The Rome-based airline’s entry follows a yearlong integration process, enabling seamless travel benefits across alliance members. Passengers flying on itineraries that combine ITA with other Star Alliance carriers can now enjoy single check-in, streamlined connections, and coordinated services across the network.

Frequent flyers also stand to benefit. ITA now recognizes loyalty status from other Star Alliance airlines, while its own passengers gain reciprocal privileges, including access to a global network of airport lounges. This move significantly enhances the airline’s appeal to international travelers and business passengers.

The development comes after Lufthansa Group acquired a 41% stake in ITA Airways in early 2025, with the Italian government retaining majority ownership. The partnership has been widely seen as a strategic step to stabilize and grow the Italian flag carrier following the collapse of its predecessor.

Prior to this transition, ITA was part of the SkyTeam alliance. Its shift to Star Alliance aligns it with major global carriers including Lufthansa, United Airlines, Air Canada, Air China, All Nippon Airways, Air New Zealand, Copa Airlines, Avianca, Singapore Airlines, Swiss International Air Lines, and Turkish Airlines.

Industry analysts view the move as a strategic realignment that strengthens both ITA Airways and Star Alliance’s position in the European market, particularly in Southern Europe, while offering passengers greater connectivity and service consistency worldwide.

Drawing on data from the Georgetown University Women, Peace and Security Index and the Institute for Economics and Peace Global Peace Index, the list identifies five standout countries for 2026. The rankings take into account factors such as safety, gender equality, and societal stability—key concerns for women travelling alone.

Among the top European entries is Estonia, praised for its ease of navigation and welcoming atmosphere. Its राजधानी, Tallinn, offers a compact, walkable experience, particularly in its UNESCO-listed Old Town. Beyond the capital, destinations like Kihnu Island provide a unique cultural perspective, where traditional lifestyles remain strongly preserved.

Also making the list is Norway, consistently ranked among the safest countries globally. Known for its dramatic landscapes and strong infrastructure, Norway offers solo travellers the freedom to explore nature confidently, supported by well-marked hiking routes and easy-to-navigate cities such as Oslo, Bergen, and Tromsø.

In Central America, Costa Rica stands out for its laid-back culture and biodiversity. With coastlines on both the Caribbean and Pacific, and national parks like Corcovado National Park and Manuel Antonio National Park, the country offers solo travellers both relaxation and adventure in equal measure.

Southeast Asia is represented by Vietnam, a long-time favourite among backpackers. Its established travel routes, affordability, and abundance of homestays make it easier for solo travellers to connect with others while still enjoying independence.

Rounding out the list is Uruguay, one of the most peaceful nations in South America. The capital, Montevideo, offers a relaxed urban experience, while Colonia del Sacramento charms visitors with its historic Old Town. For those seeking coastal relaxation, Punta del Este remains a popular seaside escape.

While no destination can be considered completely risk-free, the report underscores a growing trend: solo female travel is becoming more accessible and appealing, supported by better data, infrastructure, and global awareness. For many, the freedom to explore the world independently is no longer an exception—but an increasingly mainstream way to travel.

"We have never seen anything like this," said a Brevard County tourism official who watched the launch from a new purpose-built viewing gallery overlooking the Indian River Lagoon. “This wasn't a crowd. It was a constituency.”

The Artemis effect — at a glance

400k

Visitors to Florida's Space Coast for the launch

~100%

Hotel occupancy in Brevard County during countdown delays

$8.9bn

Projected global space tourism market by end of 2026

The economic reverberations have been swift. Hotels in Brevard County – which encompasses Kennedy Space Center – reported near-complete occupancy throughout the mission's drawn-out countdown, a pattern that would once have spelled disaster for operators. Instead, high-end travellers absorbed the delays as an unexpected luxury: longer stays, more spa bookings, additional rounds of what local restaurants now cheekily call the "T-minus tasting menu".

“They didn't leave during the delay. They ordered room service and watched it on the balcony. That is a fundamentally different kind of tourist.”

The transformation is structural, not incidental. Private companies and local municipalities have spent recent years replacing the informal tradition of watching rockets from beach blankets with something altogether more curated: ticketed "Launch Viewing Parks" equipped with high-fidelity audio systems, catered hospitality suites and narrated countdowns delivered by retired NASA engineers. The beach is still there – but it now has a velvet rope.

The space triangle

Florida remains the gravitational centre of the industry, but a broader geography has quietly solidified. Analysts now speak of a "Space Triangle" stretching across the southern United States, each vertex drawing a distinct breed of visitor.

01 — FloridaKennedy Space Center

Home to heavy-lift missions. The visitor complex recently opened "Gateway: The Deep Space Launch Complex," an immersive simulation experience.

02 — TexasStarbase, Boca Chica

A pilgrimage site for industrial tourists — younger, tech-focused visitors drawn to watching the world's most powerful rocket being assembled in real time.

03 — New Mexico, Spaceport America

The preserve of the ultra-wealthy. Virgin Galactic's home offers multi-day pre-flight training and luxury accommodation before a few minutes of weightlessness.

The demographics at each site diverge sharply. Boca Chica attracts what one Texas tourism board memo described as "the engineering pilgrim" – young, technically literate visitors who wish to witness the iterative development of SpaceX's Starship programme as though attending a particularly consequential sporting season. New Mexico, by contrast, skews exclusively toward the top percentile of global income: those for whom the journey itself is the product, not merely the spectacle.

Drivers and headwinds

The market's momentum is real, but it is not without friction. The space tourism sector is projected to approach $8.9bn globally by the end of the year, propelled by the falling cost per seat that reusable rocket technology has enabled. Yet several structural restraints have tempered what might otherwise be an unqualified boom.

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The visa question looms particularly large for an industry that aspires to international clientele. New entry regulations and an opaque "visa integrity fee" of $250 have introduced friction that operators along the Space Coast describe with barely concealed frustration. "We are selling the American dream at its most literal," one hospitality developer said, "and then asking people to pay an administrative fee to dream it."

The environmental question is slower-moving but arguably more consequential. As launch cadences increase – SpaceX alone conducted dozens of Starship test flights in the past year – the carbon arithmetic of frequent rocket launches has attracted renewed attention from climate scientists and, increasingly, from ESG-conscious institutional investors looking at the hospitality developments springing up near launch pads.

Beyond the atmosphere

The validation of Artemis II has also accelerated timelines in the private sector. Axiom Space, which has been ferrying paying customers to the International Space Station aboard chartered Crew Dragon missions, is edging closer to launching the first dedicated commercial module – a precursor, the company maintains, to the world's first freestanding private space station and, eventually, hotel.

For developers and investors tracking the sector, however, the more immediate opportunity lies not in orbit but in the terrestrial infrastructure accumulating around launch sites. The current cycle favours what the industry calls "Space Resorts" – luxury properties that offer five-star accommodation alongside high-fidelity mission simulations, astronaut appearances and premium launch-viewing galleries. The distance from the pad, it turns out, may be the optimal distance: close enough to feel the vibration in your chest, far enough to order a second glass of wine.

Whether that proposition retains its lustre through the inevitable launch scrubs, regulatory headwinds and climate debates will determine whether the golden age lasts. For now, the hotels are full, the viewing stands are sold out, and somewhere above the Atlantic, four astronauts are heading to the moon while the hospitality industry watches every second of it.

Airlines, tour operators, and transport-heavy experiences are among the hardest hit, as fuel represents one of the largest operational expenses. In response, companies are adding new levies to bookings or increasing base prices. Some travel packages, including those offered by Air Canada Vacations, have already seen fare increases of around $50 for new bookings, signaling a broader trend that could reshape travel pricing in 2026.

Industry-wide, operators such as regional airlines and boat tour providers are particularly exposed due to their high fuel consumption. Many are now implementing surcharges as a necessary step to offset rapidly rising costs. However, this strategy carries risk, as higher prices may deter travelers and reduce booking volumes in an already competitive, post-pandemic market.

Consumers are beginning to feel the impact. Rising travel costs are putting pressure on holiday budgets, prompting some trips to be postponed or cancelled altogether. The situation is further complicated by market volatility, with operators forced to strike a delicate balance between maintaining profitability and remaining attractive to price-sensitive travelers.

