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

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

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

These are not simply statistics.

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

Turnover is Flat – Costs are Not

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

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

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

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

Government Must Understand the Reality

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

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

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

For larger organisations these costs may be manageable.

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

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

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

One of South Africa’s Greatest Job Creators

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

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

The ripple effect extends far beyond a single business.

A Different Approach is Needed

FEDHASA believes there is a better way.

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

This includes:

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

Hospitality is an Investment in South Africa

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

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

Our industry remains resilient, innovative and optimistic.

But resilience cannot replace profitability.

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

Supporting hospitality businesses is not merely good for the industry.

It is good for employment.

It is good for tourism.

It is good for communities.

And ultimately, it is good for South Africa.

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

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

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

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

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

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

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

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

South Africa’s hospitality sector is facing a deepening frontline staff crisis, one that operators say has been building since 2019 and can no longer be deferred. At its heart is a challenge as simple as it is difficult to solve: many of today’s hotel workers have never been a guest in the type of property where they work.

The intuitive service knowledge that previous generations brought to the job through lived experience – knowing what good feels like, what attentive looks like, what a properly set table communicates – can no longer be assumed. It has to be taught, from scratch, often in formats that standard training content does not reach.

It was one of several hard truths that senior operators from Accor, Radisson, Capital Hotels, Southern Sun, City Lodge, Minor Hotels, and the Saxon put on the table together at the inaugural Frontline Workforce Roundtable Series, held at the Saxon Hotel, Villas & Spa in Johannesburg on 13 May. The session was convened by hospitality learning and development company FUEL in partnership with FEDHASA Inland and addressed a conversation the industry had been avoiding for years.

“This is a forum that has been lacking from a FEDHASA perspective for years,” said Gustav Pieterse, General Manager of the Saxon Hotel and FEDHASA Inland Chairperson, who attended the session. “It is critical, not just for the federation, but for the industry as a whole.”

The workforce challenge

The roundtable identified several compounding pressures that operators say have been building since 2019.

The changed labour pool was among the most critical issues addressed. Beyond the experience gap, operators flagged that a matric certificate can no longer be assumed to indicate functional literacy, meaning standard training content is frequently pitched above the level the learner can absorb. The training happens. The knowledge does not land. Standards drift as a result.

Training and L&D budgets have absorbed a disproportionate share of industry cost cuts across the same period. The middle management layer lost during Covid-19 has not recovered, leaving remaining managers to carry functions that once belonged to multiple colleagues, significantly reducing the number of internal voices making the case for staff investment.

“The bar for ‘good enough’ has been moving,” Pieterse said. “Not because anyone decided that was acceptable, but because the day-to-day pressure to keep operations running made it easy to defer the harder work of developing people properly. The room was clear: that trajectory is not sustainable.”

What operators say is working

Operators shared solutions they reported as producing measurable results in their own properties.

Hiring through existing employee networks has proven one of the most reliable retention tools. When a staff member refers a candidate, they carry personal accountability for that person’s success, an effect one participant described as “a bit of indirect blackmail, but it works.”

Structured multi-year progression pathways – from Youth Employment Service (YES) placements through internship to permanent employment, with each stage visible to the staff member upfront – give people a reason to stay. Those who can see where they are going are far less likely to leave for a marginal pay increase elsewhere.

Cross-skilling across departments, widely adopted as a Covid necessity, has become a talent identification tool. Several operators described staff whose potential only became visible once they moved across the property. In one case, a learner who independently completed optional engineering content in her own time surfaced a career direction her manager had never identified.

The room also challenged generic onboarding, with operators increasingly building differentiated induction journeys for different entrant types rather than running all new hires through the same programme.

Perhaps the most counterintuitive finding: operators who invest in staff development and lose those staff to other properties reported better outcomes than those who withheld development. Alumni become ambassadors and many return. “Either way, the investment stays in the industry,” Pieterse said.

Culture as the strongest retention lever

Across every practice the roundtable discussed, a single thread emerged. The properties with the lowest turnover and strongest service were not necessarily those with the best programmes or the highest training budgets. They were the ones where staff genuinely believed someone in the building cared about them.

“If people believe you care about the things they are battling with at home, they are far more likely to care about the things you ask them to care about at work,” one participant said.

