Published in Government Gazette No. 55542 on 16 October 2026, the extension is scheduled to take effect on 26 October 2026.

FEDHASA is calling on affected restaurant owners and hospitality employers to participate in the legal application and contribute towards the associated legal costs.

“FEDHASA understands the importance of fair employment practices and the role of collective bargaining in the hospitality sector. Our concern is not with the agreement itself, but with ensuring that the process by which it is extended to non-parties meets the legal requirements that exist to protect all affected parties, including employers who were not part of the original negotiations. We believe these questions deserve proper consideration by the courts,” said Brett Tungay, FEDHASA National Chairperson.

Implications for restaurant operators

The agreement introduces a range of employment-related obligations for affected businesses, including:

• Prescribed minimum wages, ranging from the national minimum wage of R30.23 per hour to R57.23 per hour for certain categories, including chefs and managers.
• Employer contributions of 5% towards the Council’s Provident Fund, in addition to the employee contribution.
• Contributions towards a funeral scheme.
• A uniform cleaning allowance of R17.50 per week.
• A minimum annual bonus equivalent to two weeks’ salary.
• Council levies of R16 per employee per month, shared between employer and employee, and a R25 monthly levy per establishment payable by the employer.

The association recognises that the restaurant industry encompasses a wide range of businesses, from large groups and independent restaurants to family-owned establishments, small cafés and tourism-dependent operators. Regulatory requirements can have meaningfully different consequences for businesses with different resources, turnover and staffing structures, and this diversity warrants careful consideration. FEDHASA encourages members to seek appropriate advice regarding their individual circumstances.

Legal process and next steps

FEDHASA has previously engaged with a similar matter, with the Labour Court granting an interdict on 2 March 2021. The association is now coordinating a fresh urgent legal application in respect of the current extension.

The outcome will be determined by the Labour Court, and FEDHASA will pursue the matter through the appropriate legal channels. The association is committed to engaging constructively with all relevant stakeholders throughout this process.

“FEDHASA has a responsibility to its members and to the broader hospitality sector to ensure that questions of this nature receive proper legal consideration. We are not seeking confrontation – we are seeking clarity. Where legitimate concerns exist about whether legal requirements have been met, it is appropriate to ask the courts to make that determination,” said Tungay.

Industry participation

Given the short period before the extension is due to take effect, FEDHASA is asking affected restaurant owners and hospitality employers to consider joining the proposed interdict application.

FEDHASA is also asking members and affected businesses to consider contributing towards the legal costs of the application. Broad participation will be important in enabling the industry to pursue an effective legal challenge within the available timeframe. Details of the appointed attorneys, participation requirements and cost arrangements will be provided directly to interested businesses.

Businesses wishing to participate should complete FEDHASA’s online form by no later than 17:00 on Tuesday, 20 October 2026.

“We recognise that this is a significant ask at short notice, and we are grateful to the members and businesses who are willing to engage with this process. The hospitality industry has shown resilience and solidarity in the face of many challenges. We hope that spirit will carry through here as well,” said Tungay.

FEDHASA will continue to engage with relevant stakeholders and keep members informed of developments as the legal process proceeds.

“These are young South Africans who have chosen hospitality as their career, honed their craft, and earned the right to compete on a world stage. For FEDHASA, backing them is a powerful statement about the kind of industry we are building – one that invests in its youth and celebrates the culinary arts as a desirable and prestigious career. We would love the support of our industry in this effort,” said FEDHASA Inland Chairperson Gustav Pieterse.

The BackaBuddy crowdfunding campaign, initiated by the SA Chefs Association, has set a target of R1.5 million. The campaign is built on the strength of many contributions, not the size of any single donation.

• 500 people giving R100 = R50,000
• 1,000 people giving R100 = R100,000
• 5,000 people giving R100 = R500,000

Contributions of R50, R100, or R200 make a real difference, and for those unable to donate, sharing the campaign is equally valuable.

The nine-strong team of young chefs comes from across South Africa, from Soweto and Rustenburg to Richards Bay, Durban, and the Western Cape. They trained at some of the country’s finest culinary schools and work in some of its most acclaimed kitchens, among them the Saxon Hotel, Villas and Spa, Four Seasons Hotel The Westcliff, and Marriott Hotel Melrose Arch. They are guided by Chef Donaldson Madubela (Technical Head Coach), Chef Marcus Gericke and Chef Catherine Adonis (Technical Coaches), Pieter Malan (Team Manager), Chef Mahlomola Thamae (Head of Talent), Chef Zana Alvarado and Chef Ras Van Gruene (Deputy Team Managers) and Chef Warren Franz (Team Logistics).