At the same time, airlines are adjusting operations beyond pricing. Some carriers are reducing flight frequencies and modifying schedules to cope with the surge in jet fuel prices, which in certain cases have reportedly doubled compared to previous periods. The geopolitical situation in the Middle East has also contributed to disruptions in flight routes and fuel supply chains, adding further uncertainty to the sector.

Despite these pressures, many industry players emphasize that fuel surcharges are intended as temporary measures. Companies continue to explore cost-management strategies and operational efficiencies to minimize the burden on customers. Some operators have even committed to delaying or avoiding surcharges for as long as possible, in an effort to preserve demand.

As global travel demand continues to recover, the tourism industry faces a challenging environment defined by fluctuating fuel prices, geopolitical risk, and evolving consumer behavior. How operators navigate this period will likely determine pricing trends and competitiveness across the sector in the months ahead.

The choice of Angola is far from incidental. Long known for its vast natural resources, the country is now undergoing a recalibration—leveraging infrastructure expansion, regulatory reforms, and a renewed openness to foreign investment. For global investors seeking frontier opportunities with long-term upside, Angola is increasingly emerging as a compelling alternative to more saturated markets. The summit aims to capitalize on this momentum, presenting the country not merely as a destination, but as a strategic gateway into the African continent.

With over 1,000 high-level participants expected—including sovereign wealth funds, institutional investors, government ministers, and multinational executives—the event reflects the scale of ambition behind GTF’s vision. The program will blend public discourse with private deal-making: from high-level panels and policy dialogues to closed-door investment roundtables and curated B2B meetings. The focus is clear—move beyond rhetoric and facilitate tangible investment outcomes.

At its core, the summit embraces a thesis increasingly echoed across global financial circles: tourism is no longer a siloed industry, but a multiplier of economic growth. From hospitality and aviation to smart cities, renewable energy, and digital infrastructure, the sectors highlighted at the summit reveal a broader ecosystem in which tourism acts as an anchor. This integrated approach mirrors global trends, where destination development is intertwined with urban planning, sustainability, and technological advancement.

“Angola represents one of the most promising investment frontiers not only in Africa but globally,” said Bulut Bağcı, President of the World Tourism Forum Institute. “Tourism is no longer a standalone sector—it is a catalyst for broader economic transformation. This summit in Luanda will connect visionary investors with transformative projects, accelerating long-term value creation across the region.”

That sentiment is echoed by Julia Kleber, CEO of Kleber Group, who highlights Angola’s dual trajectory as both an emerging tourism destination and an investment market. “What makes Angola particularly relevant today is the combination of destination potential, growing international visibility, and a development agenda that supports long-term value creation,” she noted—positioning the country among the most promising tourism-led investment markets globally.

Crucially, the summit will also spotlight the mechanics behind successful investment ecosystems. Sessions will delve into public-private partnerships, scalable policy frameworks, and the role of technology in accelerating diversification. With Africa’s middle class expanding and intra-continental connectivity improving, the conversation is shifting from potential to execution—how to structure, finance, and deliver projects that generate both economic returns and social impact.

For GTF, the Angola summit represents more than a standalone event—it is part of a broader strategy to bridge governments with capital and translate dialogue into deployment. By convening stakeholders across sectors and geographies, the forum continues to position itself as a catalyst for global investment flows, particularly in high-growth, undercapitalized markets.

As Luanda prepares to host this landmark gathering, the message to global investors is unmistakable: Africa’s next chapter is being written now—and Angola intends to be at the forefront.

The Sustainability Package includes two nights’ accommodation with breakfast and one three-course set dinner for two based on seasonal, locally sourced ingredients at MAI Restaurant and Bar on the 21st floor.

The package supports Scholars of Sustenance (SOS) Thailand, a food rescue foundation established in 2016 to enhance the country’s food system. SOS Thailand aims to minimise needless loss of surplus food and improve food equity by redistributing quality surplus food on a daily basis from hotels, grocers, and restaurants to communities in need in Bangkok, Phuket, Hua Hin, Chiang Mai and other places.

The contemporary Thai set dinner is part of Meliá Chiang Mai’s ‘360° Cuisine’ program, in which the hotel works closely with local farmers to help improve sustainability and encourage ethical production.

As much of each ingredient is used – roots, leaves, stems, stalks and more – in a ‘thoughtful cooking process’ before ‘plate to farm’ food waste returns to the farms as fertilizer. Leftover cooking oil is recycled into biodiesel.

The set menu’s first course is a choice of either consume, dried redtail catfish, seasonal mushrooms and locally sourced greens, or Khao Soi salad bowl with khao soi dressing, tai lue tofu, wheat, and cage-free eggs. The main course is a choice of either grilled ai-Angus rib eye beef with dried galangal gravy and San Pa Tong rice, baked salmon fillet with nham prik oung relish and pandan rice, or based seasonal vegetables from the hotel’s organic farm with pomelo zest cream sauce. Organic longan pudding with butterscotch sauce and coconut ice-cream round out the culinary experience.

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MAI Restaurant and Bar on the hotel’s 21st floor.

The ‘360° Cuisine’ program’s network of ethical and chemical-free suppliers includes organic gourmet farm Rong Khum in Sa Pa Tong and Jartisann’s Original Thai Cheese, which crafts artisanal cheese made from high-quality, locally sourced raw cow’s milk. The hotel sources the likes of organic Jasmine rice, cage-free eggs, fresh organic milk free of added hormones, vegetables such as betel leaves, coriander, spring onion, star gooseberry and chili, and fruits including longan, lychee, papaya, dragon fruit and bananas from Rong Khum for guests’ meals at Mai Restaurant & Bar, Laan Na Kitchen, MAI The Sky Bar and Ruen Kaew Lounge.

The hotel also works with universities to educate and train upcoming generations of hospitality professionals about sustainable farming, culinary and waste management practices.

The Sustainability Package is available until June 14 this year. To contact the hotel or to book the Sustainability Package, email reservation.chiangmai@melia.com. 

About Asset World Corp Public Company Limited

Asset World Corp Public Company Limited (AWC) is Thailand’s leading integrated lifestyle real estate group and a member of TCC Group, with the focus on hospitality, lifestyle destinations, and commercial workspaces. Driven by the philosophy of “Building a Better Future,” AWC strives to grow and expand beyond the norms with a diverse array of quality projects, providing responsible and sustainable solutions for all our stakeholders. The company has two main businesses. Hospitality business managed by top hotel executives of world-renowned hotel brands such as Marriott, The Luxury Collection, Okura, Banyan Tree, Hilton, Sheraton, and Melia, and Commercial properties whose projects include 1) Retail and Wholesale such as lifestyle travel destinations, community shopping malls, community markets, and wholesale business real estate. Popular real estate projects consist of Asiatique the Riverfront Destination, Gateway at Bangsue, AEC FOOD WHOLESALE PRATUNAM, and Tawanna Bangkapi, and 2) Commercial buildings including the famous ‘The Empire’ and Athenee Tower located in Bangkok’s central business district. AWC is committed to integrating its sustainability strategy in every part of its operations to create long-term sustainable value for all stakeholders. The sustainability strategy consists of three key pillars: Better Planet, Better People and Better Prosperity, while the framework has created numerous long-term initiatives including the ReConcept, The GALLERY and other projects. For more information, please visit the company's website at www.assetworldcorp-th.com/en/home.

About Meliá Hotels & Resorts

Meliá has 125 hotels in Europe (56), America (18), Cuba (16), Africa (5) and Asia (30). We are present in 32 countries and currently have 21 hotels under development in 11 countries. At Meliá Hotels & Resorts, we stand out for our unique Spanish style in the hospitality industry and for our warmth, closeness and passion for service. This means that we offer our guests a unique wellness experience. Our Spanish warmth and spontaneity are part of our Mediterranean roots and are always present in the Meliá experience. An experience that is enriched by providing thoughtful extra services. Paying attention to the smallest details and providing personalized experiences for each guest. How do we interpret wellness in the MELIÁ brand? We see wellness from an innovative perspective. It is not wellness applied only to nutrition or wellness services, it is 360º wellness. The wellness we want to convey is global. You can find it in all aspects of the brand from different perspectives: physical wellness, spiritual wellness, leisure wellness, social wellness, occupational wellness, environmental wellness, financial wellness and nutritional wellness.