Culture of belonging – the felt sense that a person’s future is possible in this place – was named by multiple operators as the single most reliable retention lever available. Not a policy. Not a perk. A daily practice of genuine care.

“That is also the reason for optimism,” Pieterse said. “The most powerful tool available to this industry is not something that has to be bought or outsourced. It is something hospitality has always known how to provide.”

Download the discussion report HERE.

Table of Contents

JOHANNESBURG, SOUTH AFRICA – Following February’s Middle East airspace crisis, South African corporates with the right travel programme infrastructure have a narrow window to lock in favourable long-term hotel rates if they act now.

While the sudden airspace closures across the UAE, Qatar, and Jordan sent hotel occupancy in hubs like Dubai and Doha plummeting, the aftermath has created a counter-intuitive reality. According to FCM Consulting’s Insights Report 2026 published this month, average daily rates in the Middle East have softened significantly, creating a rare procurement window for South African corporates to lock in long-term deals before a projected 4% rate recovery kicks in.

However, the report reveals that only companies with robust, actively managed travel programmes are in a position to exploit this drop.

“We are seeing a clear divide in how South African businesses are reacting,” says Mummy Mafojane, General Manager of FCM South Africa. “Companies relying on unmanaged travel or outdated hotel lists are still spooked because they couldn’t locate their people during the February chaos. Meanwhile, companies with proper duty-of-care infrastructure are stepping in right now to negotiate highly favourable hotel terms while prices are down.”

When disruption hits, infrastructure is everything

For South African companies with staff travelling to the region, the questions during the airspace closures arrived immediately: where are our people? Can we reach them? What are our contractual positions with the hotels they’ve booked?

The answer depended almost entirely on one factor: whether the organisation had an  actively managed travel programme built with disruption in mind.

“A hotel programme that simply lists preferred properties is not a risk management tool,” Mafojane notes. “Duty of care means knowing where your people are, having the relationships to move them quickly, and building flexibility into your programme before you need it – not after the crisis has already started.”

Companies that navigated the February disruption most effectively shared a common set of characteristics. Their travel management company (TMC) had real-time visibility of traveller locations and bookings. To maintain this level of control, FCM Consulting’s report sets out a practical framework for travel programmes operating in complex and volatile regions. This includes flexible rate agreements that protect against sudden cancellations, hotel safety standards calibrated to location risk and developed in consultation with corporate security teams, regular reviews of regional conditions, and a TMC relationship that provides genuine crisis coordination, not just booking administration.

South African companies relying on direct bookings, unmanaged travel, or outdated preferred hotel lists had none of these protections. In an environment where booking lead times in the Middle East had already compressed significantly as risk awareness grew, the absence of programme visibility was a significant duty-of-care failure.

The broader procurement opportunity

The broader message from the analysis is not that South African companies should retreat from the Middle East. Commercial momentum in the region remains significant, supported by:

• 177,281 hotel rooms currently in Saudi Arabia’s inventory, with nearly 50,000 more under construction.
• USD$234 Middle East average room rate for 2025 (up $27 year-on-year).
• A projected 4%+ Average Daily Rate (ADR) recovery in the region once stability returns.

For SA buyers with the programme infrastructure to act, the current interim softening in rates represents a genuine opportunity to lock in favourable long-term agreements, securing enhanced terms before rates climb again on the back of the region’s structural growth.

“The companies navigating this most effectively are not the ones that stopped travelling. They are the ones who invested in the right programme infrastructure before the crisis and are now positioned to move quickly as conditions normalise,” said Mafojane.

The Middle East disruption is the most acute example in the report of a theme that runs through FCM Consulting’s entire 2026 analysis: the growing importance of programme agility in an unpredictable operating environment.

“Strong demand does not always mean stable conditions,” the report notes. “Programmes must account for disruption as well as growth.”

ENDS

The FCM Consulting Insights Report 2026: Global & Regional Hotel Strategies Ahead of the 2026 RFP Season is available here: https://www.fcmtravel.com/en-za/guides/fcm-consulting-insights-report-hotel-edition-2026. The report covers global hotel market trends, regional analysis across the Americas, Europe, the Middle East, Africa and Asia-Pacific, a case study in global hotel programme transformation, and strategic recommendations for the upcoming RFP season.

