Published in Government Gazette No. 55542 on 16 October 2026, the extension is due to take effect on Monday, 26 October 2026. This decision has potentially significant financial and operational implications for restaurants, cafés, caterers and other affected hospitality businesses across South Africa.

What does this mean for your business?

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

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

The precise obligations applicable to each business will depend on the agreement’s provisions and the relevant circumstances. Members should obtain appropriate advice on their individual obligations.

For an industry already dealing with rising operating costs, pressure on margins, electricity and food costs, and the ongoing challenge of remaining affordable while sustaining employment, the extension raises serious concerns.

FEDHASA is taking action

FEDHASA believes that the decision warrants urgent legal scrutiny, particularly regarding whether the statutory requirements for extending the agreement to non-parties have been met.

This is not the first time this issue has arisen. In 2021, the Labour Court granted an interdict following an earlier extension of the agreement. FEDHASA is now coordinating a fresh urgent interdict application to challenge the latest decision.

We need restaurant owners and affected employers to stand together

A successful challenge will require both broad industry participation and financial support to meet the costs of urgent legal proceedings. We are therefore calling on members and affected businesses to do two things immediately:

1. Join the urgent interdict application

Please complete FEDHASA’s online form by no later than 17:00 on Tuesday, 20 October 2026:

• Company or legal entity name.
• Total number of employees.
• Full name and contact details of the authorised signatory.

The appointed legal team will provide further information on the application, the requirements for participation and the associated costs.

2. Contribute towards the legal costs

We are asking members who are able to do so to contribute towards the legal fees required to bring this urgent application. Contributions will help FEDHASA and participating employers challenge a decision that could have far-reaching consequences for the restaurant and hospitality sector.

Time is running out

With the extension due to take effect on 26 October, the timetable for legal action is extremely tight. We cannot afford to delay.

This is about more than one agreement or one business. It is about ensuring that decisions affecting an entire industry are lawfully made, properly justified and implemented with due consideration for the businesses and jobs at stake.

FEDHASA will continue to represent the interests of the hospitality sector and will keep members informed as the matter progresses.

Please act now. Send your details and confirm your participation before 5pm on Tuesday, 20 October 2026.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

At the same time, guest expectations continue to rise.

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

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

It is developing people.

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

South Africa Does Not Have a Talent Shortage

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

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

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

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

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

Hospitality Must Become a Career of Choice

Hospitality offers something incredibly unique.

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

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

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

We need to celebrate the success stories more often.

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

I know this journey personally.

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

Hospitality changes lives.

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

The Role of Technology in a People Business

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

For some, AI creates uncertainty.

For me, it creates opportunity.

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

Artificial intelligence is no different.

The future is not about replacing people with technology.

It is about empowering people with technology.

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

But it cannot replicate genuine hospitality.

It cannot replace empathy or emotional intelligence.

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

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

Rethinking Workforce Development

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

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

Learning needs to happen continuously.

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

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

The opportunity is not simply to train more people.

It is to train people better.

Our Greatest Opportunity

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

Why?

Because South Africa possesses something incredibly valuable.

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

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

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

After all, hospitality has never been about buildings.

It has never been about systems.

It has always been about people.

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

The City of Cape Town’s proposed Short-Term Letting By-Law has significant implications for hospitality operators across the accommodation sector, from formal hotels and guesthouses to B&Bs and short-term rental properties.

As your representative body, FEDHASA Cape consulted with members, gathered their concerns, and went back to the City with a clear ask: come and speak to our members directly, before the public comment period closes. The City agreed, and on 22 September 2026, FEDHASA Cape facilitated a virtual engagement session between members and the City officials responsible for drafting the by-law.

The session covered the four key areas members identified as most pressing:

• How the by-law will define and differentiate between categories of short-term letting operators
• The practical requirements and timelines for compliance, and support available to smaller operators
• How enforcement will work in practice, and what recourse operators will have

If you were unable to attend, you can watch the full recording below.

The public comment period closes on 5 October 2026. Watch the session, read the City’s FAQ, and make your submission before the deadline. This is the public participation process in action, and your input still counts.

