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/

SOUTH AFRICA, 8 July 2026 – Lion Sands Game Reserve has been named the No. 1 Safari Lodge in Africa and the No. 4 Hotel in the World, while Cape Cadogan Boutique Hotel has been recognised as the No. 1 City Hotel in Africa and the No. 35 Hotel in the World in the 2026 Travel + Leisure World’s Best Awards. The awards are widely regarded as one of the most authoritative benchmarks in global travel. The results are featured in the August 2026 issue of Travel + Leisure and are available in full at travelandleisure.com.

Both awards are determined entirely by reader votes, making them a direct reflection of the experiences guests carry home. Lion Sands Game Reserve and Cape Cadogan Boutique Hotel are part of MORE Collection, the fourth-generation South African luxury hospitality group, which becomes the first hospitality collection to hold the No. 1 position in both categories in the same year.

“We’re incredibly grateful to every guest who has chosen to stay with us and share their experience. This recognition from Travel + Leisure belongs to every member of our team who shows up for our guests every single day. Lion Sands Game Reserve and Cape Cadogan Boutique Hotel are extraordinary places, but it is the people within them who make them what they are. This is their achievement, and we are enormously proud of them,” said Robert More, Custodian and CEO, MORE Collection.

LION SANDS GAME RESERVE | No. 1 Safari Lodge in Africa

Set along 13 miles of the Sabie River, Lion Sands Game Reserve encompasses four lodges – River Lodge, Narina Lodge, Tinga Lodge, and Ivory Lodge – two private villas, and three open-air treehouses perched above the African bush.

Each lodge offers its own character and pace, from the family-friendly warmth of Tinga Lodge to the secluded sophistication of Ivory Lodge, while sharing the same founding philosophy: that a safari should connect guests not just to wildlife, but to the land, the people, and the conservation work that sustains both.

Artist residencies, wildlife photography masterclasses through the Creative Lab, helicopter flights over the Mpumalanga escarpment, and community experiences complete an offering that goes well beyond the traditional safari itinerary.

Both River Lodge and Ivory Lodge offer dedicated kosher kitchens – Ivory’s fully accredited – with Beth Din-certified ingredients and private Mashgiach supervision available.

Across all lodges, Lion Sands accommodates a wide range of dietary requirements, including halal, vegan, and vegetarian, with advance notice.

CAPE CADOGAN BOUTIQUE HOTEL | No. 1 City Hotel in Africa

Cape Cadogan Boutique Hotel occupies a restored National Monument on Upper Union Street, in Cape Town’s Kloof Street Neighbourhood, within the suburb of Gardens – a building that dates to the early 1800s and sits within walking distance of the city’s most celebrated restaurants, galleries, and independent boutiques, with Table Mountain rising behind it.

The hotel’s 29 rooms, suites, and private villa, combine heritage architecture with contemporary comfort. The Cape Cadogan Villa offers six guests a fully private experience with a breakfast chef, concierge, and wellness and beauty treatments available on request.

The hotel’s culinary reputation is anchored next door at Upper Union Restaurant, led by Amori Burger, MORE Collection’s Group Executive Chef. Her seasonally driven menu draws hotel guests and neighbourhood locals in equal measure, earning a 2025 Eat Out Woolworths One Star and the Culinary Rising Star Award. Burger’s culinary standards and training extend across the group, shaping the food philosophy at the kitchens of MORE Collection’s safari lodges as much as Upper Union’s.

-ends-

For more information, contact Sue Kelly on pr@more.co.za | www.more.co.za
View Travel + Leisure Top 100 Hotels in the World here.

ABOUT THE TRAVEL + LEISURE WORLD’S BEST AWARDS
Each year, Travel + Leisure recognises the top hotels, islands, cities, cruise lines, airlines, spas, and more around the globe, according to the results of the Travel + Leisure World’s Best Awards 2026 readers’ survey. Additional information about methodology and criteria is available at travelandleisure.com/worlds-best/survey-methodology.