Every member of the team carries a deeply personal food story rooted in South African heritage and family. Seswaa and bogobe. Ujeqe with beef stew. A Sunday seven colours. Kalya spiced with saffron and prunes. Pap and pork trotters. Lamb biryani cooked over the fire. These are the dishes and the culinary traditions that have shaped this team, and that they will carry with them to Luxembourg.

For each and every one of them, the opportunity extends beyond competition.

“I am not only going to Luxembourg as Unami Binda the chef; I am going as a young South African woman carrying the flavours and experiences that shaped me,” said Chef Unami Binda, who works at Four Seasons Hotel The Westcliff.

Chef Phenyo Pooe from 54 on Bath, echoed that sentiment: “It’s about showcasing South African cuisine with modern techniques, honouring the past while proving our food deserves to be celebrated and shared with the world.”

Deputy Team Manager Chef Zana Alvarado captured the team’s collective ambition most simply:

“We are not just taking Team Masakhane to Luxembourg. We are taking a piece of South Africa to the world.”

To donate: https://www.backabuddy.co.za/campaign/take-team-masakhane-to-luxembourg
Campaign hashtag: #BackTeamMasakhane

For tailor-made donation discussions or partnership enquiries, contact:
Nwabisa Makumule
Partner Relations Manager, SA Chefs Association
078 272 6909
partners@sachefs.co.za

I recently had the privilege of joining a group of hospitality leaders for a candid discussion about the future of our industry, hosted between FUEL Online and FEDHASA, as well as various other industry engagements that I have attended over the past few weeks, and I wanted to share some observations.

Around the table in these conversations were operators, executives, academic doctors and professors and industry professionals who collectively represent thousands of employees, students and millions of guest interactions every year. While our businesses may differ, one theme emerged consistently throughout the conversation:

The future of hospitality will not be defined by technology, buildings or brands. It will be defined by people.

That may sound obvious in an industry built on service, yet many of the challenges currently facing hospitality stem from exactly that reality.

Across the country, employers are navigating a changing workforce landscape. Experienced employees are retiring, leaving the industry or pursuing opportunities elsewhere. New talent is entering our businesses full of potential, but often without the benefit of the mentorship and operational exposure that previous generations received.

At the same time, guest expectations continue to rise.

Guests today expect seamless technology, personalised service, immediate responses and memorable experiences. They want efficiency, but they also want genuine human connection.

The challenge for hospitality leaders is therefore not simply finding people.

It is developing people.

And that is where I believe some of our biggest opportunities lie.

South Africa Does Not Have a Talent Shortage

One of the most important takeaways from our discussion was that South Africa is not lacking talent.

What we often lack are the pathways that connect talent to opportunity.

As an industry, we frequently talk about skills shortages while operating in a country where millions of young people are actively seeking employment and career opportunities. The question we need to ask ourselves is whether we are doing enough collectively to bridge that gap.

• How do we expose young people to hospitality careers?
• How do we create meaningful workplace experiences?
• How do we ensure that education and industry remain aligned?
• How do we make career progression visible from the day somebody enters our industry?

These are not questions for individual businesses alone. They are questions for all of us as industry stakeholders.

Hospitality Must Become a Career of Choice

Hospitality offers something incredibly unique.

Few industries provide the same combination of human interaction, leadership development, entrepreneurship, international mobility and personal growth.

Yet many young people still see hospitality as a temporary job rather than a long-term career.

Changing that perception may be one of the most important responsibilities we have as industry leaders.

We need to celebrate the success stories more often.

We need to highlight the people who started as waiters, receptionists, porters, stewards and trainees and went on to become leaders and business owners.

I know this journey personally.

Having started my own career as an intern, I have seen first-hand what this industry can do when people are given opportunity, mentorship and support.

Hospitality changes lives.

We should never underestimate the impact our industry has on individuals, families and communities.

The Role of Technology in a People Business

No discussion about the future workforce is complete without talking about technology and artificial intelligence.

For some, AI creates uncertainty.

For me, it creates opportunity.

The reality is that hospitality has always evolved alongside technology. From reservation systems and online bookings to mobile check-in and guest apps, technology has consistently enhanced the way we operate.

Artificial intelligence is no different.

The future is not about replacing people with technology.

It is about empowering people with technology.

AI can assist with training, communication, knowledge sharing, translation, operational support and administrative tasks. It can help our people access information faster and perform their jobs more effectively.

But it cannot replicate genuine hospitality.

It cannot replace empathy or emotional intelligence.

