Hon. Shariff Ali Shariff, Minister of State in the President’s Office (Labour, Economy and Investment), officially opened Essence of Africa 2026 last night at Diamonds Bijoux, a Planhotel Hospitality Group hotel. Over three days, 178 pre-qualified international buyers from 40 countries are meeting 162 exhibiting companies, bringing an international travel trade audience to Zanzibar.

Speaking on behalf of the Revolutionary Government of Zanzibar, the Minister said hosting Essence of Africa supports the islands’ plans to attract more international meetings and events. It also gives Zanzibar an opportunity to introduce its tourism products to buyers from established and emerging international markets

“Zanzibar is no longer just a destination for holidays,” he said. “We are also a destination for international conferences, business meetings, entertainment, cultural celebrations and global networking.”

Opened in February 2026, Diamonds Bijoux is a five-star, all-inclusive beachfront resort on Zanzibar’s southeast coast, between Bwejuu and Dongwe. Its conference facilities add to the island’s capacity to host international business events, while Essence of Africa gives Zanzibar an opportunity to demonstrate its appeal as a meetings destination.

The government also wants visitors to explore Zanzibar beyond its beaches, with a focus on culture, food, wellness, sports, and halal and family travel.

“We want visitors to come for our beaches, but stay longer for everything else Zanzibar has to offer,” said the Minister.

The push to diversify comes as Zanzibar records its highest visitor numbers to date. According to the Minister, the islands welcomed 917,167 international visitors in 2025, up approximately 24.5% on 2024. More than 633,000 arrived between January and August 2026, including a monthly record of more than 124,000 in August.

“Our ambition is not simply to welcome more visitors. It is to ensure that every visitor contributes more to our economy and that the benefits of tourism reach more of our people,” said the Minister.

The Minister also encouraged buyers and investors to look beyond Unguja, Zanzibar’s main island, to Pemba. He said the government plans to improve infrastructure and connectivity to attract investment in ecotourism, boutique resorts, wellness retreats and marine tourism, while preserving Pemba’s distinct character.

“We do not want Pemba to become another Unguja. We want it to develop its own identity and offer visitors something different,” he said.

Zanzibar air capacity set to grow 33%

Virginia Messina, CEO of ATTA®, the African Travel and Tourism Association, said airline seat capacity into Zanzibar had grown by more than 11% over the past year and was projected to increase by 33% over the next six months.

The figures, produced by ATTA® in partnership with The Data Appeal Company, also show that seat capacity across East Africa grew by 3.6% this summer, with long-haul capacity increasing by 7%. Messina welcomed British Airways’ announcement of a new service to Kilimanjaro and Zanzibar from May 2027.

“Growth alone cannot be our measure of success. We need the right policies and frameworks to turn growth into long-term value for destinations and communities, while protecting the very things that make Africa such a wonderful place,” she said.

Largest Essence of Africa to date

Essence of Africa is a private-sector-led initiative of On Show Solutions and ATTA®, bringing African tourism businesses together with the international buyers who sell the continent.

This third edition, following Nairobi in 2024 and Malindi, Kenya, in 2025, is the largest to date. It brings together 162 exhibiting companies, up 53% since the inaugural event, and 178 international buyers from 40 countries. Almost 75% of the buyers are attending for the first time. East African businesses account for 79% of exhibitors, while Europe is the largest buyer source region at 39%, followed by the Americas at 23% and Asia-Pacific at 19%.

Jacqui Reynolds, Co-Founder of Essence of Africa, said the forum was created to give African tourism businesses direct access to international buyers who could bring them new business.

Several buyers have already taken part in familiarisation trips around Zanzibar, giving them firsthand experience of the destination before meeting exhibitors. For local tourism businesses, the event offers an opportunity to build relationships with international buyers who could include Zanzibar in future travel programmes.

“Essence has never simply been about getting bigger,” said Reynolds. “It is about getting the right people into the room. It is about the quality of the conversations that happen over the next few days, the relationships that begin here, and ultimately the business that comes back to Africa as a result.”

Reynolds thanked the Revolutionary Government of Zanzibar and the Zanzibar Commission for Tourism for helping bring the event to the island.

Essence of Africa 2026 runs at Diamonds Bijoux until 22 October.

Highlights include Market Buzz, where travel specialists will share insights from key international markets, sessions introducing buyers to Zanzibar’s tourism offering, and discussions on the environmental and community impact of tourism. Sports tourism will also feature, with an initiative involving Uganda’s Rwenzori Marathon.

