Now in its second year, Visit Stellenbosch’s annual Tourism Economic Impact Study provides an evidence-based measure of tourism’s contribution to the local economy. The latest findings show that more than 1.35 million overnight visitors generated R13 billion for Stellenbosch in 2025 while supporting 48,007 direct, indirect and induced jobs across the municipality.

Every day, tourism contributes an estimated R35 million to Stellenbosch’s economy. Behind every visitor is a local story: jobs created, businesses supported, entrepreneurs empowered, and communities strengthened through a thriving visitor economy. These are the lives behind the numbers.

The latest Tourism Economic Impact Study, commissioned by Visit Stellenbosch and independently compiled by Futureneer Advisors, confirms that tourism remains one of Stellenbosch’s most important economic drivers and demonstrates how a shared destination strategy is delivering measurable value for residents, businesses and visitors alike.

The research shows that international overnight arrivals increased by 12% to 641,405 visitors, while domestic overnight tourism grew by an impressive 21% to 711,330 visitors. Together, these figures reinforce Stellenbosch’s position as one of South Africa’s leading tourism destinations and demonstrate the growing strength of a balanced, year-round visitor economy.

While direct tourism value added remained stable at R6.3 billion, the sector continued to generate significant economic value despite global economic uncertainty and increasingly cautious consumer spending. The results point to a destination that has moved beyond post-pandemic recovery and into a new phase of resilient, sustainable growth.

A destination strategy delivering measurable results

Tourism success does not happen by chance. It is the result of long-term planning, strategic investment and collaboration between Stellenbosch Municipality, Visit Stellenbosch, the tourism industry, local businesses and communities working towards a shared vision for the destination.

That strategy focuses on growing year-round demand, encouraging longer stays, expanding the geographic spread of visitors across the destination, supporting tourism businesses, promoting inclusive tourism experiences and ensuring that tourism growth benefits local communities.

As one of Stellenbosch Municipality’s two official Destination Management Organisations (DMOs), Visit Stellenbosch goes beyond destination marketing. The organisation grows demand, promotes year-round visitation, supports tourism businesses, builds strategic partnerships, invests in research and market intelligence, measures tourism’s economic contribution and brings stakeholders together to deliver long-term value for Stellenbosch.

The annual Tourism Economic Impact Study is a key part of this work. By measuring tourism’s direct, indirect and induced contribution to the economy, it informs decision-making, demonstrates return on investment, tracks tourism performance and supports long-term destination stewardship.

Tourism that benefits everyone

Annemie Liebenberg, CEO of Visit Stellenbosch, said the findings demonstrate far more than visitor growth:

“Tourism is one of Stellenbosch’s greatest opportunities to create lasting economic value. Every visitor supports local businesses, creates employment and contributes to stronger communities. That is why destination management matters. Our role is not simply to attract visitors, but to ensure tourism grows sustainably, benefits residents and leaves Stellenbosch stronger for future generations.

“These results show what is possible when research, partnership and long-term thinking come together behind a shared vision.”

A partnership driving destination success

Stellenbosch Mayor, Jeremy Fasser, welcomed the findings and acknowledged the collective effort that continues to position Stellenbosch as one of South Africa’s premier visitor destinations.

“These results demonstrate what can be achieved when Stellenbosch Municipality, Visit Stellenbosch, our tourism industry and local communities work together with a shared vision.

“The Municipality is proud to invest in and partner with Visit Stellenbosch to grow a visitor economy that creates employment, supports local businesses, attracts investment and enhances quality of life for our residents. Together, we are building a destination whose success benefits everyone.”

Setting the benchmark for destination management

The study reinforces Stellenbosch’s strategic importance within the Western Cape tourism economy, attracting approximately 40% of all international visitors to the province.

As destinations across South Africa compete for visitors and investment, Stellenbosch continues to demonstrate the value of collaboration, strategic planning and evidence-led destination management. By combining research, partnership and innovation, the destination is creating a resilient visitor economy that delivers benefits for residents, businesses and visitors alike.

2025 Highlights at a glance:

• R13 billion generated for the local economy

• 48,007 direct, indirect and induced jobs supported

• 1.35 million overnight visitors

• 641,405 international overnight visitors (12% growth)

• 711,330 domestic overnight visitors (21% growth)

• R35 million contributed to the economy every day

• Approximately 40% of the Western Cape’s international visitors choose Stellenbosch

Why we measure the value of tourism

The Value of Tourism is Visit Stellenbosch’s annual economic impact study and forms part of the organisation’s commitment to evidence-based destination management. Independently compiled by Futureneer Advisors using data from Statistics South Africa and South African Tourism, the study measures tourism’s direct, indirect and induced contribution to Stellenbosch’s economy, employment and visitor volumes.