Send further queries or comments directly to the City via STL@capetown.gov.za

South Africa’s hospitality and tourism industry faces a myriad of challenges.  But there is one battle we should never have to fight: having to persuade the authorities to obey South Africa’s own water laws.

Yet increasingly, that is exactly what communities and businesses are forced to do.

The National Water Act is clear. Section 19 places a duty on those responsible for pollution to take reasonable measures to prevent it from occurring, continuing or recurring.  Section 151 goes further: it is a criminal offence to unlawfully and intentionally or negligently, through an act or omission, pollute or be likely to pollute a water resource.

That word omission is important.  Allowing known sewage infrastructure failures to continue polluting our rivers cannot simply become accepted as another municipal service-delivery problem.  It is simply a criminal offence.

We are told to save water.  Government must do the same.

South Africans are continually reminded that we live in a water-scarce country.  We are urged to conserve every precious drop.  Money is spent on campaigns telling citizens to save water, while reported municipal leaks can continue for weeks, months and sometimes years. 

At the same time, failing sewerage infrastructure is allowed to discharge raw sewage into the very rivers and dams containing the water we are being told to protect.

You cannot ask citizens to save water with one hand while allowing it to be wasted and polluted with the other. 

For South Africa’s inland waterfront tourism industry, the pollution consequences are particularly serious.  Our rivers and dams should be enormous secondary economic assets.  Waterfront hotels, restaurants, resorts, lodges, boat building and boat sales, and recreational facilities have the potential to create thousands more jobs and attract substantial private investment.

When raw sewage enters a dam or river, environmental damage quickly becomes economic damage. Tourism suffers.  Investment is discouraged.  Existing jobs are threatened and potential new jobs are never created.

And the damage compounds.

Sewage carries high nutrient loads, particularly nitrogen and phosphorus.  This nutrient enrichment accelerates eutrophication and creates conditions in which invasive aquatic plants such as water hyacinth and water lettuce can proliferate rapidly.  So the consequences of failing sanitation infrastructure do not end when sewage enters the water.  The resulting nutrient pollution can turn already compromised waterways into masses of invasive vegetation –  degrading ecosystems, further restricting boating and recreation, and making waterfront tourism businesses even more difficult to operate viably.

And then comes another, deeply painful blow: the social-media attacks telling people to stay away and comments like “go there if you like driving your boat in human waste – go for it” and other damaging comments.  For operators already fighting every day to survive on a waterway contaminated through no fault of their own, those words hurt and cause damage – and they cost jobs.

What is often unseen behind those headlines is the extraordinary passion of these river and dam communities.  Locals, businesses and NGOs give countless hours and their own money to report spills, fight invasive plants, engage authorities and pursue legal action.

These river and dam communities choose to be part of the solution – criticism does not clean the water.  They are fighting for waterways they love, businesses they have built and, most importantly, the livelihoods of the people they employ.  So please, support those trying to hold on and make a difference.  If you are angry – and you should be – direct that anger at the authorities allowing sewage to enter our waterways, not at the tourism businesses fighting to survive despite it.  Right now, these dam and river communities need support – far more than they need damaging and very hurtful social media comments.

Instead of expanding, employing more people and contributing to economic growth, waterfront operators are spending extraordinary amounts of time trying to protect the natural resource upon which their businesses depend.  In a country desperate for economic growth and employment, this makes no sense.

Why must NGOs make government obey government’s laws?

Perhaps the greatest irony is that when repeated engagement fails, citizens increasingly have to turn to NGOs and NPOs for help to compel public authorities to do what legislation already requires them to do.

Citizens are effectively having to seek protection from pollution by asking the courts to make organs of state comply with laws created by the state itself.

That should concern every South African.

We do not need more legislation. We already have legislation. We need implementation.

Failed sewer pump stations, leaking pipelines and overloaded wastewater treatment works require competent technical management, preventative maintenance and rapid intervention.

But when authorities know infrastructure is failing and pollution continues unabated, an engineering problem becomes a governance and accountability problem.  South Africans understand that ageing infrastructure cannot be rebuilt overnight. What we cannot accept is chronic sewage pollution and water wastage becoming normalised.