The forum will officially open on 19 October at Diamonds Bijoux, with Zanzibar’s newly appointed Minister for Tourism and Heritage, Dr Nasra Nassor Omar, and her predecessor, Mudrik Ramadhan Soraga, expected as special guests. 

“Zanzibar’s tourism growth has been impressive, and we’re pleased to bring Essence of Africa here at a time when there’s so much interest in the destination,” says Amanda Margison, Co-Founder of Essence of Africa. “We’re honoured to welcome representatives of Zanzibar’s tourism sector and introduce our international travel partners to the people and businesses behind that success.”

Zanzibar takes centre stage

The content programme opens with Destination Zanzibar, sponsored by Profitroom. Moderated by Virginia Messina, Group CEO of ATTA®, the session will bring together representatives of the Zanzibar Commission for Tourism, Zanzibar Investment Promotion Authority and ENVI Lodges to discuss tourism development, investment opportunities and how new tourism products can be brought to market.

“Zanzibar has long captured the imagination of international travellers with its turquoise waters, white sandy beaches and tropical charm,” says Hakeem Kimara, Head of Public Relations at the Zanzibar Commission for Tourism. “But beyond its celebrated coastline lies a destination offering far more: centuries of living history, authentic Swahili culture, exceptional culinary experiences, marine adventures and a growing portfolio of premium tourism products.

“For international tour operators, travel designers and luxury travel specialists attending Essence of Africa 2026, Zanzibar presents an opportunity to expand their product portfolios, reach different traveller segments and create memorable, high-value itineraries. Our message to travel buyers is simple: Zanzibar is not just a beach holiday. It is a complete travel experience waiting to be packaged, promoted and sold.”

Positive Impact explores tourism’s contribution to Zanzibar

Two Positive Impact sessions will introduce buyers to local businesses and organisations working to address environmental challenges and create opportunities for Zanzibar’s communities.

The first, sponsored by ResRequest and moderated by Joy Mbatau, Regional Hub Manager for East Africa at The Long Run, will feature Blue Impact Network, Chumbe Island, CHAKO Zanzibar and Msonge Organic Family Farm. The discussion will look at how tourism businesses are approaching conservation, waste management and local sourcing, and what their work means for the destination.

A second session, sponsored by SiteMinder, will introduce delegates to people behind some of Zanzibar’s local tourism experiences, looking at how these activities connect visitors with communities and contribute to local livelihoods.

Market Buzz brings international market insights to African suppliers

Market Buzz gives African tourism businesses the opportunity to hear directly from travel specialists selling African holidays in international and regional markets. Five sessions will examine changing customer demand, booking patterns and opportunities for African suppliers.

The Asia Pacific session, moderated by Rajay Singh, CEO of Safari Trails and Essence of Africa Advisory Panel member, will focus on India, China and Australia – discussing changing travel patterns, new demand and opportunities to attract repeat visitors.  

The Americas session will examine North America’s increasingly selective travellers and growing interest in Africa from Latin America. David DiGregorio of Re•think Travel Marketing and Andrea Landaeta of Sariri Terra will share their perspectives on these markets.

The Europe session, featuring Paddington Tucker of Travel Advance, will consider changing traveller expectations, pricing, sustainability and what African destinations need to do to remain competitive in one of their most established source regions.

The Middle East session, featuring Sadiq Dindar of AfriLuxe Tourism Advisory Services, will examine the different traveller segments within the region, including luxury and expatriate markets, and the role of air access and visas in converting interest into bookings.

The Africa session, moderated by Mohammed Hersi, Group Director of Operations at Pollmans Tours & Safaris and Essence of Africa Advisory Panel member, will focus on the potential of intra-African travel, bringing together perspectives from across the continent.

“Africa and the Middle East are often grouped together in tourism research, but they’re very different markets with different opportunities,” says Chris Mears, Co-Founder of Essence of Africa. “We’re really pleased to give Africa its own Market Buzz session this year. More Africans are travelling within the continent, and that’s an important market to develop, particularly as regional travel can help cushion destinations against global events that disrupt international tourism.”

Sports tourism offers opportunities for African destinations

With Africa preparing to host several major international sporting events, including the 2027 Africa Cup of Nations, the 2027 ICC Men’s Cricket World Cup and the 2029 World Athletics Championships in Nairobi, tourism businesses have opportunities to attract visiting fans and encourage them to explore the host destinations.

Essence of Africa has partnered with Uganda’s Rwenzori Marathon to introduce delegates to running tourism through a 5km beach walk and 10km beach run on Wednesday, 21 October, at 6am. Rwenzori Marathon founder and Essence of Africa Advisory Panel member Amos Wekesa will lead the event and share his experience of developing a sporting event that attracts international visitors.