And it certainly cannot replace the feeling a guest gets when they are welcomed by someone who truly cares.

The most successful businesses of the future will combine technology and human connection, not choose one over the other.

Rethinking Workforce Development

Another strong theme from our discussion was the need to evolve how we approach learning and development.

Traditional training methods still have a place, but the future requires more flexible, accessible and scalable solutions.

Learning needs to happen continuously.

It needs to happen on the floor, in real time and in ways that meet employees where they are.

Fortunately, we now have access to tools and platforms that can support learning in multiple languages, provide ongoing development opportunities and create more inclusive pathways into the industry.

The opportunity is not simply to train more people.

It is to train people better.

Our Greatest Opportunity

Despite the challenges discussed around skills development, labour mobility and workforce retention, the overall tone of the conversation was remarkably positive.

Why?

Because South Africa possesses something incredibly valuable.

• We have passionate people.
• We have a globally admired tourism offering.
• We have resilient businesses.
• And we have an industry that genuinely wants to create opportunity.

Rather than lamenting what has been lost, the task ahead is to invest in what can still be built.

If we can strengthen the pathways between education and employment, embrace technology responsibly, develop future leaders and continue investing in our people, I believe South Africa can build one of the most capable hospitality workforces anywhere in the world.

After all, hospitality has never been about buildings.

It has never been about systems.

It has always been about people.

And if we get that right, the future of our industry remains exceptionally bright.

STELLENBOSCH, 12 October 2026 – Now in its fifth year, Garden Town Stellenbosch returns from 23 October to 1 November, bringing ten days of gardens, creativity, food, wine and outdoor experiences to the destination.

A Stellenbosch Municipality initiative hosted by Visit Stellenbosch, Garden Town invites residents and visitors to discover Stellenbosch in new ways through a programme celebrating its gardens, horticultural heritage, creative community and distinctive outdoor lifestyle.

For ten days, gardens, streets, businesses, creative spaces and outdoor venues across Stellenbosch will come alive in a destination-wide celebration of spring. Visitors can explore private gardens rarely open to the public, enjoy the colourful Grand Flower Parade on Tuesday, 27 October, and discover a mix of free and ticketed events, from food, wine and markets to hands-on workshops.

“Garden Town is a wonderful example of what makes Stellenbosch such a distinctive destination. By bringing our gardens, food, wine, creative talent and local communities together, we create experiences that give people more reasons to visit, stay longer and explore beyond the familiar. It is also about creating opportunities for local businesses and communities to benefit from tourism. That is what successful destination management is about: connecting our assets, our people and our businesses to create value for Stellenbosch,” says Annemie Liebenberg, CEO of Visit Stellenbosch.

Highlights of the 2026 programme include:

Town Hall Garden Show, Market & Tea Garden | 23–31 October

10:00–18:00 on weekdays, 10:00–15:00 on weekends and 10:00–13:00 on 31 October

Stellenbosch Town Hall will be transformed into a botanically inspired garden show and market, curated and co-hosted by Cobus Smit and local creative collective Skeppend, with more than 70 vendors. Visitors can discover locally made products, botanical décor and creative work, and meet the makers behind them. Lounah Cup will run the coffee cart and Tea Garden, serving morning coffee, a glass of bubbly and a light lunch between browsing the stalls.

The Grand Flower Parade | 27 October 2026

A celebration of spring, floral creativity, music and community spirit in the streets of Stellenbosch. Join us at Die Braak in Stellenbosch Central from 17:00. The parade sets off at 17:45 and winds its way through town to the Town Hall. Entry is free, and so is taking part.

The Stellenbosch Street Soirée | 28 October 2026

Stellenbosch’s oak-lined streets come to life as the Street Soirée season opens with an outdoor celebration of local food, wine and creativity. Join us on Drostdy Street on Wednesday, 28 October, from 18:00 to 20:00. Tickets are R280 per person, available on Plankton.

Private and Public Gardens Access

Step behind the gates of more than 14 private home gardens rarely open to the public, and wander through more than 12 public gardens throughout the festival. From Tokara and the Gouws Sculpture Garden to Slee’s Meadow Garden, Spier and Babylonstoren, each offers a different perspective on the destination and its long-standing connection with horticulture and outdoor living.

This year, Garden Town Stellenbosch is also giving back: profits from entry fees to participating private gardens will be donated to the Animal Welfare Society Stellenbosch (AWSS).