Media contact

Sonnette Fourie, Account Director at Big Ambitions (on behalf of the Flight Centre Travel Group)

sonnette@bigambitions.co.za

+27 81 072 2869

FEDHASA says the Department’s acknowledgement that substantial amendments are required – together with the decision to place current Resource Management Plans (RMPs) on hold pending further review – is an important and constructive development for the hospitality, tourism and broader business sectors.

FEDHASA National Chairperson, Brett Tungay, said:

“The hospitality and tourism industry welcomes the Department’s willingness to listen to the extensive concerns raised by stakeholders across the country. This is a positive and encouraging indication that meaningful public participation is being taken seriously.

The initial Draft Regulations and associated Resource Management Plans created widespread concern due to their potential impact on tourism, hospitality, recreational access, investment certainty, and water-based economic activity around many of South Africa’s dams and waterways.”

Anderson added that the industry remains deeply concerned about the broader economic implications of over-regulation within an already constrained tourism economy.

“Tourism and hospitality are key job creators in South Africa. At a time when many businesses are still recovering from the devastating impact of COVID-19 restrictions, combined with increasing operational costs and deteriorating municipal infrastructure, it is critical that future regulations support economic growth, investment certainty and sustainable tourism development – rather than unintentionally undermining it.”

FEDHASA Board Member – Rosemary Anderson, said the Department’s acknowledgement of concerns regarding general access, tourism activity and lease-related matters was particularly important.

“One of the major concerns raised by stakeholders was the potential impact that aspects of the proposed regulations and lease policy could have had on investment confidence in tourism and hospitality businesses situated around dams and inland waterways.

Tourism developments, marinas, boat-based tourism operations, lodges, restaurants and waterfront hospitality businesses require long-term investment horizons and certainty of access in order to justify substantial capital investment and job creation.

We are therefore encouraged that DWS has recognised the need for further engagement and review.”

Tunday added that the decision to revisit the role and scope of Resource Management Plans (RMPs) was also significant.

“The industry strongly supports responsible environmental management, safety and protection of water resources. However, regulations must be practical, constitutionally sound, economically rational and aligned with existing legislation and operational realities.

There now exists an important opportunity for collaborative engagement between government, tourism operators, environmental stakeholders, water users and affected communities to develop a workable framework that protects South Africa’s water resources while also supporting tourism, recreation, investment and job creation.”

FEDHASA further welcomed the Department’s commitment to additional stakeholder consultation and indicated that the organisation would continue participating constructively in the process.

“South Africa’s dams, rivers and waterways are not only strategic water assets – they are also important tourism, recreation and economic assets that support many thousands of livelihoods,” Anderson concluded.

“We believe it is possible to achieve both responsible environmental custodianship and sustainable economic development through balanced, practical and properly consultative regulation.”

Research from the EHL Group’s Food and Well-being Trend Report 2025 shows that between 60% and 70% of consumers now expect food-service operators to offer meals that are both healthy and sustainably sourced.Yet, according to Africa Travel Week’s 2026 State of African Tourism Report, only 4.3% of Southern and East African properties currently hold third-party sustainability certification. The gap between market expectation and industry delivery is wide, and closing it requires access to the right suppliers, frameworks, knowledge, and conversations.

 “Our role is to create the conditions in which our members can thrive. Sustainable food, beverage, and wellness are dramatically influencing guest choices, buyer decisions, and investment criteria right now. Our partnership with The Good Life Show Africa is just one of the ways we’re ensuring FEDHASA members have access to the platforms and partnerships they need to move forward with confidence,” said Lee-Anne Singer, FEDHASA Cape Chair.

The urgency is underscored by the EU’s Directive on Empowering Consumers for the Green Transition (Directive 2024/825), which becomes binding across European member states from 27 September 2026. European buyers will be required to substantiate every sustainability claim made about the destinations and properties they sell, meaning South African hospitality businesses without verified sustainability credentials risk losing access to one of their most valuable source markets.