Beginning in April, day visitors will be required to pay the fee on Fridays, Saturdays, and Sundays throughout April, May, June, and July, covering a total of 60 days—an increase from 54 days in 2025. The charge applies during peak hours between 08:30 and 16:00, with access remaining free outside those times.

The system requires visitors to register in advance via an online platform and obtain a QR code, which is checked at key entry points, including Santa Lucia railway station. The standard fee remains €5 for those who book at least four days ahead, rising to €10 for last-minute registrations. Authorities have warned that visitors who fail to register or pay may face fines ranging from €50 to €300.

Exemptions apply to several groups, including overnight tourists—who already pay a lodging tax—along with residents, workers, and students. Visitors staying in hotels are still required to register but are not charged the additional fee.

The initiative is designed to address the long-standing issue of “hit-and-run” tourism, where large volumes of daytrippers crowd the city’s narrow streets and public transport systems while contributing relatively little to the local economy. Venice’s resident population has declined to below 50,000, intensifying concerns over the sustainability of tourism levels.

However, early data suggests the policy’s impact remains limited. According to city figures, the average number of daily visitors paying the fee fell only slightly in 2025 compared to the previous year. On peak days, nearly 25,000 day visitors were recorded—equivalent to more than half the city’s resident population.

City officials maintain that the measure is still in its experimental phase. They argue that the access fee represents a pioneering approach to managing tourist flows and could serve as a model for other destinations facing similar pressures.

As global tourism continues to rebound, Venice’s evolving strategy will be closely watched by policymakers and industry leaders seeking solutions to balance economic benefits with urban livability.

Set against the backdrop of one of Europe’s most distinguished cultural venues, the event will bring together ministers, investors, hospitality executives, destination leaders, tourism innovators, and global brands for a high-level gathering focused on excellence, influence, and the future direction of travel. The ceremony is expected to serve not only as a celebration of achievement, but also as a statement of where global tourism is heading next.

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At a time when the tourism industry is being reshaped by sustainability targets, new investment flows, digital transformation, cultural diplomacy, and evolving traveler expectations, the World Tourism Awards has emerged as a platform that recognizes those setting new benchmarks across the sector. More than a symbolic recognition, the awards reflect a wider industry shift: success in tourism today is increasingly measured not only by scale, but by resilience, innovation, relevance, and long-term value creation.

Held alongside the Global Tourism Forum Annual Meeting 2026, the ceremony will benefit from the presence of a highly influential international audience spanning the public and private sectors. This alignment gives the awards unique strategic weight. It creates an environment in which recognition is directly connected to dialogue, partnerships, investment conversations, and future-facing policy discussions.

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The growing prestige of the World Tourism Awards is also reflected in the caliber and diversity of its recent honorees. At the 2025 edition in Brussels, the awards recognized standout achievements across destinations, tourism investment, aviation, hospitality, technology, and institutional leadership. Among the notable winners were France as Best Global Destination, Egypt as Best Heritage Destination, Angola as Best Tourism Investment Destination, Singapore as Best Health-Safe Destination, and the Maldives as Best Beach Destination. The awards also recognized major institutions and globally respected brands such as Turkish Airlines as Best International Airline, Marriott International as Best Eco-Friendly Hotel Chain, Dubai World Trade Center as Best Convention Center, The Red Sea Project as Best Tourism Infrastructure Project, and GetYourGuide with the Tourism Innovator Award. These examples underline the awards’ international reach and their ability to spotlight both destinations and institutions shaping the future of the global visitor economy.    

That breadth matters. Tourism is no longer defined by one segment alone. It now sits at the intersection of infrastructure, investment, innovation, sustainability, mobility, hospitality, public policy, and branding. Awards that reflect this wider ecosystem carry greater influence because they help define which models, ideas, and institutions are setting the standard for others to follow.

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For destinations and companies alike, being recognized in Brussels at a globally positioned event can deliver more than visibility. It can reinforce credibility, sharpen market positioning, elevate brand prestige, and open doors to new conversations with governments, investors, operators, and international partners. In an increasingly competitive landscape, recognition has become a strategic asset.

Applications for the World Tourism Awards 2026 are now officially open, giving organizations, institutions, destinations, and industry leaders the opportunity to apply for nomination in the category they select. The application platform is designed to identify those whose work demonstrates measurable excellence, innovation, resilience, and meaningful contribution to the development of global tourism.

You can apply for nomination through the official application page:

www.globaltourismforum.org/world-tourism-awards-2026-application

As tourism enters a new era shaped by both disruption and opportunity, the World Tourism Awards 2026 is poised to do more than honor achievement. It will spotlight the leaders, brands, destinations, and institutions defining what excellence in tourism means in the years ahead.

A recent data visualization tracking combined daily flight counts for major Gulf airlines—Emirates, Air Arabia, Etihad Airways, flydubai and Qatar Airways—offers a striking view into that recovery. The chart shows a dramatic collapse in operations immediately after the shutdown, followed by a gradual but uneven rebound through March. It is more than an aviation story. It is a lesson in resilience, network economics and the strategic importance of the Gulf as a global transport corridor.

Before the closure, the five carriers together were operating at a scale exceeding 2,000 daily flights. That volume underlined the Gulf’s unique role in international aviation. Unlike many regions that rely heavily on domestic traffic, Gulf carriers are built around transfer models, long-haul connectivity and highly synchronized scheduling. Their ecosystems are designed to move passengers between Asia, Europe, Africa and the Americas with extraordinary efficiency.

Then came the shock.

The chart shows a steep plunge around the start of March, with total daily flights falling almost to zero at the lowest point. Such a collapse is rare in commercial aviation and reveals how dependent the region’s airlines are on open skies and uninterrupted routing. In hub-driven systems, even a short interruption can produce outsized effects. Aircraft rotation plans are disrupted. Crews fall out of position. Slots are lost. Demand weakens. Confidence drops.

Yet the recovery pattern is what stands out most.

Rather than bouncing back instantly, Gulf airline traffic rebuilds in layers. Emirates appears to re-establish the largest share first, reflecting both the scale of its fleet and the central role Dubai plays in global connectivity. flydubai also emerges as a critical recovery engine, demonstrating the value of flexible regional networks in restoring throughput. Etihad Airways, Air Arabia and Qatar Airways contribute to the rebound more gradually, rebuilding the regional aviation mosaic piece by piece.

This matters because in aviation, recovery is not simply about putting planes back in the air. It is about restoring trust in the system. Airlines must ensure route viability, passenger demand, operational readiness and diplomatic clarity around airspace access. A flight schedule is not just a timetable; it is a commercial signal. Every added frequency says the carrier believes the market is returning.

The Gulf’s airline sector has long been one of the clearest examples of aviation as economic strategy. These are not merely transport companies. They are instruments of trade, tourism, investment and national branding. When their networks contract, the economic implications extend far beyond airports. Hotels, logistics firms, convention centers, retailers and tourism boards all feel the impact.

That is why the chart’s late-March recovery, though incomplete, should be read as a meaningful sign of stabilization. Combined flight counts remain well below pre-shutdown levels, but the trend line is unmistakably upward. By the end of the month, the market has not returned to normal, but it has moved from paralysis to managed rebuilding.

For investors, policymakers and tourism leaders, the message is clear. The Gulf aviation model remains vulnerable to geopolitical shocks, but it is also remarkably adaptive. Its recovery capabilities are rooted in scale, capital strength, fleet sophistication and the strategic importance of its hubs. These advantages allow the region’s airlines to restore momentum faster than many competitors could under similar conditions.

There is another lesson here as well. In a world increasingly shaped by political uncertainty, aviation resilience is becoming a competitive asset. The winners will not simply be the airlines with the largest fleets or most prestigious brands. They will be the ones best able to absorb shocks, reroute intelligently and re-enter the market with discipline and speed.

The Gulf carriers have not fully recovered in this snapshot. But they have demonstrated something arguably more valuable than a fast return to normal: operational endurance under pressure.

And in today’s global economy, endurance may be the new premium.

As the war in the Middle East reshapes global travel routes, tourists are increasingly redirecting their plans toward destinations perceived as safer and more stable. Kazakhstan has emerged as one of the unexpected beneficiaries of this shift. Its relative political stability, visaexemption policies, and extraordinary natural landscapes—ranging from vast steppes to magical lakes and dramatic mountain ranges—have positioned the country as a compelling alternative for travelers seeking security without sacrificing adventure. In these uncertain times, Kazakhstan is increasingly seen as a safe and attractive choice, fueling a potential surge in international arrivals.