Workshops, Talks & Tours

A programme of more than 40 workshops, talks and displays will explore gardening, biodiversity and more sustainable ways of living, creating opportunities to learn about and connect with nature. The programme includes the new Dorpplaas venue, with multiple workshops co-curated by Hanlé Hill and Tamma Louw. Visitors can also explore Kayamandi’s community vegetable garden, attend an art class or food demonstration, or join a guided walking tour with Wilton Sikhosana, Head of Nursery and Horticulture at Spier.

“Garden Town Stellenbosch is a strong showcase of what our community can achieve when residents, businesses and creative partners come together,” says Jeremy Fasser, Executive Mayor of Stellenbosch.

“Municipality-led events like this unite our community and create opportunities for local businesses and entrepreneurs. We are proud to support a celebration shaped by local participation and invite residents and visitors to join us.”

With a dedicated programme running across the full festival period, attendees are encouraged to plan an extended stay and explore at their own pace.

“Whether you are passionate about horticulture or simply want to spend time somewhere beautiful, Garden Town gives you another reason to come to Stellenbosch and experience more of what our destination has to offer,” Liebenberg concludes.

Garden Town Stellenbosch takes place from 23 October to 1 November 2026. Full programme details and ticketing information will be available from 12 October.

Plan your visit: www.garden-town.co.za

Enquiries:

Visit Stellenbosch

021 886 4310 | info@visitstellenbosch.org

Jeanné Odendaal, Garden Town Project Manager

+27 82 514 6780 | jeanne@visitstellenbosch.org

Amanda de Klerk, Garden Town Support

+27 72 390 3399 | support@visitstellenbosch.org

Link to images:

https://dam.ba-dashboard.co.za/s/mfQTBCEYC9t8CYJ

ENDS

About Visit Stellenbosch

Visit Stellenbosch is the official destination management organisation for Stellenbosch. Working with local government, tourism businesses, industry stakeholders and the broader community, it supports the development and management of the destination. Through destination planning, visitor services and industry collaboration, Visit Stellenbosch helps connect the region’s exceptional wine, award-winning culinary experiences, rich heritage, vibrant culture and natural landscapes.

Media enquiries

Roland Muller: roland@bigambitions.co.za

Madalene Manuel: madalene@bigambitions.co.za

Cape Town, Tuesday, 29 September 2026 — As South Africa marks Tourism Month, Cape Town Tourism (CTT) and Visit Stellenbosch are joining forces to encourage visitors to stay longer and experience both destinations as part of a connected Cape journey.

The two organisations have signed a Joint Marketing Agreement (JMA), bringing together two distinctive destinations that complement one another within the same journey, from Cape Town’s coastline, city energy and cultural attractions to Stellenbosch’s wine, food, heritage, art, nature, shopping and unique local experiences.

The partnership will see the two organisations develop joint itineraries, share content and run collaborative campaigns across their digital channels, supported by joint media and trade activity. The focus will include domestic visitors during key periods such as school holidays, long weekends and the festive season, while also creating reasons to visit year-round and supporting efforts to address seasonality.

The collaboration will encourage visitors to extend their stay in either destination by adding the other to their itinerary, showing how two distinct destinations can work together to create a richer, longer Cape experience.

Joint content will showcase the breadth of experiences available across both destinations, with campaigns, competitions and giveaways creating further opportunities for tourism businesses on both sides to participate in shared storytelling. Joint media and trade engagement will also highlight the combined offering to travel journalists, travel sellers and other industry audiences.

Where relevant, international media and trade activity will position Cape Town and Stellenbosch together as complementary destinations within a longer South African itinerary.

Enver Duminy, CEO of Cape Town Tourism, says:

“Cape Town is a destination that can easily fill a holiday, but it is also the gateway to so much more of the Cape. Stellenbosch adds another dimension to the Cape Town experience, and vice versa. There is a real opportunity to encourage visitors to stay longer, explore more and experience the diversity of our region. This partnership gives us a platform to make that connection more visible, particularly during key travel periods and throughout the year.”

The City of Cape Town’s Mayoral Committee Member for Economic Growth, Alderman James Vos, adds: “Cape Town’s visitor economy is showing strong momentum, with 1.44 million international overnight visitors and 1.42 million domestic overnight trips recorded in 2025. The opportunity now is to turn that demand into longer stays, greater visitor spend and wider economic benefits.

One of my fundamentals for tourism has always been that we must be soft on borders and strong on vision. Visitors don’t experience destinations by municipal boundaries, and neither should our tourism thinking. Our Tourism Framework recognises working with neighbouring destinations as an important way to improve geographic spread and grow the visitor economy.

This partnership puts that into practice. By connecting Cape Town and Stellenbosch more deliberately, we can encourage visitors to stay another night, explore more and spend more. Every additional night creates opportunities across the tourism value chain, from accommodation and restaurants to attractions, guides, retailers and the many businesses and people who depend on tourism.”