ABOUT MORE COLLECTION
MORE Collection is a fourth-generation South African hospitality company with a portfolio of luxury safari lodges, boutique hotels and exclusive-use villas across some of the country’s most remarkable destinations. Rooted in a family legacy that began in 1933, the business has evolved from protecting a single stretch of wilderness into a collection shaped by people, place and genuine hospitality.
Today, MORE Collection’s purpose – Great People. Strong Connections. – reflects its belief that exceptional hospitality begins with the relationships between guests, teams, communities and the natural environments that surround them. Across Lion Sands Game Reserve, Marataba Game Lodges, Monwana Game Lodge and Cape Cadogan Boutique Hotel, every stay is guided by thoughtful hospitality, a deep respect for place, and a commitment to creating meaningful experiences that endure long after guests leave.

I sat on a panel at WTM Africa this week titled “Skills 2030: The Tourism Jobs That Don’t Exist Yet But Should.” It is a provocative title and it sparked a conversation I want to be honest about, because I don’t think we say it loudly enough in this industry. We are not ready.

South Africa’s tourism sector contributes nine percent to GDP. Two million jobs directly and indirectly. Eleven million arrivals in 2025. Seventy five percent of those from the African continent itself. By any measure this is a sector of enormous consequence to this country. Yet when I look at how we are preparing our people for the next four years I find myself genuinely concerned.

Three weeks ago I was at ITB in Berlin. I stayed at a full service, deluxe, 220 bedroom Courtyard by Marriott in the heart of the city. I asked how many permanent staff they employed. Eleven. Eleven permanent people running that entire property. They outsource maintenance. They outsource aspects of housekeeping. They have had absolutely no choice but to completely reimagine what a hotel operation looks like because Europe is in the grip of an acute staffing shortage that forces their hand every single day.

Now come back to South Africa. We have a steady labour supply. Relatively low minimum wages. A hospitality industry that frankly remains pretty poor paying in proportion to other sectors. Because of all of that we have not been forced to adapt the way our European counterparts have been forced to adapt. We have been comfortable. That comfort is building a skills crisis beneath the surface that is going to catch a lot of us off guard.

Our hotel schools, learnerships and many accredited institutions are doing what they have done for the last twenty years. Producing a steady supply of waiters, receptionists and barmen. I am not dismissing those roles. For 2030 we need something different though. We need people who are hybrid, technical and human simultaneously. People with soft skills, genuine commercial understanding and leadership capability. As an industry we are guilty. Guilty of not adopting, not training and not investing nearly enough in the futures of the young people coming through our ranks.

So what does 2030 actually look like in terms of the roles we need to prepare for in hospitality?

I don’t believe every hotel needs a permanent AI specialist sitting on their payroll. What I do believe is that AI consultancies are going to do very well indeed contracting with hotels, independents and BnBs, coming in and conducting proper AI audits. Taking honest stock of where a business actually is versus where it thinks it is. Most of us would be quite frightened by what that audit reveals.

The second role I think is coming whether we are ready for it or not is the sustainability manager at hotel level, or at least on a nodal level. The EU compliance requirements are already knocking on the door of any operator who wants the big European tour operators sending business their way. Dedicated sustainability roles embedded in our properties are coming. People working across community engagement, water and electricity management, feeding back into the grid, bridging the gap between the business and the environment it operates in. That is a real job and a critically important job. Right now we are training nobody for it.

Here is the thing I feel most strongly about though. We have created a generation of office jockey General Managers. Our GMs are drowning in data that needs to be engineered, analysed, compiled and sent upward through layers of corporate reporting. It is keeping brilliant, passionate, hospitality-born people trapped behind desks when they should be out on the floor.

“Management by Walking Around”, which should be the most fundamental instinct of any hotelier, has been slowly strangled by administrative burden that technology should already be handling for us. By 2030 there will be no excuse. The data engineering, the reporting, the analysis is by and large automated. When that happens our General Managers get to go back to doing what they came into this industry to do.

That is what 2030 looks like to me. Not robots replacing people. A General Manager back in the lobby where they belong.