This trend was already anticipated last year. An EURACTIV article titled “Kazakhstan, the Next Frontier of European Tourism” suggested that the country was on track to become a new favorite among European travelers. Kazakhstan’s massive investments in tourism are beginning to bear fruit, as highlighted by Euronews in its piece “Kazakhstan Aims to Make Tourism a €10 Billion Sector by 2029.”

French writer Arthur, contributing to Atlas-monde.net, captured this momentum by stating that “Kazakhstan is now establishing itself as an essential destination for travelers seeking adventure, wild nature, and cultural heritage.” Similarly, Zajmi, writing for EURACTIV, emphasized that “as travelers look for more authentic, sustainable, and off-the-beaten-path destinations, Kazakhstan appears as a promising choice. With its spectacular landscapes, its nomadic heritage, and the continuous development of its infrastructure, the largest country in Central Asia is positioning itself as both accessible and attractive.”

Adding to this growing recognition, Kazakhstan was recently ranked among the top ten best places to live by the prestigious Italian magazine Dove Travel, further boosting its international profile.

Kazakhstan and the Growth of Tourism

The year 2024 marked a period of explosive growth for Kazakhstan’s tourism sector. Investments reached $822.6 million in the first semester alone, reflecting both domestic ambition and rising global interest.

Why Kazakhstan?

Kazakhstan’s cultural identity is a unique blend of Russian, Mongolian, Turkic, and Persian influences—a civilizational mosaic that gives the country immense potential to attract tourists from China, Turkey, and Europe, as noted by Ra^haem Ruiz. Those who celebrated Navruz in Kazakhstan were arguably among the luckiest travelers on Earth, experiencing one of the most vibrant and meaningful cultural festivities in Central Asia.

The country’s appeal for European tourists lies in the extraordinary diversity of its natural environments:

• deserts and endless steppes
• the beaches of the Caspian Sea
• ski resorts
• modern cities such as Almaty and Astana
• museums and cultural institutions
• nomadic traditions, yurts, and horse culture
• a distinctive gastronomy, including the iconic beshbarmak
• the Silk Road heritage, including UNESCO sites in the historic city of Turkistan

Kazakhstan is also renowned for its 14 national parks, which welcomed 2.8 million visitors in 2024, representing an 18% yearonyear increase.

Why Europeans Are Choosing Kazakhstan?

One of the strongest incentives is the visafree regime. Citizens of all EU member states can travel to Kazakhstan without a visa for up to 30 days. This convenience makes spontaneous travel possible—one can book a ticket today and fly tomorrow without bureaucratic hurdles.

In 2024, nearly 180,000 Kazakh citizens applied for a Schengen visa, with Germany being the top destination. This growing demand could pave the way for reciprocity agreements or a relaxation of visa conditions between Kazakhstan and the European Union.

A Digital Nation

Kazakhstan is investing heavily in digital platforms to enhance the travel experience. The SafeTravel.kz application provides realtime safety information and direct communication with law enforcement. According to research by Zajmi (2025) for EURACTIV, this digital convenience significantly simplifies travel planning and daily logistics, making the country increasingly attractive to European tourists.

Infrastructure is also evolving. A new airport will soon provide direct access to KatonKaragay National Park, while improvements to the transborder railway network—including onboard border controls—will make travel across Central Asia smoother and more welcoming.

Conclusion: Kazakhstan at the Crossroads of Continents

Situated at the meeting point of Europe and Asia, Kazakhstan is rapidly emerging as a major tourism destination. Its visaliberalization policies, modern infrastructure, and digital innovations are attracting European travelers in search of unique, authentic, and sustainable experiences.

As tourism becomes a central component of Kazakhstan’s international identity, opportunities for deeper cooperation with the European Union are expanding. The country is filled with natural wonders that remain largely unknown to the wider world.

In the east, KatonKaragay captivates visitors with its crystalclear lakes, thermal springs, and majestic peaks such as Mount Belukha. Further north, the Korgalzhyn Reserve draws photographers from around the world with its wild flamingos. In the south, SayramUgam, still a hidden gem, offers trails leading to glacial lakes surrounded by vibrant alpine flora.

Kazakhstan is not merely a destination—it is an emerging frontier where nature, culture, and modernity converge. As global tourism continues to evolve, the country stands ready to become one of the most exciting new horizons for European travelers.

For Syria, this is not a marginal question. Before the war, the country was one of the Middle East’s most historically layered destinations: Damascus, among the world’s oldest continuously inhabited cities; Aleppo, long a commercial and cultural crossroads; Palmyra, Bosra, and a constellation of religious, archaeological and urban heritage sites that gave Syria a tourism identity few countries could replicate. War did not erase that civilisational depth, but it devastated the infrastructure, institutions and perceptions that turn heritage into a functioning visitor economy. The challenge today is not to invent a tourism story, but to make an old one investable again.

That is why the post-war tourism debate in Syria must be understood in structural terms. Rebuilding tourism is not only about marketing the country to foreign visitors. It is about restoring roads, airports, utilities, hospitality standards, workforce capacity and regulatory clarity. It is also about signalling that Syria can move from fragmented recovery to a more coherent development path. The Syrian government has increasingly framed tourism as one of the sectors capable of generating employment, attracting foreign capital and reconnecting the country to regional economic networks. Recent official statements describe the sector as entering a new phase centred on sustainability, modernization and long-term investment.

There are signs that Damascus wants to move from rhetoric to execution. In January 2026, Syrian state media reported the launch of a government-backed programme to improve hotel services, while earlier measures included memorandums with outside investors to rehabilitate and develop tourism facilities. In May 2025, the Ministry of Tourism signed an MoU with a Saudi-Qatari consortium to restore and develop several tourism sites, explicitly linking the effort to job creation, operational upgrades and a more sustainable tourism economy.

Official figures suggest that momentum, however fragile, is beginning to reappear. According to Minister al-Salhani, Syria received around 3.56 million tourists in 2025, with the number of Arab and foreign visitors rising by 80% from December 2024 to November 2025. Such figures should be treated as a measure of returning movement and confidence rather than proof of full recovery. But they are politically important. They allow the government to argue that tourism is one of the first sectors where visible gains can be made if stability improves and investment barriers ease.

This is where the wider geopolitical and economic environment matters. The minister has publicly argued that Syria’s tourism recovery is tied to its reintegration into regional and international systems, and that removing barriers to investment and cross-border exchange would accelerate recovery. In official remarks from late 2025, he described Syria’s ambition to improve service quality, attract foreign capital and reposition itself as a cultural and humanitarian destination in the region. Whether that ambition can be realised will depend less on slogans than on the country’s ability to create predictable conditions for investors, operators and travellers alike.

For tourism investors, Syria presents both an extraordinary narrative and an obvious dilemma. The opportunity lies in scarcity and significance. Very few destinations in the world combine religious tourism, archaeological depth, Mediterranean access, urban history and symbolic post-conflict recovery in the way Syria does. But such assets alone do not bring capital. Investors will look for clarity on land use, legal protections, payment systems, partner credibility, insurance, security and international connectivity. Post-war tourism only becomes bankable when sentiment is matched by institutions.

This is precisely why high-level dialogue matters. The discussion between WTFI and the Syrian Ministry of Tourism is significant not merely as a diplomatic courtesy, but as part of a larger question: what model of tourism development should guide Syria’s return? There is a narrow version, focused on reopening selected sites and restoring visitor numbers. And there is a broader version, in which tourism becomes an anchor for urban renewal, SME growth, skills development, heritage protection and international partnerships. The second path is harder, but more durable.

For Syria, the tourism sector cannot be rebuilt as if the war were simply an interruption. The post-war tourism economy must be redesigned to reflect new realities: more cautious capital, more demanding travellers, stronger expectations around sustainability, and a greater need to balance national identity with international standards. If done well, tourism could help Syria restore both revenue and reputation. If done poorly, it risks becoming a symbolic sector with limited developmental spillover.