Essence of Africa 2026 has 162 confirmed exhibitors, up 53% since the first edition, and 178 international buyers from 40 countries. Buyers come from Europe (39%), the Americas (23%), Asia Pacific (19%), Africa (18%) and the Middle East (2%). 75% are new to the forum, giving exhibitors access to new international trade contacts. Of the exhibitors, 79% are from East Africa and 21% from the rest of the continent. Accommodation providers make up the largest group (61%), alongside DMCs, tour operators, experience providers, transport providers and tourism bodies. Seventy-seven of the buyers are taking part in pre-show familiarisation trips across Zanzibar.

Afrigay Travel International has launched the inaugural Afrigay LGBTQ+ Tourism Growth Symposium 2027, taking place in Cape Town on 12 January 2027.

Created as a focused tourism industry event, the symposium is designed to help South Africa better understand, serve and grow the LGBTQ+ travel market. The first edition will take place under the theme “From Welcome to Readiness”, with the broader positioning: South Africa, Africa and the Future of Inclusive Travel.

The symposium will be hosted at Mama Shelter Cape Town, with an evening networking cocktail reception hosted at The Rockefeller Hotel by Newmark. The three Cape Town-based ONOMO Hotels will sponsor the afternoon Learning Lab, a practical and interactive session designed for honest, open conversation, exploration and hands-on engagement around LGBTQ+ tourism readiness.

An optional Glitter Trail Peninsula Experience will take place on 13 January 2027, giving delegates a live example of how LGBTQ+ tourism can be packaged with personality, storytelling, hospitality and commercial appeal.

The event is aimed at tourism businesses, accommodation providers, tour operators, attractions, tourist guides, destination bodies, SMMEs, LGBTQ+-owned businesses, travel trade partners, associations and public-sector tourism stakeholders.

“This is not a Pride event or a general diversity discussion,” says Michael Gladwin, founder of Afrigay Travel International and All Stay LGBTQ+ Education. “It is a tourism growth platform. South Africa already has strong appeal as a destination, but welcome is only the starting point. The real opportunity is to help the industry become more confident, more prepared and more intentional in how it serves LGBTQ+ travellers.”

The programme will include industry insight, panel discussions, practical conversation and the Learning Lab, where delegates will explore real tourism scenarios, guest experiences and practical steps towards stronger LGBTQ+ market readiness.

The symposium also aims to support wider participation in the LGBTQ+ tourism conversation, including SMMEs, emerging tourism businesses, guides and regional tourism stakeholders.

“Cape Town is the natural host city for the first edition,” says Gladwin. “But the opportunity is much bigger than one city. South Africa has the potential to become the leading LGBTQ+ travel gateway to Africa, and this symposium is intended to help start that work in a practical, industry-focused way.”

Registrations are now open at symposium.afrigay.com.

Event details

Event: Afrigay LGBTQ+ Tourism Growth Symposium 2027
Theme: From Welcome to Readiness
Date: 12 January 2027
Venue: Mama Shelter Cape Town
Evening Cocktail Reception: The Rockefeller Hotel by Newmark
Optional Day 2: The Glitter Trail Peninsula Experience, 13 January 2027
Website: symposium.afrigay.com

Dubai is that stopover.

Flight Centre South Africa’s booking data shows uninterrupted month-on-month recovery since the March low caused by the US-Iran conflict, with bookings growing at roughly 40% per month across the recovery window.

The momentum is real, it is sustained, and it is accelerating.

“Emirates’ network is largely restored, access from South Africa has never been better, and Dubai has used its quieter period to reinvent itself,” says Euan McNeil, MD of Flight Centre Travel Group South Africa.

For travellers already planning long-haul journeys through Dubai, the case for turning that layover into something deliberate has never been stronger. But how much time do you have, and what should you be doing with it?

First, the practical bit: Visas and the Dubai Connect advantage

South Africans need a pre-approved UAE visa before flying. “The good news” says McNeil, “is it’s one of the more straightforward visa processes available to South Africans. The document requirements are minimal – a clear passport scan and a recent photograph – and standard processing takes just three to four working days, with urgent options available in 24 to 48 hours if you need it faster. A 96-hour transit visa, purpose-built for layover travellers, is available for US$49, allowing you to explore the city before continuing your journey.”

Emirates’ Dubai Connect programme offers eligible transit passengers with longer connection times complimentary hotel accommodation, meals, airport transfers, and visa support. If you’re booked on Emirates and your connection time is between eight and 26 hours, and no earlier connection is available on your itinerary, you may qualify. Book it at least 12 hours before your incoming flight, and Emirates will take care of the rest.

