Strategic Plan

Introduction

The Strategic Plan 2026–2027 sets out the SHTA’s strategic direction for the next 12 months, outlining how the association will provide a clear roadmap for supporting and strengthening the tourism private sector and, thereby, the national economy.

This Plan consolidates and extends the SHTA's position as the principal voice of a holistic tourism sector, with members representing the full spectrum of accommodation and hospitality businesses, Destination Management Companies, marine operations, allied services and our national airline.

At its core the Plan prioritises four key pillars, each one with associated objectives and recommendations. These pillars were identifed during the first period of the current Board’s tenure, following consultations with members, both virtually and through physical meetings held on all three principal islands. The current state of play in tourism was also considered, with external events such as the war in the middle east (ongoing at the time of writing) informing the Business Sustainability pillar.

The four pillars are:

1. Education & Training

2. Business Sustainability

3. Maritime

4. Small & Medium Hotels

In order to create realistic and attainable strategic planning, SHTA Board sub-committees were established to inform the character of all four pillars and determin priorities and recommendations. Sub-committees comprised SHTA Board members, the consultant for the Association, and invited co-opted members from the private sector. The SHTA Secretariat attended meetings in an ex-officio capacity. The reports generated by these working groups have, in addition to the inputs refered to in paragraph 3 above, informed this Strategic Plan.

The Plan makes reference to both Objectives and Recommendations. Its Objectives describe desired outcomes for each pillar and its Recommendations propose how the realisation of these objectives could be achieved.

Many of the recommendations require the active involvement and commitment of external agencies – principally, but not exclusively, the government. SHTA welcomes the support and involvement of partners such as SSHEA (with which SHTA has an active MOU) and the Seychelles Chamber of Commerce, among others.

The Plan does not, unlike many such documents, include a SWOT analysis. This is because SHTA believes that its strengths are evident through content, in common with opportunities, while the weakness/threat aspect is unhelpfully unpredictable within the context of planning. In recent times our tourism sector and indeed the national economy have been obliged to adopt a reactive approach to external events which have invariably been outside our control, ranging from long-term climate change events to COVID-19 and, most recently, hostilities between the USA, Israel and Iran. The work of the Business Sustainability sub-committee includes consideration of possible future threats to our sector and the national economy.

Work on all four pillars is ongoing. Regular monitoring will take place during the coming 14 months with outcomes reported, initially to SHTA members and thereafter to a wider audience.

NOTES ON TERMS AND ACRONYMS USED IN THIS DOCUMENT

Objectives define what the organisation wants to achieve on behalf of the Seychelles tourism sector in collaboration with private sector, civil society and governmental partners.

Recommendations are basically bridges between objectives and actions. They propose how progress can be achieved.

Vision is defined as a clear, concise and aspirational strategic point of reference for all other planning components.

Mission presents current priorities for the Association, its ongoing purpose and function.

Advocacy in this document refers to the way in which the SHTA works on behalf of its members and the wider tourism sector to influence and inform public policies, laws and attitudes generally held about tourism by the population. SHTA lobbies, organises national awareness campaigns and pushes for support for the tourism sector within and outside Seychelles. It is an example of Systems Advocacy.

Collaboration between SHTA and the government of the day is at the core of this document. SHTA believes that synergy within this context is essential for national progress and economic sustainability. Collaboration between the SHTA and other private sector entities, NGOs and civil society entities is also a high priority for the Association.

Macro in the Pillar 2 recommendations section makes a distinction between regional or global events which can impact Seychelles and those which are domestic and insular in nature, which are listed under the sub-heading Micro.

An example of a Macro event would be a regional war. An example of a Micro event would be a breakdown in our power generation capabilities.

SMSA: Seychelles Maritime Safety Authority, a regulatory and supervisory body within the Ministry of Transport.

IMO: International Maritime Organisation, the UN specialised agency responsible for the safety and security of shipping.

ADN: The Advanced Departure Notice. Notification for vessel movements.

SMA: Seychelles Maritime Academy.

STCW : A Standards of Training, Certification, and Watchkeeping course. It is a mandatory international safety certification required for anyone working on commercial ships, yachts, and international vessels.

1. SHTA’S ADVOCACY : FOUNDATIONS AND ACTIONS

1.1 Vision

To contribute to a strong, sustainable, successful, competitive world-class Seychelles tourism industry, delivering excellent value for its clients and subsequently its businesses, its people and the country.

1.2 Mission

To act as a major voice for the Seychelles tourism industry; to represent its actors and promote a conducive business environment, support members in achieving sustainable growth, and champion competitiveness and service excellence.