Among FEDHASA’s membership, operators are already demonstrating what is possible when sustainability is treated as an operational commitment rather than a communications exercise. Caron van Rooyen, General Manager of Hotel Verde, Africa’s first hotel to achieve Net Zero Waste certification from the Green Building Council of South Africa, speaks directly to the commercial case:

“There is a persistent assumption that sustainable food costs more and squeezes margins. Our experience tells a different story. Sustainability forces operational discipline. When done properly, it results in a more efficient kitchen rather than a more expensive one.”

Van Rooyen’s broader call to the industry is equally direct: “The industry needs to move from viewing sustainability as a marketing initiative to treating it as an operational standard. The operators who succeed will be those who integrate sustainability into the core of their business model rather than treating it as a separate strategy.”

It is a shift FEDHASA is committed to supporting across its full membership through advocacy, knowledge sharing, and strategic partnerships – such as with The Good Life Show Africa – that connect operators with everything they need to make sustainable practices measurable, verifiable, and commercially viable. 

As the only event of its kind on the continent, The Good Life Show Africa gives hospitality operators direct access to Africa’s most innovative producers – across food and beverage, wellness, eco-luxury personal care, and hotel amenities – through live culinary demonstrations, masterclasses, and a curated marketplace where products can be experienced firsthand.

“The show serves as a vital platform for businesses in the booming sustainability market, connecting them with influential buyers, investors, and conscious consumers,” said Heidi Warricker, Chief Events Officer at Live Events, organiser of the Good Life Show Africa. “Visitors have the opportunity to see first-hand how Africa’s producers are revolutionising the better-living space, and to taste, touch, smell, see, and take home all of this innovation.”

The 2026 edition has significantly expanded its trade infrastructure. Live Events has partnered with Ndarama Works, a Pan-African economic advisory consultancy, to facilitate market entry and export growth through targeted trade matchmaking and a hosted buyer programme drawing participants from across Africa, Europe, the Americas, and beyond. Operators attending the show can register to participate in curated matchmaking, connecting directly with buyers aligned to their product offering.

The exclusive 15% attendance discount for FEDHASA members is available on registration. Full details are available at www.goodlifeshowafrica.com.

Johannesburg – South Africa’s tourism and hospitality skills gap has become impossible to ignore, with the crisis now dominating industry conversations from Cape Town conference halls to Johannesburg boardrooms. With youth unemployment at 45.5% (despite over half of South Africans being under 35), the need for practical solutions has never felt more urgent.

While many industry players talk about addressing this gap, RX Africa is moving beyond discussion by launching concrete initiatives aimed at building real pathways into tourism careers for young people.

“NextGen is the future of our industry,” says Carol Weaving, Managing Director RX Africa. “If we want real innovation and a healthy future for tourism in South Africa, we have to actively engage students and young professionals – creating new networks, new opportunities and a younger, more inclusive industry.”

Moving Beyond Tokenism

For RX Africa, engaging the next generation is about building a pipeline of real talent for a sector in urgent need. Instead of handing out student discounts just to boost attendance or running surface-level youth panels at events like WTM Africa, FAME Week Africa or Decorex, RX Africa embeds young people in the heart of the industry conversation.

“The traditional conference model where students passively listen to industry veterans doesn’t create jobs,” says Olivia Gradidge, Marketing Manager RX Africa. “At WTM Africa, we work directly with universities to ensure future industry leaders are designing solutions, not just consuming content.”

That philosophy will be front and centre at WTM Africa 2026, with content co-created with university partners, and reflecting the real challenges, dreams and ideas coming straight from campuses across the country – including panel discussions youth can be part of, hands-on workshops focused on industry-critical skills, and networking events designed to build real connections in the professional world.

Giving Young Talent the Mic

Gone are the days when conferences were just long lectures and rows of chairs. RX Africa is reimagining the format to put young people in the driver’s seat.

In 2023, AI-in-business expert Katie King challenged young delegates to create innovative travel tech solutions and pitch them live at WTM Africa. Judged on site with instant feedback, the experience blurred the line between learning and real business exposure and gave students a serious confidence boost in the process.

Brain Box sessions – interactive spaces where students, professionals and industry leaders talk to each other as equals and create meaningful networking connections – are another key feature.