“Check your eligibility before you book. For travellers on longer itineraries, it transforms a long layover from a logistical inconvenience into a complimentary night in one of the world’s most extraordinary cities,” McNeil says.

Getting the timing right

Getting through immigration and out of Dubai International (DXB) typically takes 45 to 60 minutes. Getting back to your gate requires you to be at the airport at least 90 to 120 minutes before your onward flight. Factor in 15 to 25 minutes each way to Downtown Dubai by taxi, or around 25 minutes on the Dubai Metro Red Line.

A note on traffic: the drive to central Dubai takes 15 to 25 minutes in normal conditions, but during morning rush hour (7:30 to 9:30am) and evening rush hour (5:00 to 8:30pm) along Sheikh Zayed Road, that can double. “Take the Metro during peak hours – it never gets stuck in traffic, and a single journey costs between AED 3 and AED 8.50. A one-day unlimited pass costs AED 22,” advises McNeil.

8 hours: The downtown run

This is the sweet spot for a first-time Dubai layover. Head straight to Downtown Dubai via the Metro Red Line or a taxi and keep it focused.

The Burj Khalifa is the obvious anchor. Stretching 828 metres, it remains the tallest building on earth, and the views from the observation deck are as arresting as every photograph suggests. Book your tickets online in advance to skip the queues.

Immediately below it, the Dubai Fountain puts on choreographed shows every 30 minutes from 6pm, set to a rotating programme of music that ranges from classical Arabic to contemporary pop. It’s free, it’s spectacular, and it takes about 15 minutes.

The Dubai Mall surrounds you on all sides: 1,200 stores, an indoor ice rink, a 10-million-litre aquarium, and enough food options to constitute a destination in their own right. Don’t try to see all of it. Pick a direction, walk, eat something good, and get back to the airport with time to spare.

One night: Old Dubai meets new

With a full evening and morning at your disposal, you can do something the 8-hour layover can’t: contrast.

Start in Old Dubai. A 10 to 15-minute taxi ride from the airport brings you to the Al Fahidi Historical Neighbourhood, known for its wind-tower houses and narrow lanes. From there, take an abra (a traditional wooden boat) across Dubai Creek for AED 1, landing you in Deira’s Gold Souk and Spice Souk. The Gold Souk alone contains over 300 retailers and an estimated 10 tonnes of gold on display at any given time. From Old Dubai, head south to Downtown for the evening.

The next morning, consider visiting the Museum of the Future, a stunning torus-shaped building near the Burj Khalifa, widely regarded as one of the most beautiful buildings on earth. It offers immersive exhibits about the coming decades that are worth the two hours they take. Book in advance.

Two nights: The full Dubai

Two nights transform the layover into a short break.

Add a desert safari to the itinerary above for an afternoon spent on the golden dunes, dune bashing in a 4×4, camel riding, and a traditional Bedouin-style dinner under the stars. Arabian Adventures runs excellent evening safaris that can be booked as a half-day, leaving your morning free for the city.

Dubai Marina deserves an evening. The waterfront is lined with restaurants at every price point, delivering views of the illuminated skyscrapers reflecting off the water, while a sunset dhow cruise along the canal gives you a different perspective of the city.

And then there’s what’s new. Khor Al Mamzar’s 500-million-dirham redevelopment has transformed the beloved beach destination into a 24-hour lifestyle hub, complete with a 300-metre night beach open around the clock, the region’s first floating walkway, a 3.6-kilometre swimming shoreline, and 19 food and beverage outlets.

If you’re staying in the airport

Not every layover allows for a city excursion, and if yours doesn’t, DXB is arguably the best airport in the world to be stuck in.

Terminal 3 alone contains a dedicated gaming lounge with PC and PlayStation consoles, a Fortnum & Mason store offering complimentary tea samples, a Dyson store offering complimentary hair styling, indoor Zen Gardens near Gates B7 and B11, and a Garrett Popcorn stand giving away samples of their gourmet popcorn.

The bottom line

Emirates is flying. Dubai has upgraded itself.

The gate change you’ve been sleeping through for years is ready to become the highlight of your trip. The only thing left to decide is how long to stay.

The move marks more than a change of address. It represents Visit Stellenbosch’s continued commitment to creating exceptional visitor experiences while strengthening Stellenbosch’s position as one of Africa’s leading tourism destinations.