1.3 Collaboration

To act as the principal voice of the industry in dialogue with government. SHTA–Government collaboration can be seen as a public–private partnership through which the SHTA brings forward to the government the practical experience, commercial perspective and collective voice of tourism businesses. The Government can then consider this input when determining the policy, regulatory, infrastructure and institutional framework within which the industry operates.

This collaboration is particularly important in:

Policy and Legislation — ensuring that tourism policies, laws and regulations are practical, proportionate and supportive of a competitive industry.

Strategic Planning — working together on the long-term direction of Seychelles tourism, including sustainability, carrying capacity, product development and market positioning.

Economic and Fiscal matters — considering the position of the private sector when revising the structure of taxation, fees, levies, incentives, costs and other measures which may systemically affect tourism businesses.

Sustainability and the environment — balancing Government's responsibility for environmental protection with the industry's need to operate sustainably and remain commercially viable.

Skills and Service Quality — balancing the longer term development of a high-quality Seychellois workforce with the short-term staffing needs of the tourism sector which invariably require expatriate labour.

Infrastructure and Connectivity — ensuring that air access, utilities, physical and digital infrastructures and associated logistics support the tourism economy.

Crisis Management and Resilience — maintaining close communication so that Government and industry can respond quickly, effectively and in harmony to external shocks.

SHTA should not simply be a body that Government consults after decisions have been formulated. Its value is greatest when it is an active partner in policy development, bringing the industry's knowledge and experience into the process at an early stage.

1.4 Integrity and Accountability – In all aspects of its operations on behalf of its members and the sector as a whole, the SHTA will uphold ethical, empirical, transparent, and responsible practice, supported by measurable standards and clear governance structures.

1.5 Innovation – SHTA prioritises creative, informed and forward-looking approaches which respond to existing and emerging needs. These can be both reactive and proactive in nature. An example of a reactive initiative would be the determination of strategies in response to, say, another global pandemic – typically an event which is external, unexpected and potentially harmful. An example of a proactive initiative is this Strategic Plan.

2. THE FOUR PILLARS WITHIN A NATIONAL PRIORITY CONTEXT

2.1 The SHTA Pillars and the NDS

The SHTA’s strategic direction for 2016-2017 is framed around four overarching and inter-connected pillars.

The four pillars align with the following priorities of the National Development Strategy (NDS) 2024-2028:

Priority 2 The Transformative Economic Agenda

Diversifying the economy, increasing value addition, encouraging innovation and investment, and building a more resilient economy capable of sustaining inclusive growth.

Priority 4A Modern Education System

Reforming education and curricula, expanding vocational and technical training, strengthening STEM, and developing a skilled, adaptable workforce capable of meeting future labour-market requirements.

Priority 6 Environmental Sustainability and Climate Change Resilience

Protecting the environment and biodiversity, increasing renewable energy, promoting sustainable practices and strengthening Seychelles’ capacity to adapt to climate change.

Within the context of the NDS, SHTA positions itself not only as an advocacy organisation but as an active implementation partner in the NDS, especially in the economic transformation, education and skills, sustainability and resilience contexts.

3. FOCUSES, OBJECTIVES AND RECOMMENDATIONS FOR EACH PILLAR

3.1 Pillar 1: Education and Training

3.2.i Origins:

SHTA has, for three years, been developing solutions to the problem of an inadequate supply of skilled Seychellois who are motivated and passionate about commiting to a career in the tourism sector. A position paper was written in November 2024, much of which remains relevant to the matter today. This paper summarises the problems and proposes solutions. Currently it remains adequate in terms of outlining SHTA’s position on education and training and serves as an introduction to the work of the Pillar 1 sub-committee. The paper is attached as Appendix 1.

3.2.ii Focuses & Objectives:

This pillar focuses on the need to revise and improve awareness of the tourism sector in young Seychellois. The overall objective is to motivate more young Seychellois to consider and then pursue a career in tourism as skilled and well-motivated professionals.

The sub-committee’s work focussed on the following;

* The fact that currently, whilst young Seychellois can learn about tourism through attending after school clubs, there is no current and statutory tourism studies programme in our state schools.

* The need for such a programme to be written and resourced with professional input, and teachers trained with assistance from the private sector.

* The need to confirm the presence of Travel & Tourism as both IGCSE and Advanced level as options for students who wish to carry their tourism-based studies beyond S3.