Annemie Liebenberg, CEO of Visit Stellenbosch, says:

“Working with Cape Town Tourism allows us to connect two complementary destinations and create a stronger proposition for the region. It also has a very practical benefit for our tourism economy. Longer stays mean more visitor spend, more nights in accommodation and more opportunities for businesses across the tourism value chain to benefit.

“Importantly, this partnership is also about addressing seasonality and creating reasons to visit across the year. When we work together to grow the overall tourism pie, there is greater opportunity for both destinations and for the businesses and communities that depend on tourism.”

Stellenbosch recorded more than 1.35 million overnight visitors in 2025, contributing an estimated R13 billion in total economic impact. The partnership with Cape Town Tourism builds on the strength of both destinations while creating new opportunities to distribute visitor demand, increase length of stay and broaden participation in the tourism economy.

For visitors, the message is simple: Cape Town and Stellenbosch. One more night. So much more to experience.

#LoveCapeTown #VisitStellenbosch #MyCapeTown #TourismMonth

About Visit Stellenbosch

Visit Stellenbosch is the official destination marketing organisation for Stellenbosch, working in partnership with tourism businesses, local government and industry stakeholders to position Stellenbosch as one of South Africa’s leading year-round leisure, lifestyle and business events destinations. Through strategic destination marketing, visitor services and industry collaboration, Visit Stellenbosch inspires travellers to discover the region’s exceptional wine, award-winning culinary experiences, rich heritage, vibrant culture and breathtaking natural landscapes.

Media enquiries

Roland Muller: roland@bigambitions.co.za

Madalene Manuel: madalene@bigambitions.co.za

ENDS

The resort will reopen on November 1, 2027, with an upgraded lobby, new signature dining experiences including the new Beach Rouge and EAST restaurants, as well as refreshed guestrooms and public spaces. 

The reopening will take place in phases, with the resort launching seven new villas on February 1, 2028.

For upcoming reservations that fall within the closure period, TLC Vacations will facilitate a relocation to another resort within the LUX* portfolio on the island.

The latest Statistics South Africa Food & Beverage Survey (May 2026) paints a concerning picture for one of South Africa’s largest employers.

While many may view a decline of only 0.3% in real income as relatively insignificant, those operating restaurants, pubs, coffee shops and food service businesses know that these figures tell a very different story. A story restaurateurs have felt for many months – but is only now being reflected in the stats.  In real terms (constant 2019 prices), food and beverage income declined by 0.3% in May 2026 compared with May 2025.  Looking at the latest three-month period, food and beverage income fell by 0.2%, with restaurants and coffee shops declining by 1.7%, making them the largest contributor to the industry’s decline.

Seasonally adjusted figures tell a similar story, with income decreasing by 0.6% over the latest three months, once again driven primarily by restaurants and coffee shops.

These are not simply statistics.

They represent thousands of business owners who are working longer hours, carrying greater financial risk and employing millions of South Africans while trying simply to survive.

Turnover is Flat – Costs are Not

The greatest challenge facing the hospitality industry is that turnover has remained largely stagnant while operating costs continue to increase at unprecedented levels.

Every significant expense faced by restaurants has increased substantially over recent years, from electricity tariffs to food – to every single input cost.

For many hospitality businesses, these cost increases have far exceeded consumer inflation.  In practical terms, restaurants today generally require annual revenue growth of between 10% and 15% simply to maintain the same profitability.  Any increase below this often means the business is actually going backwards financially.

This is why a real decline of 0.3% is far more significant than it first appears.

Government Must Understand the Reality

The hospitality industry fully supports legislation that protects employees and customers.

However, new legislation must also be practical, affordable and proportionate.

Unfortunately, government departments often introduce new compliance requirements without fully appreciating the cumulative financial impact on businesses that already operate on extremely small profit margins.  Although aimed at improving workplace health and safety, these regulations introduce additional obligations.  Each of these requirements carries a cost.

For larger organisations these costs may be manageable.

For independent restaurants, cafés, pubs and family-owned food businesses already operating on margins often below 5%, every additional compliance requirement places further pressure on their viability.

No individual regulation may appear excessive in isolation.  The problem is the cumulative effect.

When combined with escalating municipal charges, increasing utility costs, higher food prices, rising wages and ongoing economic uncertainty, another layer of compliance can easily become the difference between remaining open and closing permanently.