Located in the heart of the historic town centre, the new Visitor Information Centre offers a welcoming, accessible space where local and international travellers can discover award winning wine experiences, world class culinary offerings, outdoor adventures, cultural attractions, events and authentic local stories. Friendly destination specialists will continue to provide personalised itineraries, expert recommendations and insider knowledge to help every visitor experience the very best of Stellenbosch.

“Every destination has a front door, and ours now opens onto the historic heart of Stellenbosch,” says Annemie Liebenberg, CEO of Visit Stellenbosch.

“Our new home on Dorp Street reflects who we are, a destination where heritage meets innovation, where authentic experiences create lasting memories, and where every visitor is welcomed with genuine warmth. This move is an investment in our future, our visitors and our tourism community. We look forward to welcoming travellers from across South Africa and around the world as they discover the many extraordinary experiences that make Stellenbosch unforgettable.”

Visit Stellenbosch encourages all tourism partners, including accommodation establishments, wine estates, attractions, restaurants, tour operators, guides, transport providers and tourism associations, to update their records, websites, marketing collateral and visitor information with the new address. Partners are also requested to direct visitors to the new Visitor Information Centre from the relocation date.

New Office Address

Visit Stellenbosch
141 Dorp Street
Stellenbosch
7600

Contact Details, unchanged

Tel: +27 (0)21 886 4310
Email: info@visitstellenbosch.org

Instead, Corporate Traveller’s data points to something more interesting: a marked increase in trip duration. The insights form part of Corporate Traveller’s latest report: The smarter business travel guide for finance leaders.

As Juliette Da Silva, CFO of Flight Centre Travel Group South Africa explains, in 2024, the average business trip length was 3.21 days. In 2025 it jumped to 5.31 days – a 65% increase year-on-year.

“Companies are batching their meetings,” says Da Silva. “Travellers are visiting multiple stakeholders and combining market visits that would previously have been split into three separate trips. If you’re going to incur the cost and the traveller disruption of getting on a plane, you want to maximise the return on that journey.”

It’s also called trip stacking and Herman Heunes, General Manager of Corporate Traveller South Africa, sees the shift play out in booking patterns every day.

“The trips we’re booking in 2026 look nothing like the trips we were booking in 2023,” he says. “Clients are coming to us with bigger, more complex itineraries – multi-city, multi-stakeholder, often spanning a week or more. What used to be three separate Johannesburg-to-Cape Town hops for three different meetings has become one trip that does all three plus a client dinner and a team workshop on the way through.”

That shift has changed how Corporate Traveller’s client conversations unfold, Heunes adds.

“Five years ago, a lot of our cost conversations were around securing the best airfare. Now they’re about trip design: how you sequence meetings, where you base yourself, which hotel is actually closest to your three client sites rather than the one with the cheapest headline rate. Those decisions often save more money than a fare negotiation ever would.”

The behavioural shift is healthy for both ROI and traveller wellness, but it’s shifting where budget pressure shows up.

“Longer trips mean more hotel nights,” says Da Silva. “And South African hotel rates have been climbing steadily over the last three years – from an average room night of R1,050 in 2023 to R1,301 in 2025. So, while companies are getting better value per trip, they also need to be watching accommodation spend much more closely than they used to.”

Similarly, average international rates have climbed from R2,424 in 2023 to R2,877 in 2025. For a finance leader whose travel programme is still measured primarily on airfare savings, that’s a blind spot worth closing.

Both Da Silva and Heunes agree that travel policies need to catch up with traveller behaviour.

“The longer-trip, higher-ROI pattern should be baked into policy, not treated as an exception,” Heunes says. “If batching meetings is the new normal, your policy should actively encourage it. That means flexibility on minimum stay duration, smart advance-purchase requirements, and preferred supplier relationships that reward the kind of multi-night bookings your travellers are now making.”

Put simply, companies can save money in a number of ways: booking in advance (and as Da Silva notes, advance booking windows are already lengthening, up to 17.9 days in 2025), leveraging loyalty programmes, and exploring alternate accommodation options including guesthouses. Geographic clustering – combining multiple close destinations into a single trip – cuts airfare costs, while negotiating midweek rates lowers accommodation spend.

Da Silva frames it as a broader mindset shift.

“South African companies aren’t travelling less because business travel matters less,” Da Silva says. “The value of business travel is not in question. Instead, they’re travelling differently, stretching the return on every journey and tightening the discipline around when and how trips get booked. In today’s economic environment you have to make sure every rand counts. The companies doing this well are treating travel less as a line-item cost and more as a managed investment – and using current conditions as an opportunity to reset policies, renegotiate supplier agreements, and build programmes that flex with market volatility.”For a closer look at the data – and a practical framework for managing travel spend in volatile conditions – download Corporate Traveller’s latest report here.