The country’s long-term advantage remains unmistakable. Syria does not need to fabricate authenticity; it has more of it than most destinations could hope for. What it needs is a framework that can translate memory into policy, heritage into product, and recovery into confidence. In that sense, tourism is not a side story in Syria’s future. It may become one of the clearest tests of whether reconstruction can move beyond physical rebuilding and toward economic reactivation with global relevance.

At the World Tourism Forum Institute, we believe countries emerging from conflict require more than sympathy; they require platforms, partnerships and long-term strategic engagement. Syria’s road will be complex, but its tourism potential remains substantial. The real question is no longer whether Syria has a tourism story. It is whether it can now build the institutions and confidence needed to tell that story again to the world.

In a global travel economy increasingly shaped by the search for originality, Angola stands out for one simple reason: it still feels undiscovered. At a time when investors are looking beyond saturated destinations and toward places with long-term brand potential, Angola offers something rare — scale, authenticity and the chance to build early in a market that is only beginning to reveal its tourism value. Recent policy moves to simplify tourist entry, together with broader national efforts to attract investment and modernize infrastructure, are helping position the country as a serious destination for tourism-led capital.

What makes Angola so compelling is that its tourism promise is not limited to one niche. It is a country with a long Atlantic coastline, rich biodiversity, powerful cultural identity and a geography that allows for multiple destination stories to develop at once. Beach tourism, eco-tourism, adventure travel, cultural circuits, marine experiences and luxury retreats can all coexist within the same national tourism strategy. That breadth matters because the most successful tourism destinations are rarely built on a single attraction; they are built on layered experiences. Angola has the natural ingredients for exactly that kind of growth.

The coastline is one of Angola’s most obvious tourism assets. Stretching along the Atlantic, it offers the type of waterfront potential that global hospitality investors understand immediately: resorts, marinas, leisure developments, branded residences and beach destinations with room to grow. In an era when coastal tourism remains one of the world’s most bankable segments, Angola presents the opportunity to create premium destinations in a market that is not yet overcrowded. For investors, that means more than land value. It means destination-making power.

Beyond the coast, Angola’s natural landscape creates an equally powerful investment case. The country’s broad territory, scenic diversity and underdeveloped eco-tourism profile give it the kind of exclusivity that high-value travelers increasingly seek. Around the world, tourism demand is shifting toward meaningful experiences, open spaces and destinations that still feel authentic. Angola fits that mood exceptionally well. Its tourism future is not about copying mature leisure markets, but about offering something more distinctive: a sense of discovery.

Culture adds another layer of appeal. Angola brings together African heritage, Lusophone influence, music, cuisine and a strong national identity that can be translated into a highly differentiated destination brand. For modern tourism investors, culture is not a side note — it is one of the main engines of value creation. Destinations that can tell a unique story tend to travel further in the global imagination, attract more media attention and build stronger emotional connection with visitors. Angola has that storytelling power.

One of the clearest signals of momentum is Angola’s move to make travel easier. Presidential Decree 189/23 introduced tourist visa exemptions and simplification measures for a broad group of countries, reducing a major friction point for international visitors. In tourism, accessibility is often the first real investment signal. A country can have exceptional assets, but if entry remains difficult, growth is slower. Angola’s decision to ease access shows that it understands the fundamentals of destination competitiveness.

That momentum is reinforced by Angola’s broader investment narrative. The country is actively promoting privatization, business facilitation and new capital partnerships, while positioning itself more confidently in logistics, trade and infrastructure development. For tourism investors, this wider reform energy matters because successful destinations do not grow in isolation. They benefit from better roads, improved connectivity, upgraded services and stronger institutional openness to foreign capital. Tourism tends to accelerate when the surrounding investment climate begins to move in the same direction. Angola appears to be entering exactly that phase.

Infrastructure is also strengthening the long-term tourism case. Strategic projects linked to Angola’s ports and transport corridors, including the Lobito axis, are helping elevate the country’s role as a gateway between regional markets and global trade routes. While these projects are often discussed through an economic lens, they also support tourism over time by improving accessibility, visibility and investor confidence. In emerging destinations, infrastructure development has a multiplier effect: it supports not only commerce, but also the movement of visitors, hospitality brands and tourism services.

For hotel groups and hospitality developers, Angola is especially attractive because it is still early. In mature tourism markets, the challenge is often differentiation. In Angola, the opportunity is creation. This is a market where a high-quality resort, boutique hotel, eco-lodge, business hotel or mixed-use tourism development can become a category-defining asset. First movers do not simply compete in the market; they help define the market. That is one of the most valuable positions an investor can hold.

There is also a natural business-travel dimension to Angola’s tourism story. As the country continues to develop its investment profile and expand its role in regional commerce, demand for executive hospitality, meetings infrastructure, premium accommodation and event-driven travel is likely to deepen alongside leisure growth. That dual demand base can be especially attractive for investors because it supports year-round activity and broadens the customer mix. In other words, Angola’s tourism potential is not only scenic; it is also commercial.

Another reason Angola feels timely is global traveler behavior itself. International tourism is increasingly rewarding destinations that feel fresh, exclusive and underexplored. Travelers who once gravitated only toward established names are now actively seeking places that offer novelty and a stronger sense of place. Angola fits that shift perfectly. It is not trying to be a copy of somewhere else. It has the opportunity to emerge on its own terms, with its own tourism identity and investment logic. That independence can become one of its greatest strengths.

For visionary investors, that may be the most important point of all. Angola is not merely a destination with attractive tourism assets; it is a destination with timing. The country has coastline, culture, scale, authenticity and a policy environment that is becoming more open to international visitors and capital. Markets like this do not stay early forever. The destinations that attract the strongest long-term tourism brands are often the ones identified before the rest of the market catches up. Angola increasingly looks like one of those places.

Angola’s tourism promise is no longer just about potential. It is about positioning. In a world eager for the next destination story, Angola has the landscape, the character and the investment space to become one of Africa’s most exciting tourism growth narratives. And for those who move early, that story may prove exceptionally rewarding.

In fact, once the conflict de-escalates, the UAE may not simply recover. It may consolidate its position as the region’s undisputed tourism powerhouse.

That is not a romantic assumption. It is a structural one.

The countries that emerge strongest after geopolitical shocks are usually not those untouched by disruption, but those with the deepest infrastructure, the strongest institutional credibility and the clearest global market positioning. On all three fronts, the UAE stands apart. Dubai and Abu Dhabi are no longer competing merely as regional destinations; they are operating as global platforms for tourism, aviation, investment, hospitality and events.

That distinction matters.

When uncertainty reshapes traveler behavior, demand typically flows toward destinations that feel safest, most organized and most reliable. In the post-conflict phase, international travelers, airlines, investors and event organizers are unlikely to reward ambiguity. They will reward continuity. The UAE has spent years building exactly that brand.

Dubai, in particular, has become more than a leisure city. It is a logistics hub, a premium stopover market, a global retail destination, a cruise gateway and one of the world’s most recognizable tourism brands. Abu Dhabi, meanwhile, has matured into a complementary force, combining culture, luxury, sports, entertainment and institutional tourism strategy under a more diversified visitor economy. Together, they create a tourism ecosystem few regional competitors can match.

This is why the UAE’s post-war advantage could become more pronounced, not less.

In moments of regional instability, perception becomes currency. Travelers who may once have considered several Middle Eastern destinations often narrow their choices quickly. Airlines do the same. So do conference organizers, luxury tour operators and global hospitality investors. In that environment, the UAE benefits from a powerful competitive edge: it is already familiar, already connected and already trusted by international markets.

That trust is one of the most undervalued assets in tourism economics.

A destination can build hotels, airports and attractions. Building confidence is far harder. The UAE has done both. Its tourism model is supported by world-class aviation, streamlined visitor services, high-capacity accommodation, diversified source markets and a government apparatus that understands the strategic value of tourism not as a side industry, but as a pillar of national competitiveness.

That last point is essential.

For the UAE, tourism has never been treated as seasonal demand generation alone. It has been positioned as part of a larger economic architecture tied to trade, aviation, real estate, global events, investment promotion and soft power. This integrated model gives the country unusual resilience. When one segment slows, others continue to support momentum. Business travel feeds hotels. Airlines feed stopovers. Events feed restaurants, retail and premium transport. Tourism in the UAE is not a silo; it is an ecosystem.

And ecosystems recover faster than isolated sectors.

