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.

When news broke that Hilton had exited its Durban property, nobody in the industry was particularly surprised. I’ve been watching that building and that node for a long time, and the pressures were visible. But that doesn’t make it any less frustrating and damaging.

What struck me wasn’t the exit itself. It was the ownership history. This is the same group that parted ways with the Hyatt in Rosebank – a hotel I personally opened back in 1996 – and other operators elsewhere.

As always, there are two sides to every story. International operators won’t unpack disputes around contractual capital expenditure, owner interference, lack of governance or unmet funding obligations in the media. They protect the brand and move forward. Owners won’t publish their version either. What the public sees is the ending, not the years of tension, disputes and commercial pressure that possibly preceded it.

But when the same ownership group has repeatedly parted ways with major international operators, it stops feeling like isolated disagreements and starts looking like a pattern. And destructive patterns should ideally warrant more than a collective shrug from the industry.

So yes, Durban will navigate this. The city’s hospitality fundamentals remain intact. The property will likely continue operating under a different flag. Location was clearly part of the challenge here. Durban’s hospitality geography has been shifting north for years, and business demand has followed infrastructure, mixed-use development and perceived stability. We operate successfully in those northern nodes ourselves, and the fundamentals there are strong.

But the exit has surfaced a much bigger issue that extends well beyond one property or one city. It has brought into sharp focus the question of ownership accountability and the trail of disruption that certain owners leave behind without consequence.

When a large hotel in a key node becomes destabilised, the impact spreads quickly and widely. Conference organisers hesitate. Corporate travel buyers reassess risk. Suppliers lose contracts. Staff face uncertainty. Municipalities see their rates base erode. What we are really talking about is a trail of destruction that extends well beyond boardroom disputes.

Even if we acknowledge that operators may have in some way contributed to these owners’ decisions to mothball their hotels and kick international operators into touch, it is astonishing to see those same owners trading under their house brand and simply moving on to the next property.

And yet, we rarely say any of this out loud.

We don’t talk enough about the structural imbalance that exists once owner operator relationships deteriorate. At this level, owners are often extremely well-resourced individuals or family offices. They control the asset and capital decisions. When disputes arise, they can afford to dig in. I have seen so many situations where what should have been straightforward arbitration turns into something resembling Stalingrad tactics, where every step is contested, every process delayed and every avenue stretched for time. Time becomes strategy. And operators, who have staff to protect and guests to serve, are rarely in a position to match that kind of endurance.

From the operator’s side, it feels like managing through fog. You continue running the hotel, protecting staff and shielding the guest experience, while the commercial disagreement drags on behind the scenes, sometimes for years. Or the operator, their staff and their creditors, are on the street with no realistic redress opportunity.

This isn’t about painting all owners with the same brush. Many of the strongest partnerships in our sector are built on mutual respect, and those relationships are what this industry is built on. But when a hotel owner has effectively unlimited resources to prolong a fight and a documented history of leaving operators behind, we should be asking harder questions before the next contract is signed.

Operators share responsibility here too. We are meticulous when assessing a building. We interrogate feasibility studies, rate projections and market demand until the numbers are airtight. Yet historically, far less attention has been paid to the behavioural track record of the owner sitting across the table. I have personally under-estimated this over the years and have – on a few occasions – ignored whispers from industry friends about the ethics of a particular hotel owner. This has cost me dearly.

Understanding how an owner has handled previous operator relationships, how they approach capital obligations and how they behave when performance tightens is just as important as understanding RevPAR growth. Hospitality is a long-term business requiring patient capital, operational discipline and, above all, partnership between owner and operator. Without that alignment, even the strongest global brand will find itself exposed.

I opened the Hyatt Rosebank in 1996. Watching what subsequently happened to that property under this ownership group over the last few years was difficult. Watching it happen again in Durban and Cape Town is worse, because it was entirely predictable.

Perhaps the real takeaway is not about one brand leaving one building. To me, it’s actually about whether we, as operators, are prepared to do the hard work of proper owner diligence and make it a prerequisite to signing deals, so that owners are held accountable when patterns of disruption emerge.

In our business the human being you choose to partner with often matters just as much as the agreement you eventually sign.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Investment and Trust Outpace Global Averages

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

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

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

Data Silos Emerge as Critical Barrier

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

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

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

Strategic Leadership Gap Remains Universal

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

Additional barriers to AI advancement highlighted in the study include:

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

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

But what lies beneath this surge? Is it sustainable demand or just another cycle of hype destined to test investors’ nerves?

“Cape Town has always had something special,” says Guy Stehlik, Founder and CEO of BON Hotels. “This is a city where things work far better than most other metros across South Africa. Infrastructure holds up when it matters most; services get delivered; people take genuine pride in how they run things here.”

