A R270 Million Investment in Gqeberha’s Youth and Tourism Economy

Twenty-five cruise ships are scheduled to dock in Gqeberha this season, nine of them staying overnight. That level of activity signals renewed confidence in the city as a destination. It also poses a pressing question: is the local hospitality sector equipped with the skills and workforce required to meet rising demand?

The challenge is not hypothetical. The Federated Hospitality Association of South Africa has recently raised concerns about mounting staffing pressures across the tourism sector, pointing to a widening gap between demand and available skills. As visitor numbers recover and business travel strengthens, the need for trained professionals in hotels, restaurants and tourism services is becoming increasingly urgent.

Investment, therefore, is not just about infrastructure. It is about capacity.

Hospitality remains one of the most employment-intensive sectors in the economy. Every new development activates a network of suppliers and service providers, from laundry operators and fresh produce distributors to transport companies and tour operators. As Patricia de Lille has consistently underscored, tourism plays a vital role in job creation and inclusive regional growth.

In Gqeberha, that principle is taking tangible form through a R270 million development: The Capital Boardwalk.

Set to open in April 2026, the property represents the city’s first aparthotel, introducing a flexible accommodation model designed for extended stays. The development comprises 145 units, including standard rooms, studios, one-, two- and three-bedroom apartments, as well as luxury penthouses.

The format is tailored to the evolving needs of the metro. Gqeberha continues to attract business travel linked to manufacturing, renewable energy, logistics and port operations. Corporate travellers, contractors and expatriate professionals increasingly require accommodation that offers both convenience and a sense of home. The aparthotel model addresses that demand while supporting more stable occupancy patterns and sustained local spending.

Corporate guests dine at nearby restaurants, use local transport services and engage with surrounding attractions. Cruise passengers staying overnight feed into the same ecosystem. With 25 ships scheduled this season, the economic ripple extends well beyond the harbour.

Yet the most significant impact of the project will not be architectural. It will be human.

When The Capital Boardwalk opens in April 2026, it is expected to create between 150 and 200 direct jobs. These roles will span food and beverage, culinary operations, reception,

housekeeping, facilities management and security, alongside more specialised positions such as hotel accountant and stock controller. In a labour market grappling with both high youth unemployment and critical skills shortages, structured employment opportunities carry weight.

Garnet Basson, COO of The Capital Hotels, Apartments and Resorts, says the group’s expansion strategy is inseparable from its commitment to developing local talent.

Garnet Basson, COO of The Capital Hotels, Apartments and Resorts

“Hospitality remains one of the most accessible entry points into the formal economy for young South Africans. By investing in structured training and hiring locally, we are strengthening our own operations while contributing to the long-term skills base of the city,” he says.

That local-first approach extends to leadership. The group has appointed a General Manager from the Eastern Cape, reinforcing its intention to embed decision-making within the region rather than operate at a distance. The objective is long-term alignment with the city’s economic and community dynamics.

Addressing skills shortages requires more than recruitment. It demands deliberate investment in on-the-job training, mentorship and clear progression pathways. From front-of-house teams to operations management, hospitality relies on competence, consistency and service excellence. Developing those capabilities locally reduces reliance on imported skills and strengthens the sector’s resilience.

To support this pipeline, John Skelton, Chief People Officer of The Capital Hotels, Apartments and Resorts, has been engaging directly with local community centres, training institutions and community organisations to identify emerging talent and enhance work readiness. Early intervention and practical exposure are critical in bridging the gap between education and employment.

For young people entering the workforce, hospitality offers more than a job. It provides exposure to international service standards, operational discipline and transferable skills. In a city preparing for an active cruise season and renewed business travel, that experience becomes strategically valuable. Each trained team member contributes to the broader perception of Gqeberha as a competitive destination.

The R270 million investment also signals confidence in the city’s trajectory. Significant private capital deployed into tourism infrastructure reflects faith in Gqeberha’s coastline, cultural assets, commercial activity and long-term growth prospects.

As cruise liners dock and corporate travellers check in, the visible signs of tourism recovery will be evident. The deeper impact, however, will unfold more gradually: in training programmes completed, careers launched and households supported across the metro.

Tourism growth carries real weight when it translates into livelihoods. Through The Capital Boardwalk, The Capital is aligning infrastructure investment with skills development and employment creation; reinforcing hospitality not only as a service industry, but as a driver of sustainable local prosperity.