South Africa's hospitality sector is demonstrating progress, exceeding the set gender equality target for 2030. Currently, women from certain groups hold 47.3% of leadership positions in accommodation and food service, surpassing the employment target of 46.1%.
This places hospitality among a few sectors that have already achieved their 2030 goal at the senior management level, alongside the healthcare, education, and real estate sectors.
Nevertheless, significant work remains to be done at the executive management level. Women from certain groups account for 36.2% of top leadership roles, which is below the sector's 2030 target of 38.1%.
Starting September 1st, over 800 employers in South Africa's accommodation and food service sector, representing nearly 200,000 employees, will for the first time undergo an assessment of their progress toward employment equality goals. Last year's reports focused on workforce numbers as employers were only beginning to implement their five-year employment equality plans. This year's assessment will be based on annual targets set in individual plans, which should ultimately align with industry goals for 2030.
Figures in the hospitality industry indicate substantial progress in promoting women to leadership positions. However, reaching the next level will require continuous investment in training, mentorship, and career development.
Sandra Kneibuhler, Managing Director of Radisson Hotel Group for Sub-Saharan Africa, notes that hotel groups in the region have skillfully utilized the potential of female leadership. She emphasizes that in South Africa, they are close to an even distribution between women and men at the general manager level, and department head positions are equally divided.
She attributes this progress to flexible working conditions for mothers, development programs, and work environments that consider women's input. Last year, Radisson Hotel Group filled 40% of vacancies with internal candidates and currently has 31% women in leadership roles, aiming for 50% by 2030.
According to Kneibuhler, achieving this goal begins long before anyone takes on a leadership role. She argues that development is critical for the sector, as they hire many employees from the grassroots level and train them from scratch. Halting this process would lead to a huge skills deficit, impacting guest experience and, ultimately, commercial results. Development must be viewed as an investment, not an expense.
This investment also involves identifying future leaders among those who are not obvious candidates. Alison Mackie, General Manager of Radisson Collection Hotel, Waterfront Cape Town, began her hotel management career with a strategic background rather than through a traditional operational path. Her own career trajectory influenced her approach to talent development.
She says that due to her unconventional path, she tries not to confuse experience with potential, as some of the most capable people do not always show initiative or fit the preconceived image of a future leader.
Elmarie Fritz, General Manager of Radisson Blu Hotel, Port Elizabeth, progressed through various operational roles in different properties, including revenue management, before moving into general management. Her experience shaped her approach to identifying and developing talent. Fritz states that career advancement should not only be available to those who put themselves forward, and she is passionate about early talent identification, as she herself benefited from leaders who recognized and invested in her potential.
However, for women balancing a career in hospitality with family responsibilities, professional development is only part of the solution. Duduzile Nksumalo, General Manager of Park Inn by Radisson Polokwane, moved from the reception department to her first leadership position in about five years. She notes that the unpredictable nature of hospitality makes traditional notions of work-life balance particularly challenging. She explains that hospitality jobs are not limited to a nine-to-five schedule, and sudden large conferences can require presence at six in the evening, which is difficult to reconcile with home duties.
Roshell Schonken, Country Sales Director in South Africa, points to flexibility, mentorship, and supportive leadership as crucial factors in retaining women in leadership roles within hospitality. She believes that flexibility, where operationally possible, strong mentorship, and leaders who support work-life integration are vital.
Although South Africa's hospitality sector is already ahead of the 2030 target for women from certain groups at the senior management level, executive leadership figures show that the work is not yet complete. The next step for the industry is not just increasing the number of women in hospitality careers, but ensuring clear career paths to leadership. Kneibuhler expresses confidence in achieving this goal, given that they have the necessary programs and people.