Guy Stehlik is the Founder and CEO of BON Hotels and spoke on the panel “Skills 2030: The Tourism Jobs That Don’t Exist Yet But Should” at the WTM Africa 2026 Future Stage in Cape Town.

Exhibitor numbers have grown to 780 – a double-digit increase on 2025 – drawn from 40 countries and supported by 43 tourism boards and 65 event partners. A total of 13,500 appointments have been confirmed, a 35% increase on last year.

Perhaps the most significant story within the numbers is the breadth of new participation. Fifteen countries are represented by buyers for the first time, including Jamaica, Kazakhstan, South Korea, Pakistan, Denmark, and Portugal. This geographical spread reflects Africa’s growing appeal across entirely new source markets. On the exhibitor side, Angola, Cyprus, Djibouti, Jordan, Norway, Switzerland, the Netherlands, Germany, and the UAE are all participating for the first time.

Crucially, 81% of hosted buyers and Buyers’ Club members are entirely new to WTM Africa, a remarkable statistic that points to an event rapidly expanding its global footprint.

The timing of this year’s event carries particular significance. As the travel industry continues to navigate the ripple effects of conflict in the Middle East, which is disrupting established travel corridors, shifting source markets, and forcing a global reassessment of destination strategy, face-to-face trade events have become vital. 

Carol Weaving, Managing Director of RX Africa, said in the opening event: “Africa Travel Week has evolved into a powerful in-person event where technology handles the heavy lifting, and humans focus on the relationship building that defines this industry. Our people are our superpower.”

The industry’s own research reinforces this human-centred approach. This year’s State of the Industry Report, commissioned for Africa Travel Week, highlights that the path forward for African tourism is rooted in empathy and genuine human connection: “It’s how you interact with the traveller as a human being and understand where their specific needs are.”

The tangible economic value of these connections was highlighted by Alderman James Vos, who noted that Cape Town’s international flights have surged to over 230 per week, with tourism now supporting over 106,000 jobs in the city. 

“As a City government, we made a deliberate decision to host WTM Africa,” Vos said during his opening address. “It is an investment that delivers real economic returns. With over 100 countries represented here and 8,000 trade professionals doing deals on this floor, the impact goes far beyond these few days. It translates into future bookings, sustained demand, and long-term growth. Tourism is a team sport. When travellers choose South Africa, they are choosing an experience that no single destination can deliver alone.”

Beyond the exhibition floor, WTM Africa 2026 features a comprehensive content programme of 101 speakers across 82 curated sessions, spanning travel tech, responsible tourism, adventure tourism, medical tourism, golf tourism, and sports and events tourism. The Africa Tourism Investment Conference (ATIC), taking place on Tuesday 14 April, brought together investors, policymakers, and tourism leaders to interrogate the continent’s infrastructure ambitions and investment pipeline.

“Africa, the time is now, and the growth is palpable,” said Weaving, extending special thanks to the host city of Cape Town and Alderman James Vos for the city’s continued commitment to positioning the Mother City as Africa’s premier events destination.

-ENDS-

Issued by: Big Ambitions 

Contact: Sonnette Fourie

Tel: +27 81 072 2869 

Email: sonnette@bigambitions.co.za 

Notes to editors:

About CBISN
CBISN is a leader in market intelligence and capacity-building services for those engaging with the Chinese outbound tourism market. Their partnership with WTM Africa aims to provide African stakeholders with actionable insights and tools to welcome and serve Chinese visitors more effectively.