One of South Africa’s Greatest Job Creators

The irony is that restaurants are among South Africa’s greatest creators of employment.  Few industries employ more people per square metre of trading space than the hospitality sector.  Importantly, our industry creates employment opportunities for people from every educational background.

Restaurants provide first jobs for school leavers, opportunities for individuals with limited formal education, practical workplace training, career development and entrepreneurial opportunities.  In a country where unemployment remains one of our greatest national challenges, this sector should be encouraged – not burdened.  Every restaurant that closes means job losses, suppliers lose customers, farmers lose markets, local economies lose spending.

The ripple effect extends far beyond a single business.

A Different Approach is Needed

FEDHASA believes there is a better way.

Government should actively work with the hospitality industry to create an environment where businesses can grow, invest and employ more South Africans.

This includes:

• Simplifying regulatory compliance for small and medium-sized hospitality businesses.
• Conducting meaningful economic impact assessments before introducing new regulations.
• Recognising hospitality as a strategic employment sector deserving of support.
• Ending the ongoing disruption to essential bulk services that is undermining business sustainability.
• Moderating above-inflation increases in rates and utility charges.
• Creating incentives for businesses that expand employment and skills development.

Hospitality is an Investment in South Africa

Restaurants are far more than places where people eat – they are community gathering places, tourism attractions, training grounds for future professionals and one of the country’s most accessible entry points into employment.

The latest Statistics South Africa figures should serve as a warning.

Our industry remains resilient, innovative and optimistic.

But resilience cannot replace profitability.

If South Africa genuinely wishes to reduce unemployment, stimulate tourism and grow local economies, then the restaurant and food service sector must be recognised as a strategic partner in economic development – not simply another industry upon which additional costs and regulatory obligations can be imposed.

Supporting hospitality businesses is not merely good for the industry.

It is good for employment.

It is good for tourism.

It is good for communities.

And ultimately, it is good for South Africa.

Behind that confidence is a sustained programme of industrial development, backed by public infrastructure investment, special economic zone incentives and private capital. The Richards Bay Industrial Development Zone has R252 billion in pipeline investment across 23 investors, according to the Department of Trade, Industry and Competition. Among the flagship developments is Nyanza Light Metals’ R15 billion titanium dioxide pigment plant. Construction is already under way and is expected to create around 3,000 jobs before employing up to 850 people permanently. Richards Bay is also positioning itself as an energy hub, with a liquefied natural gas import terminal, new power stations and supporting infrastructure representing almost R100 billion in additional investment.

Projects on this scale bring a steady stream of engineers, contractors, consultants, financiers and government officials into the city, some for a few days, others returning repeatedly as work progresses. According to André de Klerk, General Manager of BON Hotel Waterfront Richards Bay, this is translating into increasingly consistent business travel demand.

“We don’t have a high and low season like a typical leisure destination,” he says. “Our business follows industrial activity. Occupancy rises when a plant shuts down for maintenance, a delegation is in town, or a major project reaches a milestone. When that activity slows, so do we. Right now, we’re in one of our busier periods and we have been for some time.”

That level of demand has taken years to rebuild. Richards Bay’s hospitality sector was hit hard by the COVID-19 pandemic, and just as recovery began, the July 2021 unrest in KwaZulu-Natal dealt another blow. De Klerk says the hotel had to rebuild its room rates from a much lower base, with several years spent simply recovering lost ground before new investment started driving demand rather than just restoring it.

“There have already been weeks where you couldn’t find a room in this town because two or three projects needed people here at the same time,” he says. “That didn’t used to happen.”

De Klerk emphasised the hotel’s booking window reflects the same industrial rhythm. During busy periods, guests typically book around a week in advance. At quieter times, bookings are made just four days before arrival, tied to project schedules or maintenance shutdowns.

The mix of guests checking in is changing alongside the volume. “The executive flying up from Johannesburg for a two-day meeting is only part of the picture now,” De Klerk says. “We’re welcoming metallurgical engineers overseeing technology transfer, project finance teams from Johannesburg and Nairobi, government delegations, environmental consultants, construction managers and representatives from development finance institutions. Some are here for a few days. Others stay for the duration of a project, with contracts that can run for several months.”

The hotel’s guests arrive from Europe, Africa, Asia and North America, largely to support engineering, mining, logistics and infrastructure projects, while domestic business travellers provide a reliable year-round base. De Klerk says repeat business is the clearest sign of that consistency, with companies returning on standing accounts for maintenance work, site visits and ongoing projects.