There is also a market share story embedded in this crisis. Post-war recovery across the Middle East is unlikely to be even. Some destinations may take longer to restore traveler confidence. Others may face slower airline normalization or weaker international messaging. The UAE does not need every market in the region to recover at the same speed in order to win. It simply needs to recover faster than the alternatives.

That is a realistic scenario.

If the conflict subsides, Dubai and Abu Dhabi could capture redirected leisure demand, larger stopover volumes, premium travel seeking reassurance, and a greater share of MICE and corporate mobility flows. Investors, too, may view the UAE even more favorably as a stable operating base in a region where stability itself has become a premium asset.

In other words, crisis may strengthen the UAE’s relative advantage.

This does not mean the country is immune to near-term pain. Aviation disruption, higher insurance costs, volatile fuel prices and shifts in booking sentiment are real pressures. No serious analysis should dismiss them. But long-term winners in tourism are often defined less by whether they face shocks and more by how convincingly they absorb them.

The UAE has repeatedly shown an ability to do exactly that.

Its brand has been built not only on luxury and spectacle, but also on predictability, speed and execution. In a post-war environment, those qualities will matter more than ever. Travelers will place greater value on seamless airports, dependable airlines, strong safety perception, digital convenience and destinations that signal normalcy from the moment they land.

That is where the UAE’s true competitive power lies.

The bigger story, then, is not whether UAE tourism can rebound after the Iran-Israel-U.S. war. It is whether the crisis will ultimately accelerate a trend already underway: the UAE’s rise from a leading regional tourism market to an even more dominant global travel and mobility hub.

That possibility should not be underestimated.

Because when the region reopens psychologically—not just operationally—the destinations best positioned to win will be those that represent certainty in an uncertain geography. The UAE has spent years investing in that identity.

And once the war ends, that investment may pay off at an even higher level.

The recent Iran-Israel-U.S. tensions have brought renewed attention to the resilience of the food and beverage sector across the Gulf. In particular, the UAE and Qatar offer two important examples of how sophisticated markets respond to regional uncertainty. Both countries have built dynamic hospitality and foodservice industries, strong consumer markets, and advanced logistics ecosystems. At the same time, like many economies in the region, they remain connected to global food supply chains, making stability in transport and procurement especially important.

This is not a story of disruption alone. It is equally a story of adaptation, planning, and resilience.

A Sector Sensitive To Regional Uncertainty

The food and beverage industry is often one of the first sectors to feel the indirect effects of geopolitical developments. Even when there is no direct shortage, changes in shipping conditions, insurance costs, delivery schedules, and supplier confidence can influence the broader market.

For restaurants, hotels, catering companies, and retailers, this creates a more complex operating environment. Procurement teams may need to secure inventory earlier, diversify suppliers, or rethink pricing strategies. Businesses that depend on premium imported ingredients or just-in-time delivery models can feel this pressure more quickly than others.

In that respect, the current regional climate has encouraged F&B companies to place even greater emphasis on contingency planning and supply-chain flexibility.

The UAE: Scale, Sophistication And Strategic Importance

The UAE remains one of the region’s most significant food and beverage markets, supported by world-class infrastructure, international trade links, and a highly developed hospitality sector. Its role as a major logistics and re-export hub gives it considerable commercial strength, while also making it more closely tied to the rhythm of regional and global supply flows.

That means periods of geopolitical tension can have a noticeable effect on costs, procurement planning, and operational predictability. For many businesses in the UAE, the challenge is not necessarily availability, but maintaining consistency, efficiency, and margin stability in a more volatile environment.

This is especially relevant in a market where hospitality standards are high and consumer expectations remain strong. Hotels, fine-dining restaurants, large catering operators, and retail chains all rely on timely access to imported goods, stable pricing, and reliable transport channels.

Still, the UAE’s institutional capacity, infrastructure base, and market depth provide it with significant tools to manage such periods effectively. The strength of its logistics ecosystem remains one of its biggest advantages.

Qatar: Resilience Shaped By Experience

Qatar offers a slightly different but equally compelling case. Over recent years, the country has placed notable emphasis on food security, local production, and import diversification. As a result, it enters periods of regional uncertainty with a framework that is already more focused on resilience and self-sufficiency in selected categories.

That experience has helped strengthen the country’s approach to strategic reserves, alternative sourcing, and domestic food production. While Qatar remains part of the same broader regional trade environment, its investments in food security have improved its ability to absorb external shocks more smoothly in certain segments.

For the food and beverage sector, that translates into greater confidence in essential supply categories, even as imported specialty goods and premium products may still face some cost or timing pressures.

Rising Costs, More Than Rising Risks

Perhaps the most important impact of geopolitical tension on the F&B sector is not dramatic disruption, but gradual repricing.

Freight costs can increase. Insurance premiums may rise. Delivery windows can become less predictable. Businesses may choose to hold more stock, which increases storage and financing costs. Over time, these adjustments influence procurement budgets, menu pricing, and operating margins.

This is particularly relevant in the Gulf, where food and beverage businesses often balance international sourcing with high consumer expectations. In such markets, the challenge is not simply securing supply, but doing so while protecting brand standards, customer experience, and profitability.

A Moment For Strategic Adjustment

For operators in both the UAE and Qatar, the current environment highlights a broader business lesson: resilience in the food and beverage sector depends not only on demand, but on supply-chain design.

Companies that diversify sourcing, build stronger supplier relationships, invest in forecasting, and develop flexible inventory strategies are likely to be in a stronger position. Likewise, local and regional production partnerships are becoming increasingly valuable—not only from a food-security perspective, but also from a commercial one.

In this sense, the present moment may accelerate a more structural shift in the region’s F&B landscape. What was once viewed primarily as an efficiency-driven sector is now also being shaped by resilience, risk management, and long-term supply security.

A More Mature Regional Food Economy

The broader takeaway is a constructive one. The Iran-Israel-U.S. tensions have certainly added pressure to the regional operating environment, but they have also highlighted how far Gulf markets have come in building more adaptive and responsive food systems.

For the UAE, the moment underscores the importance of agile logistics and strong market coordination.

For Qatar, it reinforces the value of sustained investment in food security and domestic capacity.

For both, it is a reminder that in today’s environment, the future of the food and beverage sector will be shaped not only by consumer demand and tourism growth, but also by preparedness, flexibility, and the ability to respond calmly to external uncertainty.

Meliá Chiang Mai’s restaurants Laan Ha Kitchen and MAI Restaurant and Bar have also each been awarded the prestigious “Chiang Mai Green Kitchen” certificate the fourth consecutive year for ongoing sustainability efforts as part of Thailand’s Green Kitchen project.

Supported by the Tourism Authority of Thailand (TAT) and the Thai Health Promotion Foundation, Green Kitchen 2026 promotes organic and sustainable food concepts with participation from 44 restaurants and hotels in Chiang Mai.

Chef Billy was recognised for his leadership championing a more sustainable and resilient food system by working closely with farmers, chefs, educators and the wider community. He helps local farmers co-design crop calendars better aligned with seasonal cycles and kitchen demand. These efforts reduce production risks, as well as support food security and income stability for farmers.

He advises farmers in food business planning and marketing to allow them to transition from raw material producers to “food system entrepreneurs” with a stronger understanding of costs, value creation and market demand. Chef Billy also promotes youth engagement through the “Young Chefs” program that encourages university students to learn about organic vegetables, food origins and environmental responsibility.

“I’m humbled to receive this award and be named alongside the other recipient of the Green People award, Thida Woranet from Rimping Supermarket,” Chef Billy said. “While my name is on the award, it recognises our hotel’s management and culinary team, and local farmers and producers who have all played a crucial role in developing a more responsible food system.”

To contact Meliá Chiang Mai or to make a booking visit https://www.melia.com/en/hotels/thailand/chiang-mai/melia-chiang-mai/index.htm

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Chef Billy also promotes youth engagement through the "Young Chefs" program that encourages university students to learn about organic vegetables, food origins and environmental responsibility.