Government does not need another campaign telling South Africans that water is precious.

We know it is.

Now demonstrate that you know it too.

Fix the infrastructure.  Stop the pollution.  Enforce the law – regardless of whether the polluter is a private company, an individual or an organ of state.

Protect our waterways. Protect our tourism industry. Protect the jobs they create.

South Africans should not need NGOs and courts to force authorities to obey their own laws.

Authorities, please walk the talk.

Tshidi Mkhosana has spent her career at the heart of an industry she believes in deeply – not from the outside looking in, but from the inside, doing the work. As General Manager of FEDHASA Inland, she’s the connective tissue between the association and the hospitality businesses it serves, facilitating conversations, amplifying voices, and creating the conditions for the industry to grow. What drives her is not a particular event or milestone, but the knowledge that the work makes a difference to real people and real businesses.

This Women’s Month, Tshidi speaks with characteristic directness about transformation and the generation of women she sees coming through with the confidence to claim their place at the table without waiting to be invited.

1. What first drew you to hospitality and tourism, and what’s kept you in it all these years?

What first attracted me to the hospitality and tourism industry was the people. Hospitality is an industry built around relationships, service, and creating experiences, and I have always enjoyed working with people and being part of something that unites them.

Over the years, what has kept me in the industry is its diversity and the opportunity to make a meaningful contribution. No two days are the same. The industry constantly challenges you to adapt and grow.

Through my journey with FEDHASA, I have also had the privilege of working alongside passionate industry leaders and businesses, which has given me a much deeper appreciation of the important role hospitality and tourism plays in our economy and in creating opportunities for people.

2. Women are still underrepresented in senior roles across the industry. What do you think businesses should be doing to change that?

Businesses need to move beyond simply talking about transformation and create real opportunities for women to progress.

This starts with identifying talented women early and deliberately investing in their development through mentorship, leadership programmes, training, and exposure to decision-making. We also need workplace environments where women are given the same opportunities to lead and take risks as their male counterparts.

Importantly, businesses should also look at their promotion and succession processes. If women are consistently doing the work but are not being considered for leadership positions, then we need to ask why.

As an industry, we should be creating a pipeline of women leaders rather than waiting until senior positions become available and then asking where the women are.

3. Looking back on your career, what’s the achievement you’re proudest of, not just for the result, but for the difference it made?

One of the things I am most proud of is the contribution I have been able to make through FEDHASA to support hospitality businesses and the people behind them.

For me, success is not only about a particular event or number on a report. It’s about knowing that the work we do creates value for our members, gives businesses a platform to have their voices heard, and contributes to strengthening the hospitality sector.

I am particularly proud of the relationships I have built over the years. Being able to connect people, facilitate conversations, support businesses through challenges, and create opportunities for collaboration has been incredibly rewarding.

The greatest achievement is knowing that, in some small way, the work I do helps make a difference to the industry and to the people working within it.

4. What advice would you give a young woman just starting out who wants to end up in a leadership role one day?

My advice would be: do not wait for someone to give you permission to lead. Start developing your leadership qualities now.

Be willing to learn, ask questions, and take on responsibilities that challenge you. Build your knowledge and never underestimate the importance of relationships.

I would also encourage young women to find mentors and people who will challenge them to grow. You don’t have to know everything, and you don’t have to have the perfect career plan from the beginning.

Most importantly, believe in your own ability. There will be moments when you question yourself, particularly when you are in rooms where you feel you don’t belong. Walk into those rooms anyway, prepare yourself, speak up, and make your contribution.

5. What makes you feel positive about the next generation of women coming into tourism and hospitality?

What gives me hope is the confidence, ambition, and diversity of the young women entering our industry.

They’re coming into hospitality and tourism with new ideas, digital skills, different perspectives, and a willingness to challenge traditional ways of doing things. I believe that is exactly what our industry needs.

I’m also encouraged by the growing recognition that women must be part of the conversations where decisions are made. We still have work to do, but there’s a growing generation of women who are not afraid to aspire to leadership.

