Despite years of marketing campaigns focused on wildlife and diverse landscapes, experts suggest that South Africa's next significant tourism potential may lie in its sacred sites—such as churches, temples, mosques, and sacred landscapes—rather than solely in its wildlife.
Researchers from North-West University are convinced that the country's exceptional religious diversity can itself become a tourist attraction. This is possible not only by drawing visitors to individual shrines but also by creating routes that connect different faiths and communities.
As part of the SacredTravels4Growth initiative, funded by the European Union through the Erasmus+ program, Dr. Walter Wessels from the TREES research unit at North-West University is studying how pilgrimage routes, heritage, and religious destinations can contribute to sustainable tourism development, local economic growth, cultural preservation, community empowerment, and intercultural understanding. Over the next three years, they plan to develop a faith module within their current course.
However, Wessels warns that sacred tourism cannot simply be packaged and sold like a safari. Part of the project involves studying the opinions of local communities regarding tourists' participation in their religious practices and visits to spaces of deep spiritual significance. He emphasized that this differs from adventure sports: 'It is not an experience like a safari tour or extreme sport. You must approach it differently, and you must approach it with caution, because now you become part of a very sacred group of people and join their religious and cultural practices.'
South Africa possesses numerous sites that could form a new tourism product: historic churches, mosques, Hindu temples, Buddhist centers, pilgrimage sites, sacred local spaces, and sites related to the struggle for liberation.
Wessels cites Midrand in Gauteng as an example of an area where diverse religious sites are located in a small geographical zone, calling it a 'Religious Mile.' Another example is the Nan Hua Temple in Bronkhorstspruit. Although open to the public, Wessels notes that visitors do not always have access to information and tours that would help them understand what they are seeing.
The main task, in his view, is not just to let tourists pass through doors, but to create an economic ecosystem around these sacred places. He explains that even the church itself might not generate income, but the community where these events take place can earn money from secondary services offered to tourists. These services include accommodation, food, transport, local guides, and handicrafts, especially in small and rural communities with limited economic activity.
Wessels believes that South Africa does not need to copy Spain's popular pilgrimage route, the Camino de Santiago. The ideal scenario, according to him, involves visitors traveling between different religious communities, learning about their traditions, and engaging in conversations about what unites and divides them. He hopes that people will come to South Africa not for one religion, but to see how the country accommodates different faiths in the same places and to start a dialogue with representatives of other denominations.
However, Father Hugh O'Connor, Secretary General of the South African Catholic Bishops' Conference, argues that any attempts to develop pilgrimage routes must consider the practical realities of the country. He stresses that the success of established routes, such as the Camino de Santiago, depends not only on the spiritual significance or appeal of the destinations but also on hospitality, trust, and safety.
O'Connor points to numerous religious and historical sites that can offer visitors a spiritual, architectural, and historical experience, including Trappist missions in KwaZulu-Natal, Regina Mundi in Soweto, and the Sanctuary of Blessed Benedict Daswa in Limpopo. Nevertheless, he insists on the need to establish clear boundaries from the outset, noting that 'pilgrimage is a journey of faith made to a holy or sacred place, whereas tourism can include a dimension of faith; they usually have different focuses.'
Pandit Lokesh Maharaja, Chairman of the Council of Priests of the South African Hindu Maha Sabha, also sees South Africa's multi-faith diversity as another untapped tourism opportunity. He cites the Umbilo Shri Ambalavaanar Alaiyam Temple in Durban, located near Albert Lutuli Nkosi Hospital, as an example. This temple is the oldest public Hindu temple in Africa. Historically known as the 'temple that refused to die,' it attracts international guests due to its traditional South Indian architecture, deity sculptures, and deep historical ties to Indian contract labor. Maharaja explains that 'in Hindu theology, a temple is not just a building, but a consecrated center of cosmic energy created to facilitate integration between humans and the divine environment.'
As tourism flourishes in Southern and East Africa, a serious shortage of skilled hospitality workers, including chefs, is emerging. Experts emphasize the urgent need for locally trained personnel to ensure the sustainable development of this vital sector.
Tourism in countries across Southern Africa, East Africa, and the Indian Ocean island nations is experiencing a boom. This growth is driven by an increase in international visitors, improved air connectivity, and significant investments in hotel businesses and tourism infrastructure. Although this developing sector creates numerous jobs, it also presents an obvious problem—the immediate need for skilled labor to sustain such rapid growth.
Expert Viren Sukhun, Managing Director of Workforce Staffing Africa, notes that these regions form what he calls the 'Africa Hospitality Triangle.' He explains that despite market differences, they are increasingly interconnected through tourist movement, investment, and hospitality development. This interconnectedness leads to similar labor issues that could be resolved through a regional skills development approach.
Despite the attractive prospects, the hospitality sector struggles to train enough qualified staff. The rapid expansion of tourism has not been accompanied by the corresponding development of experienced professionals in this field. Demand significantly outstrips current supply, especially in key roles such as executive chefs, food and beverage managers, and general managers.
Steven Ole Naiko, Managing Director of Workforce Staffing Tanzania, points out that while the industry is growing rapidly, developing experienced hospitality specialists takes time. Many skilled workers migrate to Middle Eastern and European markets, attracted by better pay and career opportunities. This trend not only exacerbates the specialist shortage but also limits the mentorship opportunities necessary to nurture the next generation.
This issue manifests differently across various regions; for instance, Namibia has not yet faced the same difficulties as some parts of East Africa. Nevertheless, experts warn that as tourism recovers and investments in the oil and gas sector pick up, proactive steps become critical. Julien Karambua, Country Manager at Workforce Staffing Namibia, asserts: 'We do not want to wait until there is a shortage before reacting. Demand will grow over the next few years. Now is the time to start training local talent and bringing in expertise where it is needed.'
The solution to the skills gap lies not only in importing foreign labor but also in strategic efforts to develop local competencies. While expats are valuable for bringing specialized knowledge, their role should be based on knowledge transfer, allowing local specialists to gradually take on leadership positions. Sukhun insists that when specialized expertise is required, expats should arrive with a clear mandate for knowledge transfer. This transfer must be structured and documented so that local professionals can acquire the skills and experience needed for these roles.
To build a resilient workforce, hiring efforts must focus on local talent, supplemented by targeted training in crucial areas such as customer service, language proficiency, and adherence to international hospitality standards. The goal is to create a reliable talent pool that reduces constant reliance on international recruitment.
The responsibility for building a cohesive hospitality workforce cannot rest solely on employers. Active collaboration is required among governments, tourism boards, educational institutions, and the entire industry to ensure that training aligns with growing sector investments. Ole Naiko calls for governments to strengthen vocational education and ensure curricula meet the needs of the hospitality industry. Hotels and tour operators must view apprenticeships, mentorship, and leadership development as crucial long-term investments.
Joint governmental initiatives can create a unified approach to tourism growth. By improving regional connectivity and simplifying cross-border movement, stakeholders can collectively foster a sustainable tourism sector. Karambua adds that if travel between African countries becomes easier and cooperation replaces competition, everyone benefits. Since visitors increasingly seek multi-faceted experiences, the easier the trip, the stronger the tourism sector becomes.
The countries comprising Africa's hospitality triangle possess the potential for sustainable growth and enrichment of local communities through enhanced regional connectivity and workforce development. Achieving this vision requires sustained commitment from governments, industry stakeholders, and educational institutions. Sukhun concludes that local talent must remain the foundation of the hospitality industry. International expertise should help us build this potential, not replace it. Adhering to this balance correctly will allow the industry to develop in a way that thrives, stimulates local opportunities, and contributes positively to long-term economic development.