“We’re not speaking at young attendees,” Weaving explains. “We’re speaking with them, sparking genuine conversation and ideas from all levels of experience.” The goal is to break down barriers between generations and find fresh, practical solutions by listening to the people most affected by the skills gap.

More Than Just Events: Year-Round Upskilling

RX Africa knows real progress doesn’t happen in a single three-day event. That’s why they’ve invested in year-round efforts to grow talent in and beyond the tourism space.

• With Soapbox, they offer pre-event online workshops exploring Sustainability and Responsible Tourism, so attendees arrive already informed and ready to engage.
• With women-in-tourism collectives, they run tailored upskilling sessions that double as safe spaces for women’s personal and professional growth.
• With SAACI, they facilitate curated networking and panel sessions that link emerging talent with industry insiders – creating space for meaningful mentorship.
• And through a growing partnership with Cape Town Tourism, they’re designing workshops that directly tackle the barriers young people face when trying to break into tourism careers. These aren’t top-down lectures – they’re co-created with the learners in mind.

RX Africa also shines a light on people already making a difference – people like Luckson Zambuko, founder of the African Youth in Tourism & Hospitality Association – helping to link grassroots efforts to wider regional conversations and opportunities.

“If we want to transform African tourism, we need to treat young people as co-creators, not just participants,” says Zambuko. “It’s not enough for youth to be in the room; they must have a real voice at the table. When industry leaders listen, mentor and empower the next generation, we unlock solutions that speak to the realities and ambitions of Africa’s future.”

Measuring What Really Matters

While some organisers track success by numbers – heads through the door or social media reach – RX Africa is interested in something deeper.

“We work closely with our university partners,” says Weaving. “We follow up with participants to see who found internships, landed jobs or connected with mentors after events. That’s the kind of impact we’re aiming for.”

It’s these stories – and the lives changed as a result – that define success more than any headcount ever could.

NextGen Is Redefining the Rules

Hospitality has struggled with outdated perceptions of limited prospects, low growth and few chances for real impact. That reputation isn’t helping an industry that desperately needs fresh talent. Young people today aren’t just looking for a pay check; they want careers that actually matter. But we’re also not seeing fresh talent on stages talking about tourism and the way forward. When they are the next generation leaders, it’s not just about getting them into hotels, but giving them voice at industry events where we need to start listening to the next generation and providing them space to be heard and lead the way. Connecting established leaders with young leaders and emerging talent is crucial to the success of not only tourism going forward, but to exhibitions such as WTM Africa.

“Our events thrive when they build communities, not just audiences,” says Weaving. “By putting NextGen at the heart of what we do, we’re not only bridging the country’s biggest challenge, we’re uncovering its biggest opportunity.”

As the next generation pushes for work that feels valuable, the real test will be how quickly the rest of the industry adapts. If the energy building across RX Africa’s platforms this year is any indication, the blueprint being created could very well drive transformation far beyond the event floor.

** ends **

For more information contact Olivia Gradidge – olivia.gradidge@rxglobal.com

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

Driven by brand standardisation and Instagram’s obsession with sameness, this trend has left modern hotel rooms looking eerily identical the world over. But luxury travellers have started to push back. Around 70% of premium travellers surveyed say today’s hotels have “lost their soul,” while nearly three-quarters say they won’t pay for “generic luxury” anymore. These guests plan to pack in eight leisure trips in 2025, and they’re willing to spend big. But they’re not spending it on cut-and-paste rooms and sterile hotel corridors.

This evolution isn’t just reshaping leisure travel; it offers valuable insights for corporate travel programmes seeking to energise their approach. After all, the business travellers who spend countless nights away from home deserve spaces that inspire rather than merely accommodate.

“Business travel should be a reward – a chance to grow, connect and recharge,” says Herman Heunes, GM at FCM. “Strip away all personality and sense of place from where people stay, and the experience loses meaning.”

Research published in the International Journal of Hospitality Management backs this up. A study reveals that hotel aesthetics directly impact guest emotions and satisfaction. The research found that elements like room design accounted for over 10% of what guests valued most.

For road warriors logging multiple trips per month, these environmental qualities make a real difference in how they perform. As the study notes, lifestyle hotels that blend business and leisure by offering high-end lodging with distinctive character cater perfectly to today’s business travellers.