About Meliá Hotels & Resorts

Meliá Hotels & Resorts is the best-known international brand in the portfolio of the Meliá Hotels International company; it has more than 100 city and resort hotels in the main leisure and business destinations of Europe, Asia, Africa and America. The brand offers exemplary meetings and events facilities in all important business cities as well as in exotic locations, catering to the ever-expanding conference and incentive travel market. As part of its innovation philosophy and new positioning, Meliá Hotels & Resorts has reinvented itself to cater to every aspect of the guests’ wellbeing. Unique experiences are created for guests and are defined by relaxation, quality time and personalised services. For a balanced lifestyle, Meliá Hotels & Resorts instinctively understands the guests’ needs and lifestyle expectations, which is an integral part of its redefined identity. Follow Meliá Hotels & Resorts on Twitter @MeliaHtlResorts, Facebook @Melia.Hotels and Instagram @meliahtlresorts. www.melia.com.

About Meliá Hotels International 

Founded in 1956 in Mallorca (Spain), Meliá Hotels International operates more than 380 hotels (portfolio and pipeline) throughout more than 40 countries, under the brands Gran Meliá Hotels & Resorts, Paradisus by Meliá, ME by Meliá, Meliá Hotels & Resorts, The Meliá Collection, INNSiDE by Meliá, Sol by Meliá, and Falcon’s Resorts by Meliá, plus a wide portfolio of affiliated hotels under the “Affiliated by Meliá” network. The Group is one of the leading companies in resort hotels worldwide, while also leveraging its experience to consolidate the growing segment of the leisure-inspired urban market. Its commitment to responsible tourism has led the Group to become the most sustainable hotel company in Spain and Europe, according to the last S&P Global Corporate Sustainability Assessment (Silver Class). It also has ranked seventh in the Wall Street Journal's list of the 100 most sustainably managed companies in the world (and the leading travel company) and is the only Spanish travel company included in the list of “Europe’s Climate Leaders 2021” by Financial Times. Meliá Hotels International is also included in the IBEX 35 Spanish stock market. For more information, visit www.meliahotelsinternational.com

About Asset World Corp Public Company Limited    

Asset World Corp Public Company Limited is a holding company under TCC Group operating leading integrated lifestyle property development in Thailand. The company has two main businesses consisting of the Hospitality business managed by top hotel executives of world-renowned hotel brands such as Marriott, The Luxury Collection, Okura, Banyan Tree, Hilton, and Sheraton and Retail, Wholesale and Commercial properties whose projects include 1) Retail and Wholesale including lifestyle travel destinations, community shopping malls, community markets, and wholesale business real estate. Popular real estate projects consist of ASIATIQUE the Riverfront Destination, Gateway at Bangsue, AEC Trade Center – Pantip Wholesale Destination, and Tawanna Bangkapi and 2) Commercial buildings including the famous Empire Tower and Athenee Tower located in Bangkok’s central business district.  

The vessel, named Four Seasons I, will feature just 95 suites and is set to sail across the Mediterranean during the summer months before relocating to the Caribbean and the Bahamas in winter.

Mediterranean Summers, Caribbean Winters

Seasonal itineraries will include routes through the Greek islands, the Dalmatian coast with stops in Croatia and Montenegro, and the French Riviera. In winter, voyages will shift to destinations such as St Lucia, Martinique, Barbados and Dominica.

Unlike traditional cruise ships, Four Seasons I will be able to access smaller, exclusive ports and yacht-only harbours, offering a more private and curated travel experience. Shore excursions will focus on bespoke activities, including private cultural tours and reservations at sought-after restaurants.

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Designed for Ultra-Luxury at Sea

Inspired by the golden age of yachting, the vessel draws comparisons to the legendary Christina O, once frequented by icons such as Grace Kelly, Marilyn Monroe, Winston Churchill, and Frank Sinatra.

On board, the yacht will offer a one-to-one guest-to-staff ratio, with all suites featuring floor-to-ceiling windows. The standout accommodation is the 929-square-metre Funnel Suite, complete with three bedrooms, a private lift, outdoor gym and splash pool.

Guests will also have access to the L’Oceana Spa, featuring a hammam, sauna, steam rooms and cold therapy facilities, alongside wellness offerings such as sunrise yoga on deck.

Elevated Dining at Sea

The yacht will house 11 restaurants and bars, including the Horizon Bar with its own plunge pool. Signature dining experiences will include curated tasting menus by Michelin-starred chefs from Four Seasons properties, such as Guillaume Galliot, Yoric Tièche, and Paolo Lavezzini.

Additional highlights include the omakase restaurant Miuna and a Champagne & Caviar terrace, reinforcing the brand’s focus on high-end gastronomy.

Luxury Yachting on the Rise

The move places Four Seasons Hotels and Resorts among a growing number of luxury brands entering the yachting sector.

The Ritz-Carlton Yacht Collection launched its first vessel, Evrima, in 2022, followed by Ilma in 2024 and Luminara in 2025. Meanwhile, Orient Express is preparing to debut its sailing yacht, Orient Express Corinthian, in 2026.

Luxury hospitality group Aman Resorts is also set to expand its maritime offering with the launch of Amangati in 2027.

A Growing Trend in Experiential Travel

The launch of Four Seasons I underscores a broader shift in the luxury travel sector, where brands are increasingly investing in exclusive, experience-driven offerings at sea. With smaller vessels, bespoke itineraries and high-end amenities, luxury yachts are emerging as a preferred alternative to traditional cruising for affluent travellers seeking privacy and personalization.

During a Cabinet of Ministers meeting chaired via the digital system by President Serdar Berdimuhamedov, preparations were reviewed for one of the key spring events: the international forum “TurkmenTravel–2026”, to be held April 14–17, 2026. The agenda includes specialized seminars and roundtable sessions organized jointly with the World Tourism Organization (UNWTO), along with a scientific–practical conference on innovation in the tourism industry. President Serdar Berdimuhamedov instructed that the forum be organized at a high level and that Turkmenistan’s tourism potential be presented in line with government declarations. according to turkmenistan.gov.™. 

The forum will bring together tour operators, airlines, hospitality representatives, and experts in cultural heritage and ecotourism; ca. 100 foreign delegates and ~60 participants from Turkmenistan’s tourism sector are expected. The business program features presentations of new tourism products, discussions on international cooperation, and showcases of modern technological solutions for tourism. A special focus will be placed on ecotourism, ethnographic routes, and health & wellness tourism, with B2B and B2G meetings to expand cooperation between government institutions and the private sector. The event is organized by the Ministry of Culture, the Union of Industrialists and Entrepreneurs, and the Chamber of Commerce and Industry of Turkmenistan, in partnership with Talvas Yoly and Oguz Forum & Expo—according to Business.com

Turkmenistan’s Tourism Potential

UNESCO Sites and Heritage :
Turkmenistan possesses a rich UNESCOinscribed heritage, including three major World Heritage cultural sites—Ancient Merv, KunyaUrgench, and the Parthian Fortresses of Nisa—as well as the transboundary Cold Winter Deserts of Turan and the Silk Roads: Zarafshan–Karakum Corridor. Its intangible heritage includes the traditional Turkmen carpetmaking art, the Kushtdepdi rite of singing and dancing, and dutar craftsmanship and performance—all underscoring the country’s Silk Road history and living traditions, according to UNESCO.

EVisas and Easier Entry
Turkmenistan is following in the footsteps of other Central Asian countries by opening up to tourism, with a law adopted in April 2025 that introduces electronic visas and simplifies entry for foreigners, according to Wein, A. (2025, April 22). Foreigners will be able to apply via a simplified online system without a letter of invitation—a move expected to increase revenues and trade and to emulate regional success stories (Kazakhstan, Kyrgyzstan, Tajikistan, Uzbekistan), according to Travel Tomorrow.

Independent reporting by AP News and The Independent corroborates that the law removes the invitationletter requirement and delegates evisa specifics to presidential regulation.

A Country of UnderExplored Potential
Indeed, Turkmenistan has substantial untapped tourism potential. As a Kazakh website noted: “Within the Central Asian region, Turkmenistan stands out as a country where historical continuity and natural diversity converge, yet its tourism potential remains only partially explored. The territory of Turkmenistan encompasses ancient centers of civilization, key nodes of the Silk Road, architectural monuments of the Islamic era, and unique natural landscapes, forming a solid foundation for the development of cultural and educational tourism.” (QRA Centre).