* The need to offer clear progression routes into employment post-16. Currently the Seychelles Tourism Academy (STA) is the professional centre which carries this responsibility.

* The need to review the STA curriculum, the ongoing professional development of lecturers and the relationship between the Academy and the tourism sector.

* The need to explore ways in which the STA might continue to develop a hybrid operational model, with parts of the teaching being delivered by tourism professionals designated by their employers as ‘outreach’ lecturers (who would also oversee the internship programme).

* The need to explore additional sensitisation and motivational strategies designed to inform a more positive mindset in the population towards tourism as a career path.

In addition to the above the sub-committee received and much appreciated additional input from the Maritime sub-committee regarding Seychellois who left formal education early or do not hold conventional academic qualifications, but who nevertheless have an appetite for working within the tourism sector. This led to the following addition to our Focuses and Objectives, in spirit with the overall direction of this Pillar, which centres around empowerment;

* The need to offer short, modular and practical routes into suitable entry-level tourism employment for unqualified or ‘early school leaving’ Seychellois.

3.2.iii Key Recommendations:

3.3.i That Tourism should be taught as a subject from Primary 4 until the end of Secondary 3. This could be part of a Social Education/Citizenship programme.

3.3.ii That the Executive Committee for Curriculum Reform work with the SHTA/private sector in order to write, resource and introduce an incremental Tourism Studies curriculum at the earliest opportunity.

3.3.iii The Ministry of Education and Human Resources should consider re-taking control of the STA as well as other professional centres which have migrated from the MoEd’s oversight. This will eliminate duplication of policy and direction as well as the greater threat of contradiction in terms of PC ethos, ideology and operation.

3.3.iv That Travel and Tourism IGCSE (Syllabus 0471) and Travel and Tourism Advanced Level (Syllabus 9395) be reintroduced in upper secondary and SALS programmes.

3.3.v That the curriculum for S1-S3 be designed in such a way as to lead seamlessly to further Tourism studies at 0471 level.

3.3.vi That STA continues to develop a hybrid character, with greater and sustained private sector support and direct industry involvement in curriculum revision, internship programmes and teaching.

3.3.vii That a dedicated sub-committee to the STA Board be established which is responsible for the interface between the Academy and the private sector.

3.3.viii That consideration be given to a long-standing suggestion from the Hilton group in Seychelles which proposes that management GOPs be issued with the proviso that the holder will devote time to the training of Seychellois, both inservice and at school/PC level.

3.3.ix - That competency-based vocational courses be available for Seychellois currently lacking the formal entry qualifications required. Such courses could lead to appropriate skill sets in communication, literacy, numeracy, health-and-safety awareness, housekeeping, groundskeeping, kitchen support, laundry, general maintenance and marine assistance. Such a portfolio could fit comfortably into a revised holistic STA curriculum, or be delivered through the proposed certificate level TVET centre

3.3.x That the above recommendations be seen holistically – as pieces of the same jigsaw as it were – and that it is accepted that, even if the innovations happen quickly it will be some years before significant localisation outcomes are achieved. If a child commences a Tourism Studies programme in P4 in January 2028 (a realistic start date bearing in mind the need to properly resource and train) they would not commence work until 2036 (post-IGCSE) or 2039 (post SALS/STA). Prior to this we could expect incremental returns on the time and resources investment made in the various components of the programme.

3.4 Pillar 2: Business Sustainability

3.4.i Origins:

The Business Sustainability Pillar has its roots in a long-standing concern for environmental and social concerns, whereby the business objective is to minimise negative environmental and social impacts whilst still achieving economic success. It requires businesses to balance profit with purpose, ensuring that they operate in a way that is not only economically viable but also environmentally responsible and socially beneficial.

In addition this Pillar was partly decided upon as a result of the war between America and Israel, and Iran, which led to major and ongoing disruption to flights to and from the middle east. The sub-committee therefore extended its original brief to take into account potential external threats, asking the variable question; ‘what could we do if….?’

3.4.ii Focuses and Objectives:

This Pillar focuses on the need for businesses to remain mindful of a number of factors when planning growth, capital investment and SOPs. These considerations include (but are not limited to) consumer expectations, compliance with laws and regulations, long-term investment returns, and competitive advantage.

Additionally this pillar articulates concerns over the manner in which recent experiences of pandemics and conflict are being considered when formulating policies which will be effectively reactive in the face of similar disruptions in the future.

The sub-committee’s work focussed on the following:

* Members discussed a perceived competency gap in terms of local recruitment that may limit the industry’s ability to implement and sustain progressive initiatives.

