapting to the multiple distribution channels of different providers (including the rollout of NDC), which often involves significant financial investment, as well as a significant investment of time in staff training with the aim of learning the proper functioning of each of these channels,” Blasco explained.

Fragmentation is also a challenge. Agents and advisors not having consistent access to all content that is being presented across multiple channels, is making it difficult and time-consuming for travel advisors to search available options and compare prices effectively. 

Looking to the future, Blasco outlined how WTAAA’s role must evolve:

“The WTAAA must continue working, as it has been doing, to ensure that the relationship between suppliers like airlines and travel advisors is as balanced as possible, and working to ensure that the added value of travel agents and advisors is duly recognised by airlines and other suppliers.”

She emphasised that while embracing new technologies is essential, the human touch remains at the heart of the industry: “The WTAAA must continue working to ensure that travel advisors continue providing the highest quality service and the most personalised treatment possible to travellers, integrating technological and artificial intelligence solutions as much as possible to streamline processes, but never to replace the irreplaceable consulting provided by travel professionals.”

“Undoubtedly, there is strength in unity,” Blasco concluded. “Therefore, we will continue moving forward with collaboration and cooperation, sharing best practices and concerns among member associations, obviously always within the limits set by competition law.”

In addition to leading the tourism industry, Mrs. Bernstein’s portfolio will also include Culture.

Mrs. Bernstein, a resident of Baie Lazare, holds a Bachelor’s degree in Political Science and Journalism from Kingston University, London, and a Master’s degree in Diplomacy and International Studies from the School of Oriental and African Studies (SOAS), University of London.

Her career began in the United Kingdom with the International HIV and AIDS Alliance, where she also served as Liaison Officer for the Commonwealth HIV and AIDS Action Group. These early roles honed her expertise in communication, advocacy, and awareness-raising on global health issues.

Upon returning to Seychelles, Mrs. Bernstein joined the Department of Foreign Affairs as Press Attaché, a role she held for three years. During this time, she collaborated closely with the Minister’s Office and national stakeholders to enhance public understanding of the department’s work and strengthen Seychelles’ presence on the international stage.

She later served as Principal Counsellor at the Seychelles Embassy in Addis Ababa, where she was instrumental in establishing the new diplomatic mission and advancing Seychelles’ engagement with the African Union. Upon completion of her mission, she returned to Seychelles to continue her service as Principal Counsellor in the Consular Division, coordinating with consuls worldwide and assisting Seychellois citizens abroad.

In her remarks to the National Assembly, Mrs. Bernstein described her years in the Foreign Affairs service as “deeply fulfilling and formative,” highlighting how the experience contributed to her professional and personal growth.

Beyond her diplomatic career, Mrs. Bernstein brings a wealth of experience from Seychelles’ private sector, having held senior positions at Barclays Bank (now ABSA) and within the wider commercial and financial services industry. During her tenure at Barclays, she contributed to the bank’s major rebranding initiative to ABSA—one of the most significant projects undertaken at the time. She has been involved in various technical, strategic, and financial projects, with her work consistently emphasising community engagement, stakeholder relations, and corporate social responsibility.

“My journey and experience in both the private sector and diplomacy, coupled with my drive and perseverance, have shaped my commitment to share the knowledge I have gained across the various fields I’ve worked in. I am ready to keep learning, to challenge the status quo, to make a difference, and to leave things better than I found them. Most importantly, I am ready to work hand in hand with every stakeholder,” she said during her presentation to the National Assembly.

Mrs. Bernstein’s background in communications, marketing, diplomacy, and partnership development aligns strongly with the Department’s strategic priorities, particularly in strengthening destination branding, advancing sustainability, and fostering innovation within the tourism, culture, and heritage sectors.

Emeritus Professor Harold Goodwin, chair of the judging panel and founder of the International Centre for Responsible Tourism (ICRT), said responsible tourism is about making better places for people to live in and visit.

“All of the Global Responsible Tourism Award winners have explained what they took responsibility for, what they did and with what impact. We hope they will inspire other organisations to follow in their footsteps,” said Goodwin.

This recognition caps a breakthrough year in which T&V has so far channelled more than R1,000,000 in cash payments directly to local community partners – guides, hosts, cooks, artists and other entrepreneurs – through paid bookings and donations from guests, T&V and our partners.