JOHANNESBURG – You’re at the airport. Business class ticket in hand, you head toward the lounge only to be turned away at the door. Or your meeting moves and you try to change your flight, and discover the original ticket is non-refundable. Or you arrive at check-in with two bags, as you’ve grown accustomed to in business class, and learn you’re only entitled to one.

It’s the reality of “unbundling”: the practice of separating a standard airline ticket into its individual components. As an example, business class used to mean something fairly consistent. A lie-flat seat on long haul. Lounge access. Two bags. The ability to change your flight if the world intervened. You paid a significant premium for it, but you knew what you were getting. Those days are over.

According to Amadeus, the shift began in 2019, when Emirates introduced its special business class ticket – a stripped-down product that retained all the onboard comforts you expect (lie-flat seat, an elevated restaurant-style dining experience and top-tier entertainment system  ) but removed ancillaries like lounge access, seat selection and chauffeur services. It was a proof of concept: passengers would accept a reduced overall experience, at a reduced cost, if the seat itself remained premium.

Other airlines soon followed, with the likes of Qatar and KLM also introducing business class “lite” options. Come 2026? Tiered business class structures are fairly standard across the industry. The seat is the same. The cabin is the same. The ticket is not.

The three things most likely to disappear

Guaranteed lounge access is usually the first casualty. United’s unbundled “Base Polaris” fare includes access to a United Club lounge – not a Polaris Lounge, with its premium dining and spa facilities. Emirates’ base fare excludes complimentary airport lounge access. But as Mummy Mafojane, GM at FCM South Africa explains, for many travellers, particularly those on long-haul journeys with onward connections, the lounge is not an optional extra – it is a significant part of what they paid for.

“It’s very different for leisure travellers and business travellers,” says Mafojane. “Leisure travellers are often happy to pick and choose their perks. But business travellers rely on lounge access to work, decompress and even shower. No access can be an unwelcome surprise.”

Flexibility is the second to go. Base-tier business class tickets are frequently non-refundable and non-changeable – conditions that would once have been unthinkable at this price point.

“This is a particularly important consideration for travel bookers and travel programme managers,” says Mafojane. “2026 has already delivered a masterclass in travel disruption – at this point, locking yourself into a rigid, non-refundable ticket isn’t a saving; it’s a liability.”

Baggage is next. Finnair’s “light” business class fare excludes checked baggage unless the passenger holds elite Oneworld or Finnair Plus status. ZIPAIR, the Japanese low-cost long-haul carrier, goes furthest of all: its lie-flat business class seat includes nothing beyond the seat itself – no baggage, no meal, no seat selection. Everything is purchased separately.

The problem isn’t the product, it’s the presentation

ZIPAIR is actually a useful reference point. A lie-flat seat with each additional service priced individually and transparently, is a coherent offering. Travellers know what they’re getting. The more significant problem arises when legacy carriers sell something structurally similar, stripped of lounge access, flexibility and baggage, while marketing it under the same business class branding that has historically implied a comprehensive end-to-end experience.

For corporate travel programmes, the consequences extend well beyond a disgruntled traveller. A non-changeable ticket reissued during disruption, a bag fee at the counter, or a stranded employee with no flexibility and no recourse represents a programme failure, not just a personal inconvenience. Base fares also typically earn fewer frequent flyer miles and accrue less toward elite status – meaning the apparent saving at the point of booking may cost considerably more when the full picture is considered.

The corporate travel blind spot

For business travellers booked through a corporate travel management system, the risk is compounded. Many company travel policies were written when business class was a single, standardised product. They haven’t yet been updated to account for fare tiers within business class, meaning an employee may be booked on a base fare and arrive expecting the full experience. Travel managers, Mafojane explains, are increasingly having to specify not just the cabin class, but the fare tier, in their booking policies.

How to check before you commit

The fare tier name is your first signal. Base, Basic, Saver, or Light anywhere in the fare description is a warning to look further. Don’t rely on the airline’s general business class page, always check the specific fare conditions attached to the ticket you’re about to buy.

Confirm lounge access explicitly. Confirm baggage allowance in the booking summary, not the marketing overview. Check whether the ticket is changeable and refundable; if it is neither, you are holding something that functions more like an economy saver fare than a traditional business class ticket, regardless of what seat you’re sitting in.

“Obviously, travellers love a lie-flat seat, and all the space and comfort business class delivers,” says Mafojane. “But flexibility trumps all when it comes to a well-functioning travel programme.”

