On October 1st, Joëlle Edwards-Tonks will succeed François Eynaud as head of the Mauritian group Sunlife, becoming the first woman to hold such a high-level role in Mauritius’ hotel industry.
Delighted, the new CEO, nonetheless acknowledges that the tourism industry remains largely a man’s world: women are often in the majority, yet they still occupy few top-tier positions.
Women have every legitimacy to hold these posts, she asserts, admitting that in the past she sometimes had to prove her skills more than a man.
For my part, she insists, I don’t see men and women; I see only people and skills. This isn’t always easy, she concedes, but this way of thinking — something she encourages among her colleagues — has greatly helped her develop a certain self-confidence.
A proponent of doing good work and committed to giving her best in a demanding hotel sector, Joëlle Edwards-Tonks nevertheless believes that reward always comes.
Delighted, the new CEO, nonetheless acknowledges that the tourism industry remains largely a man’s world: women are often in the majority, yet they still occupy few top-tier positions.
Women have every legitimacy to hold these posts, she asserts, admitting that in the past she sometimes had to prove her skills more than a man.
For my part, she insists, I don’t see men and women; I see only people and skills. This isn’t always easy, she concedes, but this way of thinking — something she encourages among her colleagues — has greatly helped her develop a certain self-confidence.
A proponent of doing good work and committed to giving her best in a demanding hotel sector, Joëlle Edwards-Tonks nevertheless believes that reward always comes.
Joëlle Edwards-Tonks: a vocation born in a small English hotel
What a journey she has travelled! As a young person, Joëlle Edwards-Tonks did not intend to go into hospitality. Although she grew up in England, in the atmosphere of a small family-run hotel, she had pursued studies in communications.
As is often the case, fate had other plans. In 2001, she began her career in Paris at the Four Seasons Hotel George V: there she learned the hotel fundamentals. The Four Seasons was my hotelier school, she stresses.
Her path continued in prestigious houses such as Shangri-La and Oetker Collection.
It was in 2020, during the pandemic, that she joined Sun Resorts as Director of Commercial and Operational Affairs. In this position, she played a key role in transforming the group.
The rebranding operation for which she had been recruited went far beyond a simple name and visual identity change, as it led to a new positioning of the group, a pioneer since 1975 in Mauritius’ hotel industry.
Joëlle Edwards-Tonks’ early days within the group were tough, however. Stranded in Paris by the pandemic for five months, she had to meet her new colleagues online. “A real challenge, she recalls, but it gave me a lot of strength for what came next.
A collaborative approach
Very quickly, she notes, I realized that a simple re-branding would not be enough to reinvigorate a group that had lost some of its sparkle. It called for a deeper renewal, a greater focus on corporate culture, better understanding of what type of clientele would appreciate each of our four hotel complexes, and engaging all of our staff.
As part of a collaborative process with the teams, invited to idea-generation workshops, “the brand’s vision and values — love, dream, kindness — were clarified, the personality of each Resort redefined, and the client offers and experiences of each property revamped.”
Ultimately, the group entered a new chapter by becoming Sunlife in 2022. “Sun was our DNA. But, by replacing Life with Resorts in our name, we breathed life and experiences into our brand,” says Joëlle Edwards-Tonks.
These decisions have proven timely, as the group has fared well since. The summer of 2026 demonstrates it, with Sun Life at full capacity. After a slight dip in March-April — the war in the Middle East discouraged British travelers who typically pass through Dubai — bookings quickly rebounded.
In July-August 2026, Sunlife recorded an 85% occupancy rate, and even 90% for the flagship La Pirogue, located in Flic-en-Flac on Mauritius’ western coast.
And while, particularly in the French market, sales through tour operators slowed somewhat, individual bookings and sales via online travel agencies compensated.
As part of a collaborative process with the teams, invited to idea-generation workshops, “the brand’s vision and values — love, dream, kindness — were clarified, the personality of each Resort redefined, and the client offers and experiences of each property revamped.”
Ultimately, the group entered a new chapter by becoming Sunlife in 2022. “Sun was our DNA. But, by replacing Life with Resorts in our name, we breathed life and experiences into our brand,” says Joëlle Edwards-Tonks.
These decisions have proven timely, as the group has fared well since. The summer of 2026 demonstrates it, with Sun Life at full capacity. After a slight dip in March-April — the war in the Middle East discouraged British travelers who typically pass through Dubai — bookings quickly rebounded.
In July-August 2026, Sunlife recorded an 85% occupancy rate, and even 90% for the flagship La Pirogue, located in Flic-en-Flac on Mauritius’ western coast.
And while, particularly in the French market, sales through tour operators slowed somewhat, individual bookings and sales via online travel agencies compensated.
“AI will free up time that teams will devote to guests”
“Since Covid, there isn’t really a low season for us” observes Joëlle Edwards-Tonks. This does not exempt the hotel group from facing major challenges to secure its future. That is why Sunlife has made sustainable development a priority.
Already certified by EarthCheck and CarbonNeutral®, Sunlife aims to further reduce its carbon footprint, protect the environment, and promote the group’s social responsibility. The objective? Align with the ISSB requirements, an independent body that is a global benchmark for sustainability performance.
Among future challenges are also digitalization and AI, which are advancing rapidly. “This is a topic to approach carefully if we want to ease fears among the teams and resistance to change,” notes Joëlle Edwards-Tonks.
She adds that AI enables faster, finer forecasting and productivity gains. AI also helps better understand client preferences and offer more choices — but it will not replace human contact.
Far from it, according to the new CEO of Sunlife, “AI will free up time for the teams to devote more to guests who are increasingly seeking ultra-personalized and authentic high-quality stays.”
Another challenge: attracting new generations of talent, even if recruitment difficulties are less acute than in the immediate post-Covid period.
Already certified by EarthCheck and CarbonNeutral®, Sunlife aims to further reduce its carbon footprint, protect the environment, and promote the group’s social responsibility. The objective? Align with the ISSB requirements, an independent body that is a global benchmark for sustainability performance.
Among future challenges are also digitalization and AI, which are advancing rapidly. “This is a topic to approach carefully if we want to ease fears among the teams and resistance to change,” notes Joëlle Edwards-Tonks.
She adds that AI enables faster, finer forecasting and productivity gains. AI also helps better understand client preferences and offer more choices — but it will not replace human contact.
Far from it, according to the new CEO of Sunlife, “AI will free up time for the teams to devote more to guests who are increasingly seeking ultra-personalized and authentic high-quality stays.”
Another challenge: attracting new generations of talent, even if recruitment difficulties are less acute than in the immediate post-Covid period.