“This award belongs to the people who make the experiences – our guides, hosts, cooks, musicians and storytellers,” said René Momberg, Head of Growth, Experiences & Partnerships at T&V. “The Global Silver recognises a consistent, collective effort by our community entrepreneurs, the Greater Stellenbosch Trust and other strategic partners that powers the work we do.”

“Our model for T&V is simple: co‑create with communities, keep the economics fair, and sell to the right buyers,” added Leana Kotze, Head of Strategy & Implementation at Greater Stellenbosch Trust (GST), T&V’s sole shareholder and long‑term backer. “With the right ecosystem support, responsible tourism amplifies every rand invested into community earnings. In 2025 we’ve seen this backing translate into at least five times that value in real local earnings.”

“Township and Village proves that responsible tourism isn’t a ‘nice-to-have’; it’s a powerful economic engine that creates dignity, ownership and sustainable livelihood,” said Annemie Liebenberg, CEO of Visit Stellenbosch. “As Stellenbosch’s tourism offering expands, T&V gives us the blueprint for ensuring that growth serves everyone, from the storytellers of Kayamandi to the artisans of Ida’s Valley. The T&V enterprise creates pathways to prosperity that honour our communities’ heritage while providing unique, enriching visitor experiences. That’s community tourism leadership at its finest!”

Powered by people and partners

None of this is possible without our community partners across Kayamandi, Ida’s Valley, Kylemore, Pniël and Jamestown – the entrepreneurs who open their communities and homes, share their stories and co‑own the experiences.

We also acknowledge our current and historic strategic partners whose patronage makes inclusive tourism work: the Greater Stellenbosch Trust, Cause Development Agency, Visit Stellenbosch, Cape Winelands District Municipality, Stellenbosch Municipality, Department of Economic Development and Tourism in the Western Cape (DEDAT) and Old Mutual Foundation.

The story of this year (highlights)

• Quality demand, real earnings: Large group bookings from Edwin Doran Sports Tours and Fairfield Tours, plus spectacular craft‑shop sales put consistent money into local hands.
• Experiences made with – not for – communities: Constant renewal and refinement of offers across home dining, heritage walks, music and craft in all communities we work in.
• People before product: A new guide cohort trained and mentored with regional partners – building careers, not just shifts.
• Doing it right: Completion of the Western Cape Department of Economic Development and Tourism-sponsored Sustainable Tourism Enterprise Programme (STEP) and adoption of a robust policy suite.

About Township & Village

Township & Village is a community‑based tourism initiative in Stellenbosch that co‑creates and delivers experiences led by local residents – from heritage walks and storytelling evenings to home dining, music and craft. The model prioritises dignity, ownership and fair economics for community partners and aligns with international responsible tourism standards.

Media enquiries & bookings
Website: townshipandvillage.co.za
Email: reservations@townshipandvillage.co.za
Insta and FB: @townshipandvillage

Notes to editors

• Awards: Responsible Tourism Awards 2025 – Global Silver (Peace, Understanding & Inclusivity; sponsored by Sabre); WTM Africa Responsible Tourism Awards 2025 – Gold (same category).
• 2025 milestone: R1,000,000+ paid in cash directly to community partners (Jan–Oct 2025).

Media assets: High‑res images and interviews on request.

Umhlanga – Tourism and hospitality leaders from across KwaZulu-Natal will gather at The Oyster Box Hotel on 6 November 2025, for the inaugural KZN Tourism and Hospitality Think Tank. Held under the theme “Changing the Narrative Through Collaboration”, the event will bring together people working within the province’s hospitality and tourism ecosystem to explore opportunities, address challenges, and co-create practical solutions for the sector’s growth.

While the event is spearheaded by major industry players such as Red Carnation, Sun International, First Resorts, Beekman Group, ANEW Hotels, African Sky, Champagne Sports Resort, and Dream Hotels & Resorts, participation is open to all who are passionate about rebuilding and promoting tourism in KZN.

The initiative follows the success of the third Hospitality Industry Think Tank in Johannesburg in August 2025, where tourism professionals from across South Africa gathered to share ideas, innovations, and strategies for sustainable growth. In addition to raising R180K for the non-profit organisation Touching Dreams, the Johannesburg session identified several national priorities for collective action.

One of the strongest themes to emerge was the need to position South Africa as more than a “two-pot” destination. Delegates emphasised that tourism growth depends on showcasing the country’s diversity beyond Cape Town and Kruger National Park. KwaZulu-Natal was identified as a natural focus area, with its unique combination of beach, berg, and bush experiences.