Traditional corporate hotel programmes have long prioritised consistency and cost control. Those elements still matter, but companies need to move beyond basic beige boxes. The goal isn’t abandoning practicality but enhancing it with purpose, says Heunes.

Some hotels are already setting the standard. The Detroit Foundation Hotel has transformed a 1929 firehouse into a bold, story-rich space that doubles as a creative hub. The Ace Hotel in New York integrates local artists into its cultural programming, offering a stay that mixes business with immersion. In Bangkok, the Waldorf Astoria weaves traditional Thai elements into its interiors – elegant bronze screens and layered textures that create a distinct sense of place.

These properties show what’s possible when spaces reflect context and character. It’s not about extravagance; it’s about experience. Small touches can shift a stay from forgettable to feel-good.

For travel managers, this presents an opportunity to refresh programmes with intention, says Heunes. “Expand your preferred hotel options to include properties that offer both reliable service and distinctive character. Ask your frequent travellers which environments help them feel most productive. Build flexibility into policies that acknowledge personal preferences while maintaining appropriate parameters,” she explains.

“Companies can also leverage TMC partnerships to access a broader range of accommodations at negotiated rates,” advises Heunes. “Don’t wait for your travellers to demand change. Proactively redesign your hotel programme to balance cost control with quality experiences.”

As younger generations enter the workforce with heightened expectations for meaningful experiences, corporate travel needs to evolve, she adds. “The best business trips do more than tick boxes,” says Heunes. “They leave people better off than when they left. That’s what thoughtful travel looks like.”

**ends**

For more information about FCM Travel, or to interview Herman Heunes, General Manager at FCM, 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

“Mining Indaba has always been competitive when it comes to securing accommodation,” explains Lebogang Ntoagae, Supplier Partnership Director at Corporate Traveller. “But this year is different—we’re seeing unprecedented demand. If you haven’t already booked your rooms, you’re likely facing slim pickings or exorbitant costs.” 

A surge in hotel demand 

Adding fuel to this fire is another long-standing challenge: minimum stay policies enforced by many central hotels during peak events like Mining Indaba. Most properties require bookings of four consecutive nights during conference week—even if some delegates only need two nights—which further limits availability while inflating costs dramatically.

“With some prime locations charging ZAR10,000 per night—and requiring those four-night commitments—the stakes couldn’t be higher,” notes Ntoagae.

While Mining Indaba has always been a high-demand event, the booking patterns for 2025 have taken even seasoned travel experts by surprise. “By the end of 2024, there was still quite a lot of capacity available,” explains Ntoagae. “But then January saw an explosion of demand.”

This sudden surge highlights just how jam-packed this year’s edition is shaping up to be. Add to this the diversity of delegate needs—from executive-level attendees requiring premium accommodations near CTICC to larger delegations looking for cost-effective options—and it becomes clear why availability has tightened so rapidly.

How specialist teams are staying ahead 

To mitigate these challenges and address the specific pressures posed by an event as significant as Mining Indaba, Corporate Traveller implemented a Housing Bureau strategy well in advance. A housing bureau is a centralised service that secures blocks of hotel rooms specifically allocated for attendees of major events where demand far exceeds supply. By negotiating directly with hotels over 18 months before the conference date, Corporate Traveller ensured availability for its corporate clients and other delegates seeking last-minute support closer to event week.

 “This solution allows us to guarantee access even when other channels dry up while offering negotiated corporate rates and added flexibility. But it wasn’t just about serving existing clients,” Ntoagae says. “We wanted to provide solutions for any attendee who might find themselves struggling closer to the date—especially smaller companies or individuals who don’t have dedicated internal teams managing their travel.”

The benefit wasn’t just access but added value: 

• Flexibility: Negotiated terms including refundable bookings unavailable through OTAs (online travel agencies). 
• Crisis Support: Immediate action plans if cancellations occur or inventory runs out unexpectedly due to unforeseen circumstances.
• Tailored Solutions: Aligning accommodations with proximity requirements and client preferences around budget constraints or premium services such as meeting facilities and networking-friendly spaces.