It’s precisely this sense of reliability – rare in many markets – that underpins current investor confidence. But Stehlik cautions against reading too much into surface-level optimism.

The numbers are certainly compelling: CoStar reports that Cape Town’s hotel sector achieved an occupancy rate of 72.5% – the highest in South Africa. Local tourism bodies have worked tirelessly over many years to earn this reputation and keep demand robust year after year.

However, Stehlik warns that such confidence can turn quickly if stakeholders don’t ask tough questions along the way: “I remember what happened back in the late nineties when Olympic fever swept through Cape Town,” he recalls. “Hotels started springing up everywhere on nothing more than hope for global attention, but then Athens was chosen instead – and reality came crashing down as oversupply dragged on occupancy rates for years afterwards.”

Despite headlines touting foreign investment pouring into Cape Town hospitality, Stehlik points out that local capital still shoulders nearly all project risk from start to finish: “South African developers read our market with far more accuracy than anyone working from an overseas office ever could,” he notes. “International brands bring management contracts and logos – but rarely put any real financial weight behind construction or operations themselves.”

This means that while international names may offer investor comfort (and easier loan approvals), they do not necessarily provide additional resilience once daily realities kick in.

While luxury properties near Table Mountain make headlines – and lifestyle concepts dominate industry buzz – Stehlik argues that long-term sustainability comes down to fundamentals: business travel demand and commercial node stability.

“Not many people want to talk about corporate demand when rooftop bars are making headlines,” he says candidly. “Yet Monday through Friday bookings keep properties viable year after year.” He points out that leisure relies heavily on seasons, exchange rates, and social media trends – all factors prone to rapid change – whereas corporate, government and domestic travel tends to provide steady room nights even during downturns.

Locations like regional towns benefiting from semigration patterns or business districts beyond traditional tourist corridors may lack glamour but deliver consistent weekday occupancy – the sort of stability that covers costs long after opening parties fade away.

What advice does Stehlik offer amid all this excitement? Focus on substance over style – or risk repeating past mistakes: 

“Once initial excitement cools off, fundamentals become everything,” he stresses. “What keeps owners sleeping well during economic shocks isn’t Instagrammable rooftop bars – it’s repeat bookings driven by corporate clients who value reliability above fashion.”

As new projects continue apace across Cape Town – from aparthotels tapping into serviced apartment demand right through high-profile refurbishments – industry veterans like Stehlik urge developers and investors alike not to get lost in short-term shine.

“This city deserves its buzz, no doubt,” he concludes. “But ask yourself honestly: Are you building for ego or return on investment? Are you creating Instagrammable rooftop bars for Monday morning check-ins or something built truly built to last?”

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Johannesburg, South Africa – 24 January 2025 – Hampton by Hilton, one of Hilton’s (NYSE: HLT) global powerhouse brands, today announced the opening of Hampton by Hilton Sandton Grayston in Johannesburg, South Africa – marking the brand’s 150^th property in the EMEA region and debut on the African continent. As the leading brand in the mid-scale category with over 3,000 operating hotels globally, Hampton by Hilton is renowned for its friendly and authentic service, premium sleep experience, free hot breakfast, high-quality accommodations, and value-added amenities – all backed by the 100% Hampton Guarantee.

Located in Johannesburg’s financial and shopping district, the 158-room hotel is ideal for travellers seeking a friendly and reliable stay in the heart of the city. The Gautrain train station is only 1.8 kilometres away, with a connection to O.R Tambo International Airport and key cultural and leisure attractions across the city such as The Sandton City Mall and Nelson Mandela Square.

Guy Hutchinson, president, Middle East & Africa, Hilton said, “Africa presents great development opportunities as we continue to expand and diversify the Hilton portfolio across the continent to meet every traveller need. We are proud of our legacy in South Africa, spanning almost three decades, and the debut of Hampton by Hilton Sandton Grayston is a testament to our commitment of providing world-class hospitality across the country.”

Hampton by Hilton Sandton Grayston seamlessly blends local culture with South African art complementing the hotel’s interiors. Guests will enjoy the vivid display of local artwork inspired by African landscapes and wildlife, offering an authentic sense of place. Travellers can start the day with a complimentary hot breakfast featuring Hampton by Hilton’s signature waffle. 24/7 Snacksoffers a selection of snacks and drinks on-the-go, while The Active Hub provides a fully equipped fitness centre.