* The need to mitigate or negate resistance to progressive change when such resistance acts as a significant barrier to transformation.

* The need to reset outdated mindsets which validate old habits and protocols as the default solution to current problems.

* The need to support long-term sustainability by building and maintaining a stronger and inclusive education and capacity-building foundation.

* The need to leverage technology, to be open to innovation, and to seek out best practice in and outside Seychelles when formulating strategic planning.

3.4.iii Key Recommendations

(Macro)

3.5.i That a structured risk assessment framework is established that evaluates each potential risk according to its severity and expected impact, using a rating scale from 1 to 5 supported by an impact evaluation matrix.

3.5.ii That greater operational autonomy be promoted by developing the skills, systems, and resources required to reduce dependence on external support - primarily physical imports - wherever practical.

3.5.iii That, subsequent to the realisation of 3.5.i (above), a national action plan is created which identifies, promotes and practically supports businesses and individual households to attain greater self-sufficiency. One examples is capital investment in solar panels, inverters and batteries leading to ‘off-grid’ options in the event of a national power crisis. Existing requirements for water harvesting can also be extended. Subsidies could be available for both of these initiatives, alongside supplementary loans from all commercial banks at favourable interest rates. The problems preventing higher scale agricultural outputs should also be urgently addressed.

3.5.iv That this action plan be devised by a joint private/public sector committee with powers bestowed by law to implement policy, regulations and propose legal rubrics. That all prophylactic strategic initiatives be considered. Prevention is better than cure.

(Micro)

3.5.v That PUC, as a critical utility and infrastructure provider, be privatised in the interests of innovation and efficiency. Let the business community do the business.

3.5.vi That a multi-stakeholder body be established and tasked with providing support for businesses which seek to enhance their sustainability, using a financial bottom line as a starting point for decision-making, then developing measurable and proportionate actions – for example financing - that align with core objectives and real operational issues.

3.5.vii That government and the private sector work together to strengthen industry-wide competency by investing in targeted training, knowledge sharing, and capacity-building initiatives.

3.5.viii That government reviews and streamlines the employment process for businesses to hire expatriates possessing technical skills that are not currently available in the country, giving priority to arrangements that support local skills development and knowledge transfer.

3.5.ix That government adopts a more commercially viable approach to the management of its constituent entities as well as parastatal entities, drawing on relevant private sector practices where appropriate.

3.5.x That government makes better use of existing and physically present expertise, encouraging private-sector specialists to contribute through advisory support, lectures, and knowledge-transfer sessions, while also sourcing international expertise and applying relevant best practices, case studies, and lessons from other countries and stakeholders. This partly complements Pillar 1.

3.6 Pillar 3: Maritime

3.6.i Origins:

The tourism industry and SMSA are mutually dependent – the yachting sector cannot operate without maritime regulation, and SMSA’s relevance within the tourism context is tied to the health of the industry.

SHTA identifies martime tourism as a vital and increasingly important sector of the industry, with the sector delivering some of the highest value tourism experiences. As the sector grows, the need for appropriate regulatory structures increases. In consideration of this the Maritime sub-committee was established to consider a number of matters where the synergy between regulatory authorities and the maritime businesses is seen to be fair, effective and fit-for-purpose.

The SMSA Director – a co-opted member of this sub-committee - clarified that SMSA exists primarily as the delegated maritime administration for the IMO, with obligations under coastal state, flag state, and port state control mandates. Beyond the IMO mandate, SMSA has a role in promoting Seychelles and ensuring that yachting, fishing, mega yachts and all vessel types coexist harmoniously within the same maritime space. SHTA stated its specific purpose in forming this sub-committee, specifically to bring government entities closer to tourism businesses, ensure that regulatory decisions are informed by industry input, and build effective, enforceable policy.

The committee recognised the ongoing work already set before Tourism Planning through the draft Liveaboard Yacht Charter and Superyacht Policy V2.0, submitted on 12 August 2026 (see Appendix TWO). This includes a dedicated Superyacht Operations section and proposed treatment of the customs interface and private, commercial and dual-use operations.This is an active draft policy process, not yet adopted or operative in law.

The committee remains mindful of the regulatory clarification already being pursued with the Seychelles Licensing Authority, specifically recent requests for the current official register of Shipping Agent Licence holders and clarification of how the published Licenses (Shipping Agents) Regulations and current licensing practice apply to yacht and superyacht agency services.This remains an open matter awaiting authoritative written clarification.