BON Hotels Group CEO Guy Stehlik says Richards Bay stands out against the other secondary cities where the company operates, across South Africa and West Africa. “Corporate demand is rarely the issue in these secondary cities. The infrastructure around it usually is,” he says. “Failing infrastructure is the constraint we run into most often outside the metros. Richards Bay is the exception. Given the scale of investment going into the IDZ, it’s no surprise it works as well as it does. If anything, it’s the market the rest of these cities could  be measured against.”

BON Hotel Waterfront Richards Bay has refurbished its guest rooms, public areas, restaurant and conferencing facilities to keep pace with demand. Its largest venue seats around 120 delegates, with most bookings coming from technical workshops, project briefings and training sessions.

Much of the investment pipeline has yet to move from planning into delivery. Stehlik believes the opportunities will extend well beyond the industrial sector. “Richards Bay has always had the industrial base. What’s changing is the consistency of business travel around it. As more investment moves from planning into delivery, we’ll see more people travelling to the city, staying longer and returning more often. That creates the kind of demand that gives airlines, hotels and the wider visitor economy the confidence to invest.”

The invitation was extended by Gustav Pieterse, FEDHASA Inland Chairperson, which represents the hospitality sector across Gauteng, the Free State, North West, Mpumalanga, and Limpopo. It reflects FEDHASA’s ongoing commitment to ensuring that every segment of the hospitality industry, and every professional within it, has a seat at the table.

The South African Concierge Forum will be represented within FEDHASA Inland by Masood Sadulla, Golden Key Member and Chief Concierge and Guest Experience Manager at the Saxon Hotel, Villas & Spa, together with Deon Prinsloo and Kagisho Ditira, co-founders of D&D Concierge Consultancy.

“The concierge is often the first and last point of contact a guest has with a property, and in many ways, with South Africa itself,” said Pieterse. “Bringing concierge professionals formally into FEDHASA’s structures is a natural and necessary step. Their expertise in guest experience, their role in shaping perceptions of our destinations, and their contribution to service excellence make them an integral part of this industry. We are proud to welcome them.”

Founded in 1949, FEDHASA is South Africa’s recognised national trade association for the hospitality industry, representing hotels, guesthouses, restaurants, conference venues, and catering establishments under one banner. Recognised by government as the official voice of the sector, FEDHASA advocates on behalf of its members on legislative and policy matters, supports skills development and transformation, and works to create a favourable operating environment for businesses of all sizes.

D&D Concierge Consultancy, known for its bespoke concierge training, consulting, and industry development work, has played a significant role in elevating the standards and visibility of concierge services across South Africa. The consultancy works closely with hotels, luxury establishments, and concierge professionals to enhance guest experience and operational excellence – values that align closely with FEDHASA’s own.

“This invitation is not only an honour, but a meaningful step forward for the concierge community,” said Prinsloo. “Being recognised by FEDHASA affirms the vital role concierges play within the broader hospitality ecosystem, and we look forward to contributing to industry growth, strengthening standards, and ensuring a strong, unified voice for concierge professionals.”

For Ditira, the significance of the moment extends beyond the immediate milestone. “This recognition marks a defining moment for the concierge profession, giving us a long-overdue voice within South Africa’s hospitality landscape. We are ready to contribute and to grow alongside an organisation that has championed this industry for more than 75 years.”

The collaboration is expected to open new avenues for professional development, networking, and closer alignment between concierge professionals and the wider hospitality sector, reinforcing FEDHASA’s position as the home of every voice in South African hospitality.

Rob Hetem remembers the moment he understood why. At a trade show in 2006, he watched representatives of a tourism business sitting inside their exhibition stand, eating lunch, while international buyers streamed past. “No one had explained how a trade show works,” recalls Hetem, who has spent more than two decades working in tourism development and transformation. “No one had shown them how to price for intermediaries, how to approach buyers or what buyers look for when assessing risk.”

When exhibitors went home without contracts, the usual conclusion was that the businesses weren’t ready for international markets. Hetem saw it differently. The businesses hadn’t failed. The model had put them in the room without equipping them to compete once they got there.

Those early lessons shaped a different approach. SATSA CEO David Frost, COO Hannelie du Toit and Rob Hetem brought their combined development, industry and sales experience together to build a model that prepares businesses properly before pushing them towards market access.

As Hetem explains, the journey starts with the less glamorous foundations: compliance, costing, pricing, packaging and distribution, with coaching and mentoring woven through each stage. Buyers only enter the picture once a business has the commercial tools and confidence to turn an introduction into something lasting.

Building businesses that can build others

The KwaZulu-Natal Department of Economic Development, Tourism and Environmental Affairs (EDTEA) Tour Operator Development Programme shows how the approach has evolved. Delivered by SATSA with Hetem leading it, the Tour Operator Project supported more than 70 small tourism businesses over four years. The fifth year added an important next step.