In other words, check the Ts&Cs carefully – and compare a premium economy fare with a ‘lite’ business class fare and decide which makes more sense on the day. If you hold elite frequent flyer status, check whether it restores any stripped benefits and be very mindful of which tiers you book.

What this actually means

None of this makes the tiered model inherently dishonest. For a leisure traveller with fixed plans, carry-on luggage only, and no interest in airport lounges, a base business class fare may represent genuine value – a lie-flat seat at a significantly lower price. The issue is assumption: the assumption that business class still has a fixed, reliable definition. It doesn’t. And in a managed travel programme, that ambiguity has a cost. A traveller turned away from a lounge, stuck on a non-recoverable ticket, or charged for a bag at the airport is an irritation at best and a significant unplanned expense at worst. Knowing which tier a ticket sits in, and what that means in practice, is now a fundamental part of the booking process, not an afterthought. And the onus sits squarely with the booker or travel manager.

Johannesburg – The cost of getting someone to London or Nairobi is significantly higher than it was six months ago, and travel managers are being asked to tighten their purse strings. With rising oil prices, fuel surcharges and capacity constraints affecting airfares, the next logical place to look for savings is accommodation. Enter the buddy system.

Why companies still use it

To be fair, room-sharing isn’t always a crude cost-cut. Sometimes the logic is entirely practical. A large group travelling together for a team build or MICE event may face genuinely limited accommodation options, particularly in smaller cities or in peak periods. Especially if you want to keep everyone together. Last-minute travel, a block booking that falls through, a conference hotel that’s at capacity: these are real scenarios where sharing a room is the most workable solution rather than a policy choice.

For junior-level staff, it can also carry a certain social logic – a sense of shared experience that fits the moment. And for short overnight trips where the room is little more than a place to sleep, some travellers genuinely don’t mind.

“There are situations where it makes practical sense and everyone’s comfortable with the arrangement,” says Herman Heunes, GM of Corporate Traveller South Africa. “The problem is when it becomes the default response to a budget squeeze rather than a considered decision. That’s when it starts to cost more than it saves.”

What it actually costs

The saving from sharing a room is real but against the full cost of a business trip that now includes inflated airfares, it’s a modest return.

The hidden costs (think snoring, scrolling until midnight, room temperature, bathroom schedules and someone else’s 5am alarm), meanwhile, don’t appear on any expense report. Research shows that sleep-deprived workers are up to 50% less productive than well-rested colleagues, and significantly more likely to experience burnout, emotional dysregulation and higher absenteeism. Shared rooms mean different sleep schedules, different routines and perhaps most importantly, no space to decompress or prepare.

“For a company that has spent a fortune getting someone to their destination, a compromised night’s sleep when they get there is a poor return on that investment,” says Heunes.

And as he explains, there’s also the question of duty of care.

Under ISO 31030, the international standard for travel risk management, companies carry legal and moral responsibility for employees during work travel. A shared room creates an environment that is genuinely difficult to govern – medical privacy, religious observance, potential for harassment complaints. These considerations don’t make room-sharing impossible, but they do mean it warrants more careful thought than it typically receives.

What does your travel policy actually say?

Here’s a question most travel policies don’t answer: what happens when someone says no? Or agrees in principle, then asks to pay the difference for a single room? Without a clear framework, these conversations land awkwardly – usually on a line manager who’d rather not be having them.

The companies handling this best have a few things in common: room-sharing is an opt-in arrangement, never a default; there’s a documented process for opting out without needing to justify a medical condition or personal circumstance; and where a traveller chooses to upgrade at their own cost, the policy says so explicitly rather than leaving it to negotiation. It sounds administrative, but getting this right protects the company as much as the traveller.

The generational picture

It’s tempting to assume that younger employees are more relaxed about room-sharing –that the generation comfortable with co-living and flat shares won’t mind bunking with a colleague. The reality is more nuanced. SilverDoor’s research on Gen Z business travel finds that younger travellers want spacious co-living environments and the freedom to build a personalised routine on the road, but that appetite is for shared amenities, not shared bedrooms. They want community on their own terms: a shared kitchen, a gym, a rooftop bar, an optional dinner with colleagues. And a door they can close when they need to.

Older road warriors have their own reasons for valuing privacy: confidential calls, client preparation, insomnia, the hard-won ability to decompress after a long flight. For senior employees handling sensitive commercial information, a shared room is also a professional risk. Across all generations, given the choice, most people would prefer a room to themselves. The difference is just how loudly they’ll say so.