3.6.ii Focuses and Objectives:

This pillar focuses on the importance of maintaining an appropriate and supportive regulatory framework for the diverse actors operating under the umbrella of maritime tourism.

The sub-committee’s deliberations were, as is invariably the case with all such forums, centred around perceived problems. Some of these were possibly attributable to a regulatory disconnect between the maritime sector and its governing framework. The sub-committee considered possible misalignments between regulatory oversight and the realities of an evolved tourism sector. These open discussions led to the articulation of problems and potential solutions.

Specifically the sub-committee discussed the following:

* The increasing digitalisation and the internal structures of the SMSA.

* The advanced departure notice (ADN) system: Currently, the ADN requires a SR200 fee paid in person at SMSA’s offices. When the office is closed operators cannot comply, resulting in a SR500 fine. The yachting industry operates on client-dictated schedules. Last-minute and weekend departures are the norm, not the exception. An existing credit-line arrangement with SMSA was acknowledged as a partial workaround but was not seen as a satisfactory long-term solution.

* Bareboat Charter Safety & Anchoring Incidents. It was noted that the past year had been a record year for catamaran incidents, with at least one grounding per month attributed to bareboat operators unfamiliar with local conditions.The SMSA Director raised the issue of ensuring that bareboat operators properly brief their clients regarding where they may anchor, waste disposal rules, and safety requirements. SHTA highlighted the need for formalised safety briefings to be mandatory before departure.

* SMSA Presence at the Marina. SHTA noted the absence of a physical SMSA presence at the Marina. Discussions explored the possibility of the private sector assisting with the establishment of same.

* Vessel Registration & Small Craft Control. The group agreed that registration and identification of all vessels, regardless of size, is a priority:

* Maritime Workforce: Training, Standards & Foreign Labour. It was acknowledged that Seychelles, with a population of approximately 100,000, cannot realistically produce all the specialised maritime personnel it requires – from skippers and engineers to interior crew – and that an idealistic but unrealistic localisation agenda could bottleneck its maritime sector.

* A 15-Year Maritime Strategy. The sub-committee discussed options for long-term strategic planning, advocated by the SMSA Director. The current three-year ministerial cycle is fundamentally incompatible with maritime sector development, which requires at least a 10–15 year horizon.

* Fees, Penalties & Enforcement. The group discussed the need for appropriate, fair and enforceable maritime penalties. It was noted that liability extends to the state, so if SMSA has not fulfilled its regulatory obligations and an incident occurs, the state itself may face legal liability. Breaches cited as requiring clear penalties include: illegal or unlicensed skippers, drunk skippers, and operation outside licensed zones.

* Maritime Training Pathway & Yachting School. Discussion focused on creating a practical, yachting-specific training pathway in Seychelles.

* Economic Data & Sector Statistics. It was agreed that a data-driven approach is essential to convince government and other stakeholders to invest in maritime sector reform. It was noted that no reliable, disaggregated statistics on the economic contribution of the yachting sector currently exist. Figures are lumped under broad tourism categories. However, Central Bank can provide consolidated figures and the Bureau of Statistics holds relevant data, albeit with an 8 – 10 % inaccuracy provision.

* Association Formation & Draft Objectives. A draft set of objectives for a formal yachting industry association were presented and discussed. The proposed objectives were:

To promote and advance professional standards across the yachting industry.

To represent yachting professionals, operators, and service providers.

To facilitate networking, training, and professional development.

To position Seychelles as a premier yachting destination within global tourism.

To develop hospitality standards that recognise yachting as a floating hospitality sector.

To support environmental sustainability in yachting operations.

To advocate for the yachting community with government and regulatory authorities.

3.6.iii Key Recommendations:

3.6.iv Correct the internal grading hierarchy – maritime licensing officers, registration officers, and legal officers require equivalent seniority, as all involve the application of maritime law and complex jurisdictional knowledge. Similarly, maritime inspectors should be at or above surveyor level.

3.6.v SMSA to continue to actively pursue digitalisation of its systems in order to streamline transactions and reduce friction for the industry.

3.6.vi Regarding payment problems ‘out of hours’ the SMSA Director proposed two solutions: firstly to accelerate digitalisation (see above) to allow card payments at any time; and as an interim measure, have at least one SMSA staff member on call 24/7 who could process departures

3.6.vii For bareboat companies to bear responsibility for educating their clients through a more robust briefing regime which includes environmental obligations such as MARPOL compliance.