As an industry, our responsibility is to open the doors and ensure that when these young women are ready to lead, they have the support, skills, and confidence to do so successfully.

When women succeed, the industry succeeds.

Rema Wiese will be the first to tell you that hospitality wasn’t the plan, but thirty years later, she wouldn’t have it any other way. What started as a move into sales and client liaison after university became a career defined by connection: to people, to places, and to the stories that make this industry unlike any other.

As Executive Officer of FEDHASA Cape, Rema is the kind of leader who measures success in relationships built and differences made, however small. Her philosophy is disarmingly simple: acknowledge and involve people… and show up for them. This Women’s Month, she shares what three decades of doing exactly that has taught her.

Questions:

1. What first drew you to hospitality and tourism, and what’s kept you in it all these years?

After university, I found myself in the world of sales and client liaison, and then hospitality called. That was some thirty years ago, and I’ve been here ever since.

I started in sales and member relations and eventually stepped into the role of Regional Executive. But what has kept me here is simple: the people. The connections, the diversity of personalities, the stories, the places you get to see and visit, and the opportunity to make a difference, whether big or small.

There is honestly never a dull moment.

2. Women are still underrepresented in senior roles across the industry. What do you think businesses should be doing to change that?]

Businesses need to recognise and create more opportunities for women to grow, develop, and take on leadership roles. It starts with recognising talent and giving women a seat at the table.

We also need to support and encourage women to step forward and believe in their abilities. Mentorship and creating a supportive working environment can make a huge difference.

Most importantly, businesses need to look at the person and their potential, not just their gender.

3. Looking back on your career, what’s the achievement you’re proudest of, not just for the result, but for the difference it made?

For me, it has never really been about one personal achievement. It’s more about the privilege of working alongside exceptional and passionate people, and being part of projects and initiatives that have shaped not only my career but who I am.

My version of “AI” has always been straightforward: Acknowledge and Involve people. That is what I try to bring to everything that I do.

Over the past 18 months, one of the most rewarding experiences has been our FEDCONs (FEDHASA Connect Cape) where we reached out to members in more outlying areas and the platteland. Meeting our members in person, hearing their stories, and getting them more excited and involved in FEDHASA has been incredibly meaningful.

FEDHASA is a family and a community. Being part of that, and being there for people, is something I am deeply proud of.

4. What advice would you give a young woman just starting out who wants to end up in a leadership role one day?

Show up and grab every opportunity. Network and connect with people and build genuine relationships. It’s also wise to join your industry association, where you would meet and connect with like-minded industry professionals.

Surround yourself with passionate and competent individuals, don’t be afraid to ask questions, and find yourself a mentor who can guide and support you along the way.

And most importantly, believe in yourself. You don’t have to know everything from day one. Just be willing to learn and keep moving forward.

5. What makes you feel positive about the next generation of women coming into tourism and hospitality?

It is so encouraging to see women supporting one another and working together.

I love seeing women who believe in themselves, take chances, and create new and exciting opportunities, not only for themselves, but for other women too.

There is so much passion and potential in the next generation, and I cannot wait to see what they bring to this industry.

Beverley Seager has spent her career taking everything she loves about hospitality and pouring it directly into the people who will decide its future. As Work-integrated Learning Coordinator at the Cape Town Hotel School, Cape Peninsula University of Technology, she sits at the point where industry meets education, bridging the gap between the classroom and the real world for the next generation of hospitality professionals. This Women’s Month, she speaks about what it means to pass a passion on, and why she believes the industry’s greatest asset is the young women already waiting in the wings. 

1. What first drew you to hospitality and tourism, and what’s kept you in it all these years? 

Since my teenage years, I’ve been drawn to the world of hospitality, and hotels, in particular. The idea that no two days are ever the same appealed to me, and working in hotels proved that to be true. Hospitality is about caring for people, often in beautiful environments, and those are aspects I really love. 

There is also a feeling that comes with working in this industry, something that is difficult to put into words, but instantly recognisable to anyone who has experienced it. That feeling, and the passion and excitement it carries with it, has kept me engaged for all these years. 