“KZN is the full package and the obvious place to focus our efforts for an immediate impact,”

says Chris Godenir, Touching Dreams ambassador and creator of the annual Hospitality Industry Think Tank.

“A lot has been done over the past two years to improve tourism in the province, but much of that work has happened in silos and progress has been slow. Our goal is to unite all KZN players so that we can move in the same direction, pool our resources, and maximise our collective impact,” added Godenir.

Held in association with FEDHASA, SATSA, and VOASA, the Think Tank will focus on five core themes:

• Collaboration – Aligning public and private sectors for integrated development to strategise the new narrative and rebrand KZN.
• Fixing the foundations –  Addressing infrastructure challenges and inefficient municipalities.
• Reviving state-owned assets – Unlocking the potential of environmental and cultural attractions.
• Promoting economic growth – With tourism as a catalyst for job creation, sustainability and social stability.
• Promoting heritage and culture – Respectfully navigating governance in the Zulu Kingdom.

Each theme will be explored by a panel of industry experts, with active audience participation encouraged. Discussions will culminate in a summarised action plan outlining tangible outcomes and specific follow-up responsibilities.  As a first port of call, the key findings will be presented to the KwaZulu-Natal Department of Economic Development, Tourism and Environmental Affairs at the Provincial Tourism Conference, which has been proposed for 7 November 2025. This will ensure that insights and recommendations reach key decision makers immediately.

“The KZN Tourism and Hospitality Think Tank is not meant to be a talkshop—it’s about driving meaningful action and measurable change,” says Roger Macquet, Director, Champagne Sports Resort.

“We urgently need to shift the narrative from one that focuses on KZN’s challenges, to one that highlights its successes and immense potential. The province has everything to offer both local and international travellers, and is a year-round destination. After a few tough years, it’s time to put KZN back on the map.”

Proceeds will once again benefit Touching Dreams, specifically the Think Big Academyin KZN, an initiative dedicated to creating youth employment opportunities within the tourism sector.

The headline sponsor of the event is SATIB Insurance Brokers, who offer specialist insurance cover for the tourism, hospitality, and leisure industries of Africa.

“As a specialist broker focused on understanding the evolving needs of the tourism and hospitality industries, collaboration is at the heart of what we do,” says Kevin Watson, Executive Head, SATIB Insurance Brokers.

“Finding solutions that help reduce risk and strengthen these vital sectors is something we care deeply about. The Think Tank provides an important platform to address some of the province’s most pressing challenges, and we are pleased to be part of this collective effort,” adds Watson.

Reserve your space at this industry-leading event:

• KZN Tourism and Hospitality Think Tank
• Dream the Impossible Dream Gala Cocktail Event

Sponsor the event or a become a Touching Dreams donor: https://touchingdreams.co.za/get-involved

Cape Town, 19 August 2025 – Southern Africa 360 Luxury Holidays has turned a new page, one written in warmth and authenticity. The boutique destination management company has appointed Nikki Thaver as Chief Executive Officer, marking both a milestone Women’s Month leadership transition and the start of a fresh approach to luxury travel across the region.

Under Nikki’s leadership, Southern Africa 360 is spotlighting the growing trend of “affordable luxury”, experiences that move the heart without breaking the bank. Think welcoming greetings from female-owned transfer companies, immersive journeys into off-the-beaten-path gems like the Northern Cape, and itineraries that prioritise soul stirring moments over opulent rooms.

“When people come to Southern Africa, they’re here for the experience,” says Nikki. “Yes, five-star rooms have their place, but luxury is also about connection, comfort, and knowing everything is taken care of. People don’t come to South Africa for private plunge pools. They come for life-changing experiences.”

The female touch that makes a difference

What sets Southern Africa 360 apart is its commitment to female-led service at every touchpoint. The company exclusively works with women-owned transport companies for meet-and-greet services, creating a warmer, more empathetic first impression for international visitors.

“When clients land after a 14-hour flight with missing baggage, our female meet-and-greet representatives don’t just arrange airline communication; they ask about urgent needs, offer shopping stops, and provide the empathy that transforms a stressful moment into reassurance,” Nikki explained.