3.6.viii For SMSA to establish an office at the Marina which is rented rather than provided by the private sector gratis, in order to avoid the appearance of a conflict of interest. To consider additional infrastructure, including the feasibility and delivery of a dedicated yacht and superyacht bunkering facility in consultation with SEYPEC and the relevant port, environmental, safety and maritime authorities.

3.6.ix All vessels, including jet skis and small craft under 10 metres, should carry a registration number.

3.6.x Establish clear training pathways so that Seychellois who wish to pursue maritime careers have a structured route from school-leaver level up to master mariner.

3.6.xi Revise the current SMA (Seychelles Maritime Academy) curriculum to contribute to the above.

3.6.xii Modify the GOP process to be more business-friendly and streamlined.

3.6.xiii Develop a 15-year maritime strategy – broken down into 1 and 5 year milestones - which encompasses training, workforce development, environmental obligations, infrastructure, and the future fuel transition (solar, battery, sail) for yachts.

3.6.xiv Maritime penalties should attach to both the individual (e.g., the skipper) and the company, as company-level accountability is essential.

3.6.xv Fines should be applied immediately at the time of the breach, not through lengthy administrative processes.

3.6.xvi Introduce a yachting component at SMA.

3.6.xvii Develop a structured yachting hospitality pathway, with STCW as the baseline for all crew, followed by specialist stewardess/butler/chef/purser training.

3.6.xviii A skipper’s/captain’s handbook (adapted from the UK model) should be distributed and used as a practical tool to codify responsibilities and operational procedures.

3.6.xix Compile accurate economic impact data for the maritime sector – including both revenue generated, and costs avoided through better regulation.

3.6.xx Recognise the SHTA maritime group and the Seychelles Superyacht Group as existing, separate and complementary industry forums. Establish appropriate coordination between them where their interests overlap, while preserving their respective identities and governance. No additional yachting association should be proposed unless a clearly evidenced representation gap remains following consultation with both existing groups.

3.7 Pillar 4: Small and Medium Sized Hotels

3.7.i Origins:

SHTA recognises that the operations and dynamics of medium- to large-scale hotels differ significantly from those of smaller establishments. The purpose of the Small & Medium Hotels Committee is therefore to promote a more inclusive and targeted approach, strengthen dialogue and communication with hotels in this segment, and enable SHTA to advance more focused discussions with relevant government ministries and other key entities.

3.7.ii Focuses and Objectives:

The sub-committee’s work focussed on the following issues and concerns;

* The current level of accountability and transparency regarding how the Tourism Marketing Tax is used and distributed.

* The lack of tax deductions for hotel marketing expenditure linked to activities organised by the Tourism Department.

* The lack of tax offsets for sustainability initiatives such as the adoption of nature trails or marsh areas.

* The fact that marketing costs per room are significantly higher for medium-sized hotels than for larger hotels or hotel clusters, due to reduced economies of scale.

* The current level of recognition and support for Seychellois-owned hotels.

* The cost of utilities and its impact upon operating expenses.

* The contradiction between current policy on solar generation, which appears to support a more favourable cap, and the relevant legislation, which presently limits self-consumption to 50%.

* The Environment Levy; hotels generally support this but have issues with the collection mechanism.

* Turnover Tax, which is a disincentive for local investors seeking to grow their businesses. This tax was originally presented as a temporary measure to support urgent infrastructure development, such as roads, and was understood to be aimed primarily at larger hotels.

* The quality and industry readiness of STA graduates. There remains a strong impression that a vast number of students choose the Tourism Academy only because they have limited alternative options for tertiary education and not because they are committed to a career in tourism.

Concerns also remain about the retention rate of students pursuing tourism studies, both locally and abroad.

* Opportunities for greater private sector investment and collaboration in the upskilling and education of local talent. This is also emphasised at Pillar 1.

* The nature and quality of Public-Private sector dialogue.

* The way in which hotels are classified and grouped.

3.7.iii Key Recommendations:

3.7.iv Greater flexibility for photovoltaic solutions shuld be supported through a more favourable self-consumption allowance. This issue is also referenced at Pillar 2.

3.7.v The environment levy should not be collected by hotels, but by other institutions, such as Travisory.

3.7.vi Introduce exemptions from Turnover Tax for locally owned properties, potentially linked to the proposed tiered system of financial benefits under the recognition and support of Seychellois-owned hotels initiative.

3.7.vii Link tourism-related student loans to a commitment mechanism, helping ensure that students entering these programmes are motivated to join and remain in the industry.