Now in its 33nd year, Arabian Travel Market (ATM) is the leading international travel and tourism event in the Middle East for inbound and outbound tourism professionals. Held annually at the Dubai World Trade Centre, ATM 2024 spanned 12 halls, making it the largest edition to date. The event attracted over 47,000 attendees and more than 35,000 visitors (including 6,000+ high-value buyers) and over 2,550 exhibitors and representatives from over 161 countries. In 2025, ATM will expand to 13 halls, growing across all sectors, and will continue to be a crucial gathering for the global travel and tourism industry. Arabian Travel Market is part of Arabian Travel Week. #ATMDubai

ATM takes place from 4 – 7 May 2026, at the Dubai World Trade Centre, Dubai.
https://www.wtm.com/atm/en-gb.html

Arabian Travel Week is a week-long festival of events alongside Arabian Travel Market 2025. Providing a renewed focus for the Middle East’s travel and tourism sector, it includes Start-Up Competition, Influencers’ Event, GBTA Business Travel Forums, and ATM Travel Tech. The event also features ATM Buyer Networking and a series of country forums.

https://www.wtm.com/arabian-travel-week/en-gb.html

About RX

RX is a global leader in events and exhibitions, leveraging industry expertise, data, and technology to build businesses for individuals, communities, and organisations. With a presence in 25 countries across 42 industry sectors, RX hosts approximately 350 events annually. RX is committed to creating an inclusive work environment for all our people. RX empowers businesses to thrive by leveraging data-driven insights and digital solutions. RX is part of RELX, a global provider of information-based analytics and decision tools for professional and business customers. For more information, visit www.rxglobal.com.

About RELX

RELX is a global provider of information-based analytics and decision tools for professional and business customers. RELX serves customers in more than 180 countries and has offices in about 40 countries. It employs more than 36,000 people over 40% of whom are in North America. The shares of RELX PLC, the parent company, are traded on the London, Amsterdam and New York stock exchanges using the following ticker symbols: London: REL; Amsterdam: REN; New York: RELX. *Note: Current market capitalisation can be found at http://www.relx.com/investors

World Travel Market (WTM) Portfolio comprises leading travel events and online portals across four continents. The events are Arabian Travel Market, WTM London, WTM Latin America and WTM Africa.

WTM London is the world’s most influential travel & tourism event for the global travel community. The show is the ultimate destination for those seeking a macro view of the travel industry and a deeper understanding of the forces shaping it. WTM London is where influential travel leaders, buyers and high-profile travel companies gather to exchange ideas, drive innovation, and accelerate business outcomes.

Next event: 3 to 5 November 2026 at ExCel London

http://london.wtm.com/

WTM Latin America is held annually in São Paulo and attracts more than 29,000 tourism professionals during the three-day event. The event offers a qualified content combined with networking and business opportunities. In its most recent edition, in 2024, WTM Latin America maintained its focus on the effective generation of business and managed to secure the early scheduling of more than six thousand meetings that were held between buyers, travel agents, and exhibitors.  WTM Latin America contents are available in English, Spanish and Portuguese.

Next event: 14 to 16 April 2026, Expo Center Norte, São Paulo, Brasil
latinamerica.wtm.com

WTM Africa launched in 2014 in Cape Town, South Africa. In 2024, WTM Africa facilitated more than 10 thousand unique pre-scheduled appointments, an increase of more than 8% compared to 2023 and welcomed more than 10 thousand visitors (unaudited), 25% more than 2023.

Next event: 13 to 15 April 2026 – Cape Town International Convention Centre, Cape Town http://africa.wtm.com/

About ATW Connect:  Africa Travel Week’s digital arm, is a virtual hub packed to the seams with interesting content, industry news and insights, and the opportunity to hear from experts on a variety of topics in our new monthly webinar series. All with the aim to keep all of us in the travel and tourism industry connected. ATW Connect focuses on inbound and outbound markets for general leisure tourism, luxury travel and the MICE/business travel sector as well as travel technology.
https://atwconnect.com/

WTM Global Hub, is the WTM Portfolio online portal created to connect and support travel industry professionals around the world. The resource hub offers the latest guidance and knowledge to help exhibitors, buyers and others in the travel industry face the challenges of the global coronavirus pandemic. WTM Portfolio is tapping into its global network of experts to create content for the hub. https://hub.wtm.com/

“In an industry where seasonal and informal employment remain the norm, this commitment reflects my long-held conviction that tourism businesses have a responsibility to provide employees with dignity and a sustainable livelihood,” commented Baba.