This attention to detail resonates particularly with the growing demographic of female travellers, grandmother-granddaughter trips, and solo women visitors, a trend that has helped drive the company’s recent success in challenging markets like Australia, where Southern Africa 360 transformed from minimal presence to over 3,000 travellers, reaching #2 on their partner’s global leaderboard ahead of traditional favourites like Thailand and Southeast Asia.

Nikki’s appointment comes as the company celebrates its 10th anniversary and positions itself as a female centred operation, with 90% of its 20 person team being women and an expanding network of female-owned supplier partnerships across Southern Africa.

“Empowering women is about building opportunities throughout our industry,” said Nikki. “We’re proud that 90% of our core team are women and we actively seek out partnerships with female-owned businesses across Southern Africa, from transport to guiding to hospitality. My vision is to create an intentional pipeline where young women not only enter travel but thrive all the way up.”

The company actively partners with small, independently owned businesses across Southern Africa, with a particular focus on women-owned enterprises and businesses run by previously disadvantaged entrepreneurs.

“We’re committed to three core values: supporting women in tourism, growing youth in the industry, and partnering with small businesses, particularly those owned by black entrepreneurs and previously disadvantaged individuals. When we grow, we want our partners to grow alongside us,” said Nikki.

Academic roots drive real-world solutions

With 14 years as a tourism lecturer at Cape Peninsula University of Technology behind her, Nikki is passionate about bridging the gap between tourism education and the realities of the industry. Under her leadership, Southern Africa 360 has pioneered 18-month internship programmes, triple the industry standard.

“I saw the gap between what universities produce and what the industry needs,” said Nikki. “Our extended internships allow students to truly understand the business, not just get a taste before moving on.”

The programme has yielded concrete results: one intern recently celebrated her second anniversary as a permanent employee after progressing from 18-month intern to junior consultant to full-time team member.

Nikki steps into the role with an impressive track record of strategic market development and relationship building. As Product and Marketing Director, she spearheaded the company’s growth trajectory, doubling revenues over 18 months through strategic market expansion and innovative product development.

Her breakthrough success in the Australian market exemplifies Southern Africa 360’s approach of identifying underserved market segments rather than competing for established accounts. By understanding client needs before they even arrive and tailoring packages to unique market requirements, she ensured every stage of the journey feels personal, a strategy that has defined the company’s growth trajectory.

This philosophy has enabled Southern Africa 360 to serve clients across broader budget ranges while maintaining exceptional satisfaction rates and strong repeat business, evidenced by senior staff retention averaging 8.5 years in an industry notorious for turnover.

Founder Collin Thaver will transition to Business Development Director, supporting the new CEO while focusing on expanding the holding company’s other verticals including Southern Africa 360 Exclusive Tours and the soon-to-launch Mice 360 events division.

“I want to be known as the husband of the CEO,” said Collin. “This represents a paradigm shift that more males in our industry need to consciously make. Nikki’s leadership, combined with our female-first approach, positions us to set new standards for both luxury travel and women’s advancement in tourism.”

What to look out for

Rather than rushing into new markets, Nikki’s first 100 days will focus on deepening relationships with Southern Africa 360’s loyal clients across their key markets of India, the UK, US, and Australia, while building on the company’s reputation for personal, attentive service.

The company plans to leverage its established expertise in off-the-beaten-path destinations like Northern Cape and Limpopo provinces to serve repeat visitors seeking deeper Southern Africa experiences.

Guests can look forward to expanded itineraries into lesser-known regions, a stronger focus on year-round travel, and more partnerships that align with Southern Africa 360’s values of authentic, transformative experiences.

“Our commitment to delivering world-class experiences remains unwavering,” said Nikki. “But now we’re consciously ensuring that more women shape, guide, and benefit from the luxury travel economy, from our team to our suppliers to the guides and operators who create these transformative journeys.”

As Southern Africa 360 Luxury Holidays steps into this new chapter, Nikki’s vision promises more than just breathtaking itineraries. It’s a commitment to travel that’s deeply personal, authentically Southern African, and built to uplift the communities it touches. For travellers, it means journeys that are as memorable for the people you meet as for the places you see.

Southern Africa 360 by the numbers

• 90% female workforce
• 8.5 years average senior staff tenure
• 18 months internship duration vs industry standard 6 months
• 10 years company milestone in 2025
• Doubled revenues over 18 months through strategic growth
• Key markets: India, UK, US, Australia