3.7.viii Introduce an ‘adoption’ programme whereby a hotel supports a high-potential associate for development. The associate could work part-time and study part-time, while the hotel, in return, could receive selected tax concessions under TMT or turnover tax arrangements.

Hotels could also support STA with specialised associates available to deliver guest lectures at STA as part of the curriculum. This would strengthen practical training, enrich learning, and provide inspiration to students across different fields; food and beverage, front office, reservations, etc.

This issue is complementary to Pillar 1.

3.7.ix Encourage and facilitate more open dialogue platforms across government departments and industry forums. Where possible, discussions should be segmented by sector, with separate engagements for hotels and maritime stakeholders, to allow for more focused and relevant exchanges.

3.7.x Clear segmentation guidelines for hotel classification should drive consultations and resulting policies. It is inappropriate to group medium properties with larger hotels.

CONCLUSION AND ACKNOWLEDGEMENTS

To an extent these four pillars contain common ground and address similar concerns. The SHTA has always avoided criticism without offering possible solutions. SHTA has similarly always advocated solidarity across the private sector and, in collaboration with the government, collaboration based on a mutuality of need and ambition. We all want Seychelles tourism to flourish. The over-arching aim of this Strategic Plan is to contribute to the realisation of this aim.

SHTA would like to acknowledge and thank SHTA Board members. All sub-committees benefitted from their presence. Board members joined at least one sub-committee and we thank them for their invaluable contributions to this document, along with the support of Neesha Palit, our Secretariat.

The following individuals were, as non-Board members, co-opted. They generously contributed their expertise to the sub-committee discussions and their inputs played a considerable part in the formulation of this document.

Dr. Justin Zelime, Principal Secretary for General Education and Curriculum, Ministry of Education and Human Resource Development.

Mr. Hendrick Calles, Regional Manager, Hilton Seychelles.

Mr. Alfred Fourcroy, CEO ISPC, DIY. Owner, La Plage restaurant.

Mr. Joshua Adeline, Independent superyacht captain and yacht agent.

Captain Daniel Adam, CEO SMSA.

Mr. Robert Payet, Owner, Le Duc de Praslin

Mr. Gilbert Frichot, Owner, Laïla Resort

Mr. Tom Porter, General Manager, Laïla Resort

APPENDIX ONE

EDUCATION & TRAINING POSITION PAPER.

ORIGINALLY WRITTEN IN NOVEMBER 2024.

UPDATED AUGUST 2026.

A recent SHTA article in THE NATION newspaper examined the notion that there is a 'glass ceiling' in Seychelles, which some people believe prevents Seychellois tourism professionals from occupying senior management positions, especially in the larger tourism enterprises. SHTA has always challenged this perception, pointing out that when suitably qualified and experienced locals aspire to undertake greater responsibility they have as much chance as an expatriate – indeed an even better chance, having a cost-based advantage over competition from overseas.

The consensus view across the tourism sector is that we need more Seychellois to commit to tourism as a life-long career path, inclusive of working at the highest level in hotels and complementary businesses. But there are major challenges to achieving this – a general lack of interest - particularly amongst younger Seychellois, an adversity to meeting industry requirements with regards to working weekends and public holidays (tourism is a 365 day a year business), and shortcomings within the school and post-school training options – to name but a few.

So the question is – what can be done to nurture a passion amongst the local populace for a career in tourism?

SHTA believes that a meaningful increase in the number and quality of local staff will take some time to realise, and will involve a number of different government and private sector entities working closely together. Alongside the obvious players; ministries responsible for tourism, education and employment, the private sector and the professional centres will have an important role to play. Of course such collaboration already exists, but it is at times fragmented and uncoordinated.

The most fundamental tool for improvement is, and always has been, education. SHTA believes that the statutory school curricula (basically what is taught by law) must include units which explain the importance of tourism to the economy of the nation, and unwrap for all students the many possible career opportunities in the tourism sector in Seychelles. This should begin at primary school level – P2 for example - and should be afforded a high status by being included in the formal academic timetable. After school clubs have added value of course (SHTA recognised this by starting Tourism Clubs in the majority of state and private schools in pre-pandemic times) but young people who attend do so in a voluntary capacity. Many do not choose to do so and therefore need to be exposed to tourism units in the regular school day.

Tourism education units should be part of a blended portfolio of lessons which cover such things as the economy, productivity, work ethic, money management and other core life skills. This content should continue and expand within the secondary sector without threatening to asset-strip (in terms of time) the core curriculum and examination courses. To do this well presents resource challenges. Teachers will require training, appropriate resources would need to be purchased or commissioned, and, as implied above, the curriculum time for this programme would have to be taken from somewhere.