Ilios Safaris, registered by Baba in 2018 and retained under his sole ownership, launching on 1 May 2026 as an affordable private touring and transfer specialist, serving FIT travellers and small groups across five key South African destinations:

• Cape Town
• Johannesburg
• Kruger National Park
• Durban
• Port Elizabeth

The company launches with a staff complement of 35 and a fleet of SUVs and minivans. Additionally, Baba has established trade partnerships with Destination Management Companies servicing tour operators across the United Kingdom, Europe, Australia, and India.

Baba wishes to be unambiguous about the standing of this entity. Ilios Safaris Pty Ltd is a separate legal entity, registered by and continuously owned by Mohamed Baba since 2018. It has no operational, financial, or structural connection to any other business operating under a similar name within the sector.

A Deliberately Structured Three-Brand Group

The launch of Ilios Safaris completes a carefully considered portfolio of three distinct tourism brands, each serving a different tier of the inbound travel market:

• Travel Black: A five-star luxury chauffeured touring and transfer specialist. SATSA-accredited and operational from January 2026.
• AURUM Africa: A four-star premium, employee-owned touring company operational since July 2025, founded on the principle that the people who deliver unforgettable travel experiences should also share in the rewards of those experiences.
• Ilios Safaris: A three-star affordable private touring and transfer specialist, operational from 1 May 2026, built for the adventurous FIT traveller and small group seeking genuine, professionally delivered experiences at an accessible price point.

A Resource for the Industry

Alongside this announcement, Baba releases a free, downloadable publication for the South African tourism industry. It is a founder’s survival manual disguised as a business memoir, which draws on hard-won experience to offer practical guidance on deal structuring, asset protection, governance, and the importance of preparing for crisis before it arrives. It is offered free of charge to any industry peer who may benefit from it.

“I have learned difficult lessons over the course of my career. If sharing those lessons honestly can protect even one founder from going through what I went through, then offering this freely is the least I can do for this industry,” Baba concluded.

The publication will be available shortly. Industry peers wishing to be notified upon release are invited to contact Mohamed Baba directly at mohamed.baba@aurumafrica.co.za

For more information about Ilios Safaris contact clinton@iliossafaris.com

JOHANNESBURG – The meetings and events sector entered 2026 with genuine confidence in the value of bringing people together, but with a more considered approach to how those events are planned and protected.

The global FCM Meetings & Events (FCM M&E) 2026 Trends Report reveals that 92% of organisations expected their meetings and events budgets to hold steady or increase this year, with 79% naming safety and security as their top priority. Across the EMEA region, 62.9% of respondents cited bigger budgets for more activities, with 48.6% managing larger delegate numbers than before.

Lance Nkwe, Business Leader South Africa, FCM M&E says there is significant demand from local corporates expanding across Africa, as well as international companies that recognise South Africa’s potential and capabilities.

“Planners in our market are not deterred by uncertainty at the moment, they’re planning around it. Medium-sized events with 50 to 150 delegates remain the sweet spot, offering meaningful engagement without overexposure on cost or logistics,” says Nkwe. “The 2026 Trends Report confirms what we’re seeing in RFPs across the region: the belief in face-to-face is firm, but the planning conversation starts earlier now and covers more ground: Can you deliver in Africa? Can you manage disruption, including alternate destinations and routings? How flexible are your contracts? What are your exit clauses? Understandably, clients want to know their partner has the presence and the track record to respond in a crisis.”

Trends Report Key Findings:

• 74% said meetings drive employee engagement
• 79% responded with safety and security as the top priority
• 35% revealed that their 2026 budget will be more than 10% higher than last year
• 63% of EMEA respondents anticipated increasing MICE spend in 2026, while 29% said it would remain flat, with just under 8% intending to decrease their spend.

Simone Seiler, Global General Manager at FCM M&E, says safety and security remains key:

“Events are being crafted with greater care and creativity, ensuring people feel valued and safe. With 79% of respondents citing safety and security as the number one priority, choosing the right destination for your people, ensuring your supply chain is trusted throughout, and having contingency plans in place are some of the many ways customers can travel to events with confidence,” explains Seiler.