This includes natural wonders such as the Darvaza Gas Crater (“Door to Hell”) and Yangykala Canyon, alongside Silk Road heritage at Merv and Nisa. Merv is among the largest, bestpreserved oasis cities of the Silk Road; Nisa reflects early Parthian statehood; KunyaUrgench showcases the achievements of Khorezm’s Islamic architecture—according to QRA Centre and UNESCO.

The capital Ashgabat is internationally known for its whitemarble architecture and holds a Guinness World Record for the highest density of white marbleclad buildings—an urban spectacle that itself supports city touris according to www.guinnessworldrecords.com

On the Caspian coast, the Avaza National Tourist Zone offers resort tourism and business/conference facilities, and has hosted major international gatherings; Avaza is a pillar of Turkmenistan’s recreational development strategy, with hotels, parks, and leisure infrastructure—according to official sources from the Turkmen MFA and regional reporting.

 On the official website of the Turkmen MFA, we can read that 

‘The Turkmen part of the Caspian Sea has immense potential for the development of wellness, recreation, and ecological tourism. Currently, tourism is one of the important sectors of Turkmenistan's economy, contributing significantly to the socio-economic development of the country. The presentation ceremony of the Avaza National Tourist Zone held in June 2007 became a world-wide event and became a clear evidence of a new approach to the development of the country's recreation and tourism system.”

The Avaza National Tourist Zone on the Caspian Sea coast in Balkan Province is cementing its reputation as one of Turkmenistan’s leading resort destinations, attracting approximately 150,000 visitors annually according to caspianpost.com

Finally, health & balneological tourism; for example at Mollagara and Archman sanatoria; draws on mineral waters, therapeutic muds, and specialized rehabilitation offerings. 

In the government website, we can read that: 

“The Mollagara resort is located near the city of Balkanabat, on the eastern shore of the ancient Uzboy, and extends to the foothills of the Great Balkan Mountains. The resort's natural resources include therapeutic mud and mineral water rich in healing salt. The sanatorium complex includes a hospital and a medical-diagnostic building with 500 places, a beauty salon with 35 places, a hotel with 170 places, a medical-rehabilitation building, and a children's department with 30 places. There is also a dining room with 250 places, six dormitories with 123 rooms for sanatorium staff and auxiliary facilities”.

Caspian Coast and cooperation with Kazakhstan

If Turkmenistan further opens tourism, together with neighboring Kazakhstan, they could transform the Caspian coast into an ideal destination for European and Asian travelers. In Kazakhstan, Aktau—the principal port city and a major tourism gateway to Mangystau’s dramatic landscapes—has seen a surge in arrivals and infrastructure development (new hotels, projects, a planned Kendirli airport), with >350,000 tourists in the first nine months of 2025 and doubledigit growth, according to regional officials and media. This context suggests strong potential for complementary Caspian itineraries pairing Aktau/Mangystau with Avaza/Turkmenbashi. according to Baisalbek, O. and Astana Times.

Historical and Natural heritages

Turkmenistan has a lot of Natural Wonders. For example, the Darvaza Gas Crater (Karakum Desert), ca. 260 km north of Ashgabat, has burned since the early 1970s and remains the country’s bestknown visitor draw. Yangykala Canyon (“Turkmen Grand Canyon”) in the Balkan region offers multihued cliffs and remote desert scenery, usually accessed by 4×4 from Turkmenbashi or Balkanabat. “Few people have ever heard of, let alone visited, one of Turkmenistan’s most impressive natural attractions” wrote Tony Dunnell for Atlasobscura.com 

The Silk Road cities of Merv, Nisa, and KunyaUrgench form an archaeological backbone for cultural itineraries (UNESCO World Heritage). Among the most important elements of Turkmenistan’s cultural heritage are the AkhalTeke horses.

 Indeed, Turkmenistan is the home country of the most beautiful horses and most beautiful carpets in the whole world.

AkhalTeke horse culture; the turkmen carpet; Kushtdepdi songdance rite; dutar craftsmanship and performance—elements recognized by UNESCO Intangible Cultural Heritage and readily programmable into festival or museum experiences. Turkmen carpets are widely regarded as among the most beautiful and finest in the world, recognized for their intense red colors, incredible knot density, and intricate geometric (medallion) patterns. As a UNESCO-recognized intangible cultural heritage, they symbolize the deep, ancient nomadic traditions of the Turkmen people.

Regarding Turkmen horses, The Times of India ranks the AkhalTeke among the top ten most beautiful horse breeds in the world.

The French traveler Modera wrote in the 19th century: “Turkmen women are real artists, they weave the most beautiful and stronger carpets.”

Turkmenistan has great potential to attract domestic and foreign tourists. Historical monuments shape the country’s unique image, and cultural heritage plays an important role in the development of tourism—forming a basis for tours, programs, and events. Historical records show that sites such as Ancient Anau, Merv, Nisa, Kunyaurgench, AltynDepe, and NamazgaDepe once had thriving cultures (Turkmenistan Government, 2025). 

Seljuk Heritage

Seljuk history is crucial in the history of the Turkic world. The Turkmen/Oghuz/Seljuks are known for founding an empire that later paved the way for the Ottoman Empire, one of history’s greatest (Peacock, A. C., 2015; and Durdyyev & Atdayeva, 2023). (according to UNESCO).

The Mausoleum of Sultan Sanjar (Merv) is one of the most famous monuments of the Seljuk era and is located in Turkmenistan. It is a masterpiece of medieval Islamic architecture, known to attract significant scholarly and tourist interest. The mausoleum contains the tomb of Ahmad Sanjar (r. 1118–1157), one of the Seljuks’ most renowned sultans. It is a large square building topped by a massive dome—once clad in turquoise tiles. The base measures 27 meters per side and the dome rises to about 38 meters, making it visible from a great distance. The exterior brickwork, characteristic of the Seljuk style, creates a striking visual effect—according to Travel Land and qra-center.

Inside, the main chamber houses the sultan’s tomb, and the interior walls are decorated with geometric patterns and inscriptions. Built as a religious and commemorative monument, it blends functional design with expressions of divine authority and celestial symbolism. During Sanjar’s reign, Merv became one of the largest and most prosperous cities of its time, serving as a cultural and economic hub on the Silk Road—according to Travel Land and UNESCO background notes on Merv. 

With TurkmenTravel–2026, Turkmenistan has an opportunity to synchronize policy, product, and promotion and Build crossCaspian itineraries with Aktau/Mangystau to capture travelers already flowing into the Caspian and amplify regional appeal.  The Mangystau Region ranked third nationwide in attracting foreign tourists in 2025, with more than 350,000 visitors recorded in the January-September 2025 period according to Astana Times. 

If these strands are woven together—as the country’s carpets are—the forum can mark the pivot from potential to performance, positioning Turkmenistan as a credible, distinctive Silk Road destination built on heritage, wellness, and desert landscapes.

Here is an analysis of how this geopolitical crisis is redrawing the global aviation map across four key regions.

The era of the "Middle East Super-Hub" is facing a strategic existential threat. As of March 2026, the traditional Silk Road of the sky has been replaced by a logistical nightmare of "no-fly zones," skyrocketing insurance premiums, and electronic warfare .

1. Middle East: The Collapse of the Hub-and-Spoke Model

For decades, Dubai, Doha, and Abu Dhabi leveraged their geographic "vantage point" to capture nearly 14% of global transit activity . That model collapsed almost overnight following the strikes on February 28.

• Physical Destruction: Dubai International (DXB), the world's busiest international airport, suffered a direct blow to its reputation for invulnerability. On March 23, an Emirates Airbus A380 and a Saudia A321 were damaged during strikes, shattering the "safe haven" perception that defined the UAE for 40 years.
• Operational Paralysis: Airspaces over Iran, Iraq, and Syria are now total "no-fly zones." Major Gulf carriers have been forced to suspend over 90% of their networks, with Qatar Airways even relocating nearly a dozen widebody aircraft to Spain for long-term storage.
• The Hub Vacancy: With DXB, DOH, and AUH effectively restricted or sporadically open, over 1.8 million seats were pulled from the market in the first 10 days of March alone .
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2. Asia: The Flight to "Safe" Corridors and Price Hyper-Inflation

As the Gulf corridor closed, the Asia-Europe market—the second-largest global corridor—has been forced into a "forced contraction."

• Fare Hyper-Inflation: For passengers trying to leave the region or fly between Asia and Europe, fares have soared up