By tracking tourism’s performance year after year, the study provides the insights needed to inform decision-making, guide destination development and demonstrate the value of investing in tourism.

The findings provide a roadmap for the future. Visit Stellenbosch will continue investing in destination marketing, destination development, research, industry support and collaborative partnerships that strengthen the visitor economy while protecting the unique character, cultural heritage and natural environment that make Stellenbosch one of the world’s most desirable destinations.

Great destinations do not happen by chance. They are built through partnership, guided by evidence and inspired by a shared vision.

-ENDS-

For media enquiries, additional information, or to arrange an interview with Annemie Liebenberg, please contact visitstellenbosch@bigambitions.co.za. 

About Visit Stellenbosch

Visit Stellenbosch is the official destination marketing organisation for Stellenbosch, dedicated to growing sustainable tourism, supporting the local visitor economy and showcasing the region as one of South Africa’s premier wine, food, culture and outdoor destinations.

At the heart of the restructure is the consolidation of sales and marketing under unified regional leadership. For travel agents across the MEA region, it means a single, aligned team working in step to help them sell NCL more effectively and grow their cruise business with confidence.

Leading that charge in MEA is Gary Anslow, appointed as the region’s new VP. Anslow brings considerable experience to the role, which will serve alongside his position of VP and Head of UK and Ireland, one of NCL’s most established and high-performing markets. He takes over from Kevin Bubolz, who spearheaded NCL’s growth across MEA. Bubolz will now assume full oversight of NCL’s Continental European business. Both report into Jason Krimmel, NCL’s Chief International Sales and Marketing Officer.

Commenting on the transition, Bubolz said: “I have thoroughly enjoyed my time leading our strategy in MEA. The engagement and support we have had from our partners in the region has been exceptional. I know Gary and the team will continue to build on very solid foundations.”

Anslow added: “MEA is a region with tremendous energy and real appetite for cruise travel, and I am committed to making sure our trade partners have everything they need to capitalise on that. I am looking forward to deepening our relationships across the region and to ensuring that agents feel the full benefit of a more integrated sales and marketing approach.”

The announcement comes at a particularly compelling moment for travel trade partners to be selling NCL. Great Stirrup Cay, the cruise line’s iconic private island in The Bahamas, is set to launch the new Great Tides Waterpark on 4 September – a significant enhancement, with 19 waterslides, unique cliff jumps, and a Tidal Tower standing over 50m tall, that adds fresh appeal for families and gives agents a powerful new conversation-starter with clients.

An impressive portfolio of 2027 Europe itineraries, including expanded Mediterranean and Northern Europe sailings, offers strong options for the well-travelled South African market, while a pipeline of innovative new ships continues to grow one of the industry’s most modern fleets.

“The investment is real, the support is growing, and the opportunities for agents who lean into cruise have never been greater,” Anslow concluded.

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/

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

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

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

1. Recognise the Domestic Backbone

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

2. Incentivise Growth Corridors

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

3. Level the Playing Field

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

4. Transparency on Safety

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

5. Fix the Dysfunction in our Marketing Entities

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

-ENDS-

MEDIA CONTACT

For more information about Corporate Traveller, or to interview Corporate Traveller South Africa GM Herman Heunes, call Sonnette Fourie on 081 072 2869 or email sonnette@bigambitions.co.za.    

About Corporate Traveller

Corporate Traveller is a division of the Flight Centre Travel Group, dedicated to saving businesses across Southern Africa time and money. Corporate Traveller has the benefit of being part of the world’s third-largest travel retailer, leveraging its global negotiating strength. It has access to over 50 of the world’s leading airlines and deals with more than 100 000 hotels around the world to guarantee savings for clients. Corporate Traveller provides clear, consolidated reporting of all its clients’ travel activities, helping them to control travel spend and identify opportunities to save costs.

Issued by:

Big Ambitions

Sonnette Fourie

sonnette@bigambitions.co.za

+27 81 072 2869

JOHANNESBURG – Global travel management company FCM has appointed Lance Nkwe as Business Leader for FCM Meetings & Events South Africa, responding to unprecedented demand from organisations seeking more sophisticated ways to plan and deliver business events.

The appointment comes as South Africa’s profile as a global MICE destination (meetings, incentives, conferences and exhibitions) continues to rise, particularly after hosting high-calibre events like the G20.

South African organisations are prioritising meetings and events more than ever – whether hosting them locally or across the globe – while international companies increasingly recognise the country’s unique creative capabilities and world-class event infrastructure.