Nkwe agrees. “In Africa, you’re often juggling many moving parts. Handling logistical complexity is now a baseline expectation. Visa facilitation, still a barrier across many African markets, is increasingly part of the brief, as is the ability to manage VIP and delegate security, including coordinating with law enforcement and meeting Joint Operations Compliance (JOC) requirements in South Africa, which ensures the safety, security and legality of public events.”

In addition to safety and security, sustainability and innovation remain key.

“Planners are making visible strides with environmentally conscious choices in venue, catering, and waste management, and there is growing interest in responsible, scalable solutions,” says Nkwe. “Increasingly, it’s also about what an event ‘leaves behind’. ESG and community impact are growing in importance as clients look to demonstrate that their presence in an area contributes positively to local community development.”

The report looks at new tech, the impact of AI, and tells a compelling story of optimism, resilience, and proactive evolution – as industry leaders remain committed to fostering rich connections, sustainable practices, and the adoption of smart technology to improve meetings and events worldwide. You can access the full report here: https://www.fcmtravel.com/en-za/travel-insights/travel-hub/white-papers/meetings-events-trends-and-forecasts

ENDS

Media contact

Sonnette Fourie

Account Director, Big Ambitions on behalf of FCM Meetings & Events

sonnette@bigambitions.co.za

081 072 2869

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.

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

The term popped up in the 1990s and hit its stride in the 2000s, when gap-year adventurers set out with a backpack full of dreams and a clean T-shirt. You wouldn’t be wrong for picturing “hippie-type” solo travellers, content with beach huts and a diet of budget noodles.

But those free-spirited 2000s travellers are parents now. Instead of just swapping stories from Southeast Asia, they’re teaching their kids the value of responsible travel. And boom, family voluntourism is born.

It looks a little different these days. Less ‘Survivor’ chic, more practical and purposeful. If you’re dreaming of a family holiday that builds memories and contributes to real, sustainable change, here’s what you need to know.

The Benefits

Studies, including research led by the University of Texas, link youth volunteering with lower anxiety and depressive symptoms and fewer behavioural issues in adolescence and young adulthood. It builds empathy, perspective and self-esteem beyond the confines of a standard educational environment.

Family trips already bond us. Volunteering adds purpose to that connection. Throw travel into the mix, and suddenly your child is learning in the world’s biggest classroom, with “global citizen” as their unofficial job title.

So where does a family actually start in their quest for an out-of-the-ordinary holiday to remember? That’s where the magic of professionally arranged volunteer travel comes in. Those original voluntourists may have had time to figure things out on the road, but today’s families can rely on expert guidance instead.

“Our Travel Experts match families with responsible, well-run programmes through trusted partners,” says Antoinette Turner, GM of Flight Centre South Africa. “This makes it easy to add purpose to a holiday, at the comfort level that suits you.”

Turner adds that booking through a trusted advisor gives families total peace of mind.

“We vet our partners carefully, so travellers know their time and efforts are genuinely contributing to local communities and conservation projects, not just ticking a box.”

Travel Kind: The Do No Harm Checklist

Voluntourism works best when it genuinely helps, not harms. Before adding any give back experience to your family itinerary, run a quick ethics check.

What to look for

• Local-led or community-owned projects that reinvest in the area
• Transparent use of volunteer fees
• Strong child-safeguarding policies when little ones are involved

What to avoid

• Any wildlife handling or performances
• Visits to residential care facilities (orphanages/children’s homes) as global child‑safeguarding guidance discourages these
• Pay-to-play photo opportunities
• Activities that replace local jobs

International Highlights

1. Mauritius – Puppy Cuddles and Purpose

Join the Protection of Animals Welfare Society (PAWS) for a morning of walking, bathing and caring for rescue dogs. It is a heartwarming experience squeezed neatly between snorkelling sessions.