2. Women are still underrepresented in senior roles across the industry. What do you think businesses should be doing to change that? 

The concept of equal opportunity is vital. When assessing a candidate, the focus should be on their strengths and what they bring to the role, not their gender or any assumptions that come with it. Remuneration must also reflect the position, not the person filling it. Pay equity is not a progressive idea – it is a basic standard of fairness that the industry still needs to fully embrace. 

3. Looking back on your career, what’s the achievement you’re proudest of, not just for the result, but for the difference it made? 

Without question, it has been the opportunity to work in higher education. Teaching has given me a platform to share my passion for hospitality with the people who will carry it forward, to nurture and mentor ambitious young students at the very start of their journeys. 

Seeing those students go on to build successful careers is a source of immense pride. For me, ensuring that the hospitality industry continues to grow from strength to strength, year after year, with each new generation, is what makes the work so meaningful. 

4. What advice would you give a young woman just starting out who wants to end up in a leadership role one day? 

My advice would be to be brave, to challenge yourself, and not to be afraid of moving out of your comfort zone. Remember, the working world is ruthless, and to succeed, you need to push yourself, because no one is going to do it for you. Believe in yourself, be yourself, and never give up.   

5. What makes you feel positive about the next generation of women coming into tourism and hospitality? 

Even as students, I see women who are passionate, eager, and ready to pursue careers in this industry with real conviction. What I appreciate most is their individuality and willingness to show up as exactly who they are. 

Hospitality needs to evolve with each generation, and I believe these young women are more than ready to lead that evolution. 

A gap year job in the late 1980s dropped Dawn into a Protea Hotel in Pretoria during a period of mass labour strikes, where she promptly worked three consecutive days on four hours of sleep. Most people would have reconsidered. Dawn fell in love. Nearly four decades later, she is the Founder and Owner of Flashfyre Solutions and has served on the FEDHASA Cape Board for a number of years, but the thing she is most proud of has nothing to do with either. It is a former waiter who now leads expeditions to Greenland, and a manager she mentored a decade ago who recently ran an event that left Dawn beaming from the sidelines. That, she will tell you, is the real scorecard. This Women’s Month, she makes the case for measuring a career not in titles or milestones, but in the people you bring with you on the way up. 

1. What first drew you to hospitality and tourism, and what’s kept you in it all these years? 

I entered hospitality involuntarily in the late 1980s – a gap year job before I decided what to study, during a period of mass labour strikes that were reshaping the industry. As an intern at a Protea Hotel in Pretoria, I was immediately thrown into an environment that demanded everything. I remember working three consecutive days on just four hours of sleep. 

Yet that intensity revealed the shared purpose and unshakeable team spirit among colleagues. It was that sense of belonging, and the thrill of delivering exceptional experiences under the most challenging circumstances, that made me fall in love with the industry. That passion has never faded. 

2. Women are still underrepresented in senior roles across the industry. What do you think businesses should be doing to change that? 

I have always believed that the right person for the right job at the right time should be the guiding principle, regardless of gender. To make that a reality, businesses need to proactively create pathways for women to rise: intentional mentorship, equitable hiring and promotion practices, and a workplace culture that supports diverse leadership. 

When we remove unconscious bias and invest in women’s development, we unlock the full potential of our industry. 

3. Looking back on your career, what’s the achievement you’re proudest of, not just for the result, but for the difference it made? 

My proudest achievement is the success of the people I’ve had the privilege to mentor and lead. 

Nothing brings me more joy than crossing paths with someone who began their career under my guidance and seeing them flourish. Just recently, I partnered on an event with a manager who had worked with me over a decade ago. Watching her in action – the proficiency, the professionalism – filled me with immense pride. 

A former waiter is now an expedition leader, guiding adventurers to places like Greenland. Knowing that I played even a small part in those journeys is the true measure of my career. 

4. What advice would you give a young woman just starting out who wants to end up in a leadership role one day? 

Persevere with determination and bring passion to every task, job, and initiative you touch, no matter how small. Learn from everyone around you but be intentional about who you surround yourself with. Choose people who challenge you and believe in your potential. 