Guests looking to further immerse themselves in the locale can visit the vibrant Keyes Art Mile, an artistic and cultural hub in Rosebank just a short 13-minute drive away. The Constitution Hill nearby also offers historic tours that dive into South Africa’s rich heritage. Meanwhile, nature enthusiasts who are willing to take a slightly longer drive can visit the stunning anthropological wonder, the Cradle of Humankind, or the renowned Lion and Safari Park.

Shruti Gandhi Buckley, senior vice president and global brand leader, Hampton by Hilton, said, “We are excited to celebrate Hampton by Hilton’s fifth continent debut with the milestone opening of Hampton by Hilton Sandton Grayston. The property is a testament to the brand’s global appeal and growth as we look to expand across Africa over the coming years, fuelled by a growing demand for quality and value-driven accommodation options. With the largest global hospitality pipeline of 800 hotels, we look forward to welcoming more guests as we continue to provide friendly, reliable, and happy stays worldwide, backed by the 100% Hampton Guarantee”.

Hampton by Hilton Sandton Grayston is part of Hilton Honors®, the award-winning guest loyalty program for Hilton’s 24 world-class hotel brands. Hilton Honors members who book directly through preferred Hilton channels have access to instant benefits, including a flexible payment slider that allows members to choose nearly any combination of Points and money to book a stay, an exclusive member discount and free standard Wi-Fi. Members also enjoy popular digital tools available exclusively through the industry-leading Hilton Honors mobile app. Hilton Honors members can check in, choose their room, and access it using a Digital Key. The Hampton Guarantee is an industry first and focuses on building confidence in guests while elevating their stay experience and delivering the best possible service.

Guests visiting South Africa can stay in one of Hilton’s six properties including Hilton Durban, DoubleTree by Hilton Cape Town – Upper Eastside, Hilton Garden Inn Umhlanga Arch and the newly opened Canopy by Hilton Cape Town Longkloof, marking the debut of Hilton’s lifestyle Canopy by Hilton brand in the country.

For more information on Hampton by Hilton Sandton Grayston, or to make a reservation, travellers may visit the hotel website. For more information on Hampton by Hilton, please visit stories.hilton.com.

ENDS

About Hampton by Hilton  

As the No. 1 ranked lodging franchise for the last 16 years by Entrepreneur®, Hampton by Hilton — including Hampton Inn by Hilton and Hampton Inn & Suites by Hilton — serves quality-driven and value-conscious travelers at more than 3,000 properties in 41 countries and territories around the globe. The brand continues to lead its segment by providing guests with high quality, thoughtfully designed accommodations and amenities, such as modern, spacious rooms and free hot breakfast featuring the signature Hampton Waffle. Hampton by Hilton is committed to delivering an exceptionally friendly and authentic service all backed by the 100% Hampton Guarantee. Experience a positive stay at Hampton by Hilton by booking at hampton.com or through the or through the industry-leading Hilton Honors app. Hilton Honors members who book directly through preferred Hilton channels have access to instant benefits. Learn more about Hampton by Hilton at stories.hilton.com/hampton, and follow the brand on Facebook, Instagram and X. Hilton Honors members who book directly through preferred Hilton channels have access to instant benefits. Learn more about Hampton by Hilton at stories.hilton.com/hampton, and follow the brand on Facebook, Instagram and X.  

CONTACT:

Shelley Martin

Big Ambitions

shelley@bigambitions.co.za

Coming to life as more than just a place to stay, Hyde Johannesburg Rosebank showcases local music with gigs and DJ sets capturing the energy of the neighbourhood’s social scene. Following hot on the heels of Hyde London City’s opening, this property marks another milestone in Hyde Hotels’ global expansion. From its beginnings as an LA nightlife pioneer in 2005, Hyde has evolved to stand for community, creativity and that unmistakable laid-back luxe feeling.

At the heart of the transformation by Oniro Studios, is a striking new art collection that puts Joburg’s emerging creative talent in the spotlight. The reception area invites guests into the bold world of Hyde with a show-stopping wall tapestry by Liz Groble and boho-inspired lighting, bringing warmth, texture and pattern to the space. Hyde’s signature endless sofa completes the lobby, set against the backdrop of a 6m long bespoke screen with over 1,200 handmade ceramic beads.

Other artworks by rising stars such as Githan Coopoo and Hanna Noor Mahomed inject vibrancy throughout the public spaces. Guests can expect ceramic totems by Paloma standing proud in the corridors, while beaded vases from Ananta x Monkeybiz and statement pieces like Water Dixon’s gradient mirrors and Studio Kalki’s custom pieces demand Instagramworthy attention.