Nkwe brings extensive experience in new market development, having previously led marketing for both FCM and Corporate Traveller. His entertainment industry experience brings a unique creative perspective to business events.

“I see enormous potential to help South African businesses deliver exceptional events anywhere in the world,” said Nkwe. “There’s a creative edge that South Africa offers globally that’s become incredibly important. From Amapiano’s global success to our emerging entertainment scene, we can showcase uniquely South African experiences whilst ensuring every event leaves something meaningful behind.”

For Nkwe, companies require better technology, sustainable choices, and more engaging event solutions alongside visibility, cost control and seamless execution. FCM’s new meetings and events division addresses a clear market gap where traditional providers offer basic group travel without comprehensive event expertise.

“We’re seeing massive demand from local corporates expanding across Africa, plus international companies recognising South Africa’s potential and capabilities,” Nkwe explained. “The opportunity lies in bringing travel, meetings, events and technology together seamlessly, something the market is crying out for.”

FCM’s approach combines integrated technology platforms with end-to-end event management, delivering everything from Cvent-powered registration and event marketing tools through to onsite coordination, self-booking for larger groups, consolidated reporting and analytics across all events, and feedback tools to capture attendee sentiment.

The division targets both South African companies organising events regionally and overseas, as well as international organisations bringing events to South Africa, positioning the country as both a destination and gateway to broader African markets.

“We want every client to experience something authentically South African,” Nkwe said. “Our role is to create genuine social impact, not just ticking sustainability boxes, but leaving something tangible behind that showcases what makes South Africa special.”

FCM Meetings & Events supports clients through the whole event cycle, delivering exceptional events, incentive experiences, roadshows and corporate conferences with full budget visibility and control. Key services include strategic event planning, venue sourcing, technology integration, onsite coordination and comprehensive analysis, all delivered through a single point of contact.

The new division officially launched in April 2025. Now at the helm, Nkwe is excited to build relationships within FCM’s global network, explore new market opportunities, and engage with both prospective clients and existing corporate customers seeking expanded event capabilities.

**ends**

For more information about FCM Travel call Sonnette Fourie on 081 072 2869 or email sonnette@bigambitions.co.za.

About FCM Travel:

FCM Travel, the flagship corporate travel brand at Flight Centre Travel Group (FCTG), is the business travel partner of choice for large national, multinational and global corporations. We are an award-winning global corporate travel management company ranking as one of the top five by size around the world. We operate a global network which spans more than 100 countries, employing over 6000 people.

FCM are transforming the business of travel through our empowered and accountable people who deliver 24/7 service and are available either online or offline. Leveraging FCM’s negotiating strength and supplier relationships in conjunction with our tailored business travel programs, our expertise delivers more for our clients where it matters most to them.

Visit us at www.fcmtravel.co.za

Issued by: Big Ambitions

Contact: Lori Cohen

Tel: +27 79 641 4965

Email: Lori@bigambitions.co.za

Table of Contents

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

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

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

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

Rethinking value in corporate travel

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

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

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

But what do travellers value?

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

Human expertise

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

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

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

Personal choice

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

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

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

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

Simplicity, wellness and wellbeing

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

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

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

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

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

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

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

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

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

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

[Side Bar]

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

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

**ends**

For more information about FCM Travel call Sonnette Fourie on 081 072 2869 or email sonnette@bigambitions.co.za.

About FCM Travel:

FCM Travel, the flagship corporate travel brand at Flight Centre Travel Group (FCTG), is the business travel partner of choice for large national, multinational and global corporations. We are an award-winning global corporate travel management company ranking as one of the top five by size around the world. We operate a global network which spans more than 100 countries, employing over 6000 people.

FCM are transforming the business of travel through our empowered and accountable people who deliver 24/7 service and are available either online or offline. Leveraging FCM’s negotiating strength and supplier relationships in conjunction with our tailored business travel programs, our expertise delivers more for our clients where it matters most to them.

Visit us at www.fcmtravel.co.za

Issued by: Big Ambitions

Contact: Lori Cohen

Tel: +27 79 641 4965

Email: Lori@bigambitions.co.za

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

About Tourism Seychelles

Tourism Seychelles is the official destination marketing organisation for the Seychelles Islands. Committed to showcasing the islands’ unique natural beauty, cultural heritage, and luxurious experiences, Tourism Seychelles plays a pivotal role in promoting Seychelles as a premier travel destination worldwide.

Issued by

Celine Patterson | Big Ambitions 

Tel: +27 71 899 3780| Email: celine@bigambitions.co.za