Leadership isn’t about reaching the top alone. It’s about growing and helping others grow alongside you. 

5. What makes you feel positive about the next generation of women coming into tourism and hospitality? 

What gives me the greatest hope is the calibre of young women I see entering our industry every day. They are confident, tech-savvy, purpose-driven, and unafraid to challenge the status quo. Their passion and fresh perspectives are already transforming tourism and hospitality, and I have no doubt they will lead us to places we haven’t yet imagined. 

More than two decades after starting her hospitality career in the UK, Carly de Jong remains inspired by the heart of our industry – it’s people. Today, as Owner’s Representative for hotels in the V&A Waterfront and FEDHASA Cape board member, Carly continues to focus on developing strong teams, creating opportunities for growth, and fostering environments where people feel valued and supported. Guided by a belief that great hospitality is ultimately about human connections, this Women’s Month, Carly reflects on her own journey and what gives her real confidence about the next generation of women entering and coming up through the industry.  

1. What first drew you to hospitality and tourism, and what’s kept you in it all these years? 

Hospitality found me, really. I took up a role as a hotel receptionist in the UK knowing very little about the industry. It didn’t take long to realise that no two days are ever the same, and that’s what hooked me. I also quickly learned that teamwork makes all the difference. 

More than two decades later, it’s still the people that keep me here. I’ve had the privilege of working with incredible teams, learning from supportive leaders, mentoring others, and being part of businesses that make a real difference in their communities. Hospitality is always evolving, which means there is always something new to learn, and that keeps me motivated. 

2. Women are still underrepresented in senior roles across the industry. What do you think businesses should be doing to change that? 

We’ve made progress, but there is still more work to do. Businesses need to move beyond talking about diversity and focus on creating real opportunities for women to step into leadership roles. 

Mentorship and sponsorship play a significant part. There are many capable women in our industry, but having someone who believes in you, opens doors, and encourages you to take on bigger challenges can make all the difference. Transparent promotion processes, leadership development opportunities, and workplaces that recognise people have responsibilities outside of work are all part of the picture too. 

Most importantly, women need to see other women in leadership positions. When you can see what’s possible, it becomes far easier to believe that path is open to you as well. 

3. Looking back on your career, what’s the achievement you’re proudest of, not just for the result, but for the difference it made? 

I’ve been fortunate to work on great properties and interesting projects, but what I’m most proud of is building teams where people felt valued and had real opportunities to grow. 

One experience that stands out was working alongside colleagues who are deaf and hard of hearing. It reinforced something I’ve always believed: that great teams are built by embracing different perspectives and abilities. What some might have seen as a challenge simply became part of how we worked together. 

The impact extended well beyond the workplace. Team members developed new skills, guests enjoyed meaningful interactions, and assumptions that people may have held were quietly dismantled.  

4. What advice would you give a young woman just starting out who wants to end up in a leadership role one day? 

Don’t be afraid to start at the bottom. Some of the most important lessons I’ve learned came from operational roles where I gained a real understanding of guests, service, and people. 

Stay curious. Put your hand up for new projects, ask questions, seek feedback, and keep learning. Hospitality rewards people who are willing to grow. 

Find mentors, but don’t underestimate your own perspective. Leadership isn’t about having all the answers. It’s about listening, learning, and making decisions with integrity. 

And be resilient. There will always be moments when you doubt yourself. Don’t let those moments define you. Often the experiences that push you hardest are the ones that help you grow the most.  

5. What makes you feel positive about the next generation of women coming into tourism and hospitality? 

What gives me confidence is that the next generation is entering the industry with a strong sense of purpose and a willingness to challenge the way things have always been done. They are confident, adaptable, and open to new ideas. They also value collaboration and inclusivity – qualities our industry needs now more than ever. 

I also think the industry itself is becoming more open to different leadership styles. Today’s leaders don’t have to fit a single mould. People are encouraged to lead in a way that is authentic to who they are. 

I don’t think this generation will simply lead successful businesses. I think they will continue to transform what leadership in hospitality looks like entirely. That’s an exciting prospect.