Where the smarter saving lives

Heunes suggests looking at the aparthotel model where possible. It delivers private bedrooms and bathrooms alongside shared kitchens, living spaces and co-working areas. Teams travelling together can book adjacent units or multi-bedroom configurations, getting the proximity and informal connection of shared travel without the privacy trade-off. Hilton research found that 81% of extended-stay guests cooked in their accommodation during their last stay – a direct reduction in meal expenses that contributes to the overall saving. On stays of three or more nights, aparthotels typically run 20–30% below comparable hotel rates, with self-catering reducing the meals budget further still.

In South Africa, The Capital is a good example. Globally, hospitality groups like Frasers Hospitality, Quest, Marriott International, Hilton and Minor have all developed their aparthotel offering through different brands. It’s the best of both worlds: hotel amenities, co-working spaces, shared apartments – complete with kitchens, lounges and private bedrooms.

For Heunes, beyond accommodation type, the other levers – consolidated hotel programmes, negotiated corporate rates, right-sizing to trip length, travelling out of peak times – consistently deliver savings without asking anything of the traveller.

“The smarter conversation isn’t about who shares a room,” says Heunes. “It’s about building an accommodation strategy that absorbs the pressure from rising airfares without putting it onto the people travelling. Aparthotels, negotiated rates, the right product for the right trip length, that’s where the true savings live, and something you can sustain.” The Middle East crisis has forced South African travel buyers to get creative about routes and carriers in ways nobody anticipated at the start of 2026. That same creative energy, applied to accommodation strategy, is where the more sustainable answer lies. The buddy system finds money once. A better policy finds it on every trip.

Table of Contents

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.”

Now in its third edition, the event has evolved from an ambitious sporting initiative into an internationally recognised rendezvous for trail runners, adventure seekers, and nature lovers alike. The 2026 edition attracted participants from 14 countries across Europe, Africa, Asia, and the Middle East, all drawn to Seychelles’ rare combination of technical trails and breathtaking scenery.

Seychelles’ Minister for Tourism, Amanda Bernstein, welcomed the overwhelmingly positive feedback from participants and highlighted the event’s growing international appeal.

“I am delighted by the feedback we continue to receive from runners. The Seychelles Nature Trail offers a rare combination of technical challenge and exceptional natural beauty. Participants are leaving with unforgettable memories and are already expressing their desire to return next year. It is inspiring to see runners from around the world discovering Seychelles through this unique adventure,” said Minister Bernstein.

Far more than a race, the 22-kilometre course offers an immersive journey through the wild beauty of Seychelles. Runners traverse the dense forests of Morne Seychellois National Park, rugged mountain paths, dramatic granite formations, and spectacular coastal viewpoints before descending into Grand Anse. The route passes through Port Glaud, Cap Ternay, Anse Major, Mare aux Cochons, Cassedent, and Tomassin, delivering over 1,200 metres of elevation gain alongside sweeping views of the Indian Ocean.

International athletes praised both the challenge and uniqueness of the course. French trail-running icon Sylvaine Cussot, who finished second in the women’s category, described the race as one of the most remarkable trail experiences she has encountered. UK participant Charly Pauly also highlighted the exceptional diversity of terrain and scenery.

Pakistan’s Wiqar Ahmad Nasir successfully defended his title for the second consecutive year, crossing the finish line in 2:11:39. South Africa’s Daniël Classen secured second place in 2:13:00, while Jonathan Quatre claimed third place, becoming the first Seychellois athlete to complete the race.

In the women’s category, South Africa’s Emily Djock claimed victory in 2:55:05, followed by Sylvaine Cussot in 3:02:05 and Seychellois athlete Aisha Radwan in 3:14:05.

What distinguishes the Seychelles Nature Trail is not only the course itself, but the destination experience surrounding it. Unlike many large-scale international races, Seychelles offers participants an intimate connection with nature, culture, and community, where warm Creole hospitality, pristine landscapes, and sustainability remain central to the experience.

The growing popularity of the event also reflects Seychelles’ evolving tourism identity. Long celebrated for its idyllic beaches and luxury resorts, the destination is increasingly gaining recognition for adventure, wellness, and experiential travel. Through the Seychelles Nature Trail, Tourism Seychelles continues to showcase the islands’ exceptional biodiversity and growing potential as a leading nature and sports tourism destination.

As demand for authentic outdoor experiences continues to grow worldwide, the Seychelles Nature Trail is positioning the islands as a rising destination for adventure and wellness tourism, offering participants not just a race, but an unforgettable immersion into nature, culture, and community.

From tropical forest trails to sweeping Indian Ocean vistas, the event continues to showcase Seychelles as a place where adventure meets paradise.