At a glance: Half day experience | Year-round | Light activity | Accessible from most resorts | All ages with guardian | Under staff supervision

2. Cambodia – Elephant Sanctuary

The Cambodia Wildlife Sanctuary protects forests and their wild residents after decades of illegal logging. Families can join weekly volunteer programmes focused on forest restoration and animal care. Observation only, no riding, feeding or bathing.

At a glance: Three to five days | Year-round | Moderate walking on rough paths | Minimum age ten with guardian

3. Seychelles – Coral Gardeners in Training

The WiseOceans Marine Discovery Programme within the five-star Kempinski Seychelles Resort on Mahé offers something very special indeed. Not only can youngsters experience

Seychelles’ ocean life through tailored excursions (and under the wing of the resort’s marine biologist), including beach exploration, guided snorkelling and a host of kids’ club activities, but guests can become active participants in coral conservation too.

As Christine Vel, Director at Seychelles Tourism, explains, it is an unforgettable opportunity for budding marine biologists.

“Guests can choose their level of involvement, including getting hands-on by learning how to attach coral fragments, monitor their growth, and then following their journey back to the reef,” explains Vel. “Coral sponsors even receive certificates, photographs of their coral ‘babies’ and regular updates on their growth and progress.”

At a glance: Year-round | Activities differ according to age, weather and interest

4. Costa Rica – Hatchlings and Hope

Along Costa Rica’s Pacific coast, local NGOs guide families during turtle nesting and hatching season. Watching a hatchling waddle toward the surf might be the most memorable empathy lesson on earth.

At a glance: Night patrols one to two hours | Peak June to November depending on coast | Moderate beach walking | Red light torches only | Eight plus with guardian

Local Legends

1. Cape Town – Penguin Rescue Mornings At SANCCOB

Help prepare feeds and care for rescued seabirds under expert supervision, with no direct wildlife handling unless trained.

At a glance: Half day | Year-round with peak May to August | Indoor and outdoor tasks | Ten plus with guardian

2. The Garden Route – Tree Planting with Greenpop

Roll up your sleeves, plant indigenous trees, learn about reforestation and enjoy a little music, laughter and maybe some compost in your hair.

At a glance: Half or full day | Seasonal August to November | Outdoor activity | Family friendly with guardian for minors

3. Kruger Region – Citizen Conservation

Partner lodges near Kruger and Addo collaborate with SANParks Honorary Rangers to include practical conservation experiences, from removing invasive plants to monitoring wildlife. Equal parts rewarding and wild.

At a glance: Half to multi day | Year-round | Heat exposure and light hiking | Activities vary by lodge such as invasive plant removal

4. Namibia – Ocean Conservation Days

Join Ocean Conservation Namibia volunteers to support trained teams during seal rescues, with no direct handling, or take part in high-impact coastal cleanups. Sustainability with a side of sea breeze.

At a glance: Half day | April to October | Windy conditions, moderate stamina helpful | Twelve plus with guardian

Big Memories, Bigger Impact

“The new generation of travellers is moving beyond ‘leave no trace’ – they want to leave a positive impact,” says Turner. “Families are leading that charge, with parents recognising how travel can shape children’s values in the best possible way.”

Whether you help penguins find their feet or corals find new life, you will come home with more than souvenirs. You’ll return with empathy, perspective and a very good story for Monday’s school drop-off.

Anele, who has been a loyal Flight Centre client for more than 12 years and a brand ambassador for the past two, embodies the spirit of travel and adventure. “Anele loves to travel, making her a natural fit for us as we continue to grow our trusted brand in travel. We pride ourselves on reliable, bespoke service – our travel experts offer guidance and support every step of the way,” said Bongi Keswa, Marketing Manager at Flight Centre Travel Group South Africa.

During an engaging Q&A session, Anele shared personal anecdotes about her journeys and the invaluable benefits of working with seasoned travel experts, whether it’s jet-setting for business or planning a family escape.

Flight Centre’s leadership and Dainfern Square’s specialist team joined the celebrations alongside key partners, such as TTC and Air Mauritius, and the GQ Magazine crew. It was an evening defined by collaboration and a shared passion for travel, all in the spirit of opening up the world to those eager to explore it.