SHTA's view is that successful partnerships between schools and the private sector would be essential to the realisation of such a programme, in the manner in which individual tourism businesses currently support the Department of Tourism and the Ministry of Education in delivering after-school tourism-focussed experiences. This interaction is also fundamental to the success of the Seychelles Tourism Academy which, theoretically, should be the hothouse for developing talented young Seychellois with aspirations to work in tourism. This collaboration should include curriculum planning and content as well as work experience placements which, from the private sector's point of view, are currently often unsuccessful. General Managers of hotels have reported that incoming STA students are more interested in 'phone-gazing than working, a sign which can be attributed to the Academy not adequately preparing students for internships in terms of the host's expectations and general work ethic. We understand that these concerns are being addressed by a new management team.

Apart from the STA there are other pathways into tourism post-secondary education. The Hilton FITR programme has successfully trained dozens of young Seychellois. Formerly based at Labriz on Silhouette Island and now housed at Canopy, the programme takes a holistic approach, developing confidence and skill sets across a broad range of contexts. The programme also incorporates meaningful internships and promises progression within the group (here and overseas) for successful graduates. The drop-out rate is almost non-existent. Unsurprisingly the FITR programme is over-subscribed. Constance group has a proud record of exceptional and accredited in-house training, however the difference here is that this is open to existing employees. FITR recruits from outside following an 'open call' to the community.

Successive governments have also tried to boost Seychellois involvement at higher levels across the tourism sector by sending students overseas – specifically to Shannon College in Ireland – however this initiative has not, over time, provided a good return on the significant costs involved, with many graduates choosing not to work in tourism upon their return to Seychelles. One reason often given for this is the unreasonable expectations adopted throughout, and at the conclusion of, the programme, which led to returning graduates expecting an instant and highly-paid management position and the inevitable disappointment when this did not materialise. The Shannon programme has now been terminated and replaced with a one year component at Taylor's University, Malaysia.

However individual Seychellois progress in the tourism sector they will – as we all do – need ongoing professional development. SHTA has provided inservice training courses for hundreds of tourism professionals, often working with third parties to provide relevant and cutting-edge training designed with the needs of the industry at heart. The majority of our trainees have been from smaller establishments which do not always have the resources to deliver the support that their staff need. The Department of Tourism similarly offers professional development opportunities. These initiatives, which support people once they are in post, are essential components of a progressive career structure.

SHTA believes that the encouragement and accommodation of greater numbers of Seychellois at all levels of the tourism sector is dependent on further improvements to the state and private sector educational institutions, working closely with key tourism businesses. Realistically this means bringing larger properties and related businesses on board, since they have the human resources to contribute effectively. It also requires government to pay attention to what the private sector advocates in order to avoid a credibility gap between what administrators think businesses want (in HR terms) and what they actually need.

Currently there are many initiatives seeking to achieve these objectives; some lesson content, some after school projects, formal and informal internships, hotel-based training programmes etc. However there is not, as far as we know, one 'hub' – a forum which, whilst not controlling these different initiatives, does provide a masterplan which links all parts together, avoids duplication and encourages an effective interface between all key partners, state and private. This could be in the form of the governing body of an academy, or through an independent group which has representation from all contributing partners. However this might be realised it would need to be a forum through which things happen, where good and well-considered initiatives can be executed with the minimum of delay, and where overall strategic objectives are endorsed by experts from both sides of the public/private divide.

SHTA is prepared to contribute to the further development of tourism training in Seychelles in any way possible, through the expertise of its Board and ordinary members. After all, education/training is the best investment which can be made towards a prosperous future tourism industry and, inevitably, a healthy and sustainable national economy.

SHTA believes that effective localisation can never be achieved by the crude and counter-productive strategy of refusing GOPs. It can only be realised through education, and meaningful outcomes will take time – 10 years is a reasonable estimate.

This issue, fundamental as it is to the future health and prosperity of the tourism sector in Seychelles, is at the centre of the SHTA Education & Training sub-committee initiated in March 2026, the findings of which will contribute to the overall SHTA Strategic Plan which will be shared with all members, the government and other partners.

APPENDIX TWO

REPUBLIC OF SEYCHELLES

THE LIVEABOARD AND YACHT CHARTER POLICY

Incorporating the Superyacht Operations Section (Policies 4A-4L)

Original policy: August 2020 | Superyacht Section revised: June 2026 | Version 2.0 Maritime Legal Draft