“OTAs might work fine when everything goes smoothly—but they don’t build relationships,” says Ntoagae. “At events like these where capacity evaporates quickly under demand pressures? You need expertise on your side.”

Future-proofing against pricing spikes

The lessons from Mining Indaba extend far beyond February 2025; they apply equally across other busy periods tied to South Africa’s conferencing calendar.

“As TMCs, we know when these busy times will occur—we see the patterns well ahead based on event calendars,” says Ntoagae. “The key takeaway for companies is this: align your travel programme with experts who understand your needs and market dynamics well ahead of time—and treat every trip as part of a larger strategy rather than an isolated booking.”

**ends**

For more information about Corporate Traveller, or to interview Lebogang Ntoagae call Lori Cohen on 079 641 4965 or email lori@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

Lori Cohen

lori@bigambitions.co.za

According to recent research from SAP, over 50% of global business travellers have had to switch their accommodation because they felt unsafe. If you think about it, that’s a significant number of people forced to make last-minute changes due to personal safety fears.

So, if you’re preparing for a business trip, whether it’s in a local city or halfway around the world, addressing safety should be a top priority. It goes beyond just locking the door behind you once you’re inside—safety starts the moment you think about hitting ‘book’ on that hotel, says Rategang Moroke, Operations Manager of Corporate Traveller.

Here are five questions Moroke suggests you ask  to ensure you accommodation is safe.

1. What hotel security measures are in place?

“It’s important that companies vet the security protocols of the hotels they choose, especially in regions where crime may be more prevalent. The right set of security measures can help ensure travellers feel safe and focused while they’re away for work,” says Moroke.

These basics should now be non-negotiable: Keycard access for both your room and the lifts, CCTV throughout public areas, and alert, well-trained staff. Additional measures, like 24-hour on-site security, are definite bonuses.

 2. How does the hotel safeguard my privacy?

Many hotel safety issues involve not just physical security but also privacy failures. One obvious concern for many travellers is hotel staff inadvertently disclosing room numbers or handing over keys to the wrong person. According to International SOS, four in ten business travellers are worried about hotel staff unintentionally giving away confidential information.

When you check into a hotel, your room number shouldn’t be announced aloud. And as a guest, you should also be able to trust that your personal data — whether it’s payment information or your identity — is handled securely and with discretion.

3. Is the hotel located in a safe area?

Physical security measures inside the hotel are important, but location matters too. You could be staying at the most secure hotel imaginable, but if it’s in a rough part of town, you’re exposing yourself to unnecessary risks every time you step out.

This isn’t just about personal preference—it’s a critical part of any company’s travel risk management plan, says Moroke. “Understanding local crime rates, recent disruptions, or even the neighbourhood’s geography can give you a better sense of whether it feels right for you,” she says.

4. What emergency protocols does the hotel have in place if something goes wrong?

While planning your trip and focusing on business, it’s easy to overlook potential emergencies. Yet knowing what a hotel has in place for different types of crises—whether it’s a medical emergency, fire, or criminal activity—can make all the difference.

Does the hotel have a clear emergency response plan? Do they have security personnel trained in first aid? Are staff readily available to liaise with local emergency services if needed? These may seem like ‘worst-case scenario’ things to worry about, but they can quickly become serious matters if a problem occurs during your stay, says Moroke.

5. Does the hotel use any technology for guest safety?

Technology changes fast, and hotels are adapting. Today, you’ll find more options when it comes to mobile check-ins, which allow you to bypass the front desk altogether. This reduces the need for unnecessary interactions and gives you more control over your check-in process. Some hotels now also offer keyless entry using mobile apps, which is another great feature for those who want additional layers of security.

Moroke concludes, “The hotels that offer tech solutions—whether it’s mobile check-in or smart locks—are taking additional steps towards enhancing their guests’ safety. But safety doesn’t end there. Your TMC should also offer services like real-time location tracking, which helps businesses keep a two-way line of communication open with attendees. If there’s any sort of safety risk, we know where travellers are and can get help to them quickly.”

**ends**

For more information about Corporate Traveller, or to interview Corporate Traveller South Africa GM Bonnie Smith, call Dorine Reinstein on 083 278 8994 or email dorine@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

Dorine Reinstein

dorine@bigambitions.co.za