Guest rooms have been updated to create a serene escape for guests, blending neutral textures with earthy tones and bold patterns creating a perfect balance of comfort and style. Each room is home to a try-on wall which offers guests the opportunity to complete their outfit with items such as beautiful glass beads and woven fans. Bathrooms have been splashed with colour and pattern, creating a festival inspired, summer feel throughout.

“This makeover really captures our vision for Hyde Johannesburg Rosebank,” says Jessica Redinger, General Manager at Hyde Johannesburg Rosebank. “From our try-it-on wall showcasing local makers to our boho bathrobes and custom-curated playlists, every corner has been reimagined to bring people together. It’s that festival feeling that runs through all Hyde properties, but with a distinct South African soul. We wanted to create somewhere for visitors and locals to enjoy – whether you’re here for a power meeting, sundowners, or a weekend staycation.”

Existing eatery, Proud Mary, is one of Johannesburg’s most beloved spots for all-day dining and wine bar vibes. Looking ahead to 2025, Hyde Johannesburg Rosebank will expand its food and beverage offering with a show-stopping summer terrace. Building on Proud Mary’s established popularity, this new al fresco space will add another dimension to Rosebank’s social scene, creating the perfect backdrop for all occasions, from energising brunches to sunset cocktails.

For the business crowd, there’s seamless access to Workshop17’s slick co-working setup, complete with hot desks, private offices and meeting rooms. Guests looking for space to recharge or work out, can also take advantage of 24/7 complimentary access to the multistudio fitness suite during their stay.

The Hyde Hotel offers an excellent gym that makes it easy for guests to maintain their fitness routines while traveling for both work and leisure. Whether you’re looking to stay in shape during a business trip or keep active while enjoying some time off, the gym provides state-ofthe-art equipment, a clean and motivating environment, and plenty of space to work out.

This opening represents another step in Ennismore’s expansion across Africa. As one of the world’s largest and fastest-growing lifestyle hospitality companies, Ennismore continues to bring its pioneering vision of hospitality to new markets, with Hyde Johannesburg Rosebank joining its collective of brands that are redefining modern hospitality through authentic local experiences and creative design.

Hyde Johannesburg Rosebank is part of Dis-loyalty, Ennismore’s game-changing travel and food membership. Dis-loyalty brings together more than 100 hotels and 175 restaurants and bars from 10 globally renowned brands, including The Hoxton, Mama Shelter, Mondrian and SLS. Amongst other benefits, members receive access to 50% off newly opened hotels within The Dis-loyalty Collective, meaning guests can enjoy half-price rates at Hyde Johannesburg from 4th December 2024 – 4th March 2025. Find out more about all the membership perks at Dis-loyalty.com

OPEN NOW
24 Cradock Ave, Rosebank
@hydehotels | Bookings

With 17 years of hospitality experience working across various frontline and senior leadership roles, Kathleen will lead the introduction of Hampton by Hilton’s signature ‘Hamptonality’ experience to the African continent. At Hampton by Hilton Sandton Grayston, she aims to deliver the authentic and friendly service the brand is known for, fostering a culture of teamwork and innovation. 

Commenting on her appointment, Andreas Lackner, vice president, operations, Africa & Indian Ocean, Hilton said: “We are thrilled to have Kathleen lead this highly anticipated opening. With almost two decades of hospitality experience, I am confident Kathleen will do an outstanding job of providing guests a friendly and reliable stay experience rooted in South African hospitality and cultivating a positive workplace for team members.”

Kathleen Hedges, general manager, Hampton by Hilton Sandton Grayston, added: “I am excited to join the team and bring Hampton by Hilton’s trusted, award-winning service to Africa. Hampton by Hilton Sandton Grayston will play a key role in supporting local tourism and attracting both domestic and international travellers. My focus will be to showcase the brand’s unique identity through thoughtful stays while staying true to the country’s authentic culture and traditions.”

The hotel will feature Hampton by Hilton’s beloved amenities, including complimentary hot breakfasts with freshly baked waffles, free Wi-Fi, and modern fitness facilities. Hampton by Hilton Sandton Grayston will be part of Hilton Honors®, the award-winning guest loyalty program for Hilton’s world-class brands comprising more than 8,300 properties in 138 countries and territories. Hilton Honors members who book directly through preferred Hilton channels have access to instant benefits, including a flexible payment slider that allows members to choose nearly any combination of Points and money to book a stay, an exclusive member discount and free standard Wi-Fi. Members also have access to contactless technology exclusively through the industry-leading Hilton Honors app, where members can check in, choose, and access their room using Digital Key. 

For more information or to make reservations, please visit Hampton by Hilton Sandton Grayston or call +27 800 780018.

Read more about Hampton by Hilton at stories.hilton.com.  

ENDS –