Working with the KwaZulu-Natal Tourism and Film Authority (KZN TAFA), the programme created a pathway for its strongest participants to move from business development into focused market access. KZN TAFA selected ten businesses with the potential to become commercial anchors in their regions, chosen not just for their own growth prospects but for the opportunities they could open up for others.

A capable local tour operator doesn’t need to sell a single accommodation establishment or experience. It can combine a lodge stay in St Lucia with a hiking experience in Underberg, a village homestay, a local transport provider and a small safari business.

To an international buyer, that’s one itinerary, one relationship and one contract instead of five. The lead operator handles pricing, compliance and quality standards, which lowers the buyer’s risk and gives smaller businesses access to markets they’d struggle to reach alone. One strong business becomes the commercial doorway for an entire network of local suppliers.

A model designed to multiply

“Our goal was to build ten reliable commercial anchors that could pull the rest of the ecosystem with them,” Hetem explains. He calls it “village alignment”: government provides the enabling investment, an NPO like SATSA coordinates the programme, experienced tourism businesses share what they know, and developing businesses grow into increasingly commercial roles.

Each participant contributes something different. The value is in how the pieces fit together. Rather than supporting businesses in isolation, the model builds a pipeline that keeps knowledge, opportunity and market access moving long after a specific programme ends.

That thinking is now reaching beyond South Africa’s borders. Ubuntu Travel Connexions, a Southern African tour operator turned marketer now based in Europe, has partnered with SATSA to launch the Ubuntu Incubator Programme. For 12 months, Charmaine Wardenberg’s Ubuntu will represent three trade-ready SMEs from the KwaZulu-Natal programme in the German market, at no cost to the businesses.

For the South African operators, it’s representation in a market they couldn’t easily enter alone. For Ubuntu, it’s a pipeline of tourism businesses that have already done the work to become compliant, reliable and ready to sell.

“It isn’t a new concept,” says Hetem. “We draw from the ideals of Ubuntu.” What’s different is applying that philosophy deliberately to commercial development, where success is measured not only by whether a business grows, but by how many others it brings into the tourism economy with it.

The same jointly developed approach shaped SATSA’s Desk to Desert initiative in the Northern Cape. The virtual familiarisation programme takes operators through compliance, pricing, distribution and marketing before they meet buyers, so they understand not just what a destination offers, but how to package and sell it.

From mentees to mentors

The clearest sign a development model is working may be what happens after the formal programme ends. Many participants go on to mentor other entrepreneurs, passing on the knowledge, connections and experience they once received themselves.

Thabo Modise started out selling T-shirts on Vilakazi Street before building Toura Travel Therapy. Today, known as “Thabo the Tourist,” he speaks at industry conferences, introduces visitors to Soweto’s art scene and creates opportunities for emerging artists.

Semadi Manganye and Paul Maluleke turned community guiding into GATHA, the Greater Alexandra Tourism and Heritage Association, which connects local tourism businesses while its greening projects supply fresh produce to restaurants in Sandton.

Thabo and GATHA aren’t just good news stories. Development that stops at keeping one entrepreneur afloat is only doing half the job.

The same principle runs through SATSA’s wider development work. In one initiative, 56 senior tourism professionals volunteered more than 1,000 years of combined industry experience to mentor 44 small tourism businesses over a year. Their focus was the practical commercial decisions that determine whether a business survives: pricing correctly, protecting margins, managing risk, and knowing when to walk away from an opportunity that isn’t worth it.

“These are results we’re proud of because they show that we now have development models that work,” says Du Toit. But she says success cannot be measured by business support alone. By the end of 2025, overseas arrivals had recovered to just 92% of pre-pandemic levels, according to Statistics South Africa. In her view, even the strongest enterprise development programme can only take businesses so far if the market itself is not expanding. “Readiness is only one side of the equation. We need to work just as deliberately on demand if the businesses we have developed are going to grow and remain sustainable.”

Ends

Issued by: Big Ambitions
Contact: Brenda Walters

Email: satsa@bigambitions.co.za

Tel. +27 73 061 3114

About SATSA

SATSA is the voice of inbound tourism in Southern Africa, representing over 1,100 quality assured members across the tourism value chain. As a trusted mark of credibility, SATSA-member businesses are vetted annually with stringent financial checks and adhere to a strict Code of Conduct, ensuring high ethical and operational standards. SATSA continually works to promote responsible tourism and protect travellers from fraudulent activity within the industry. https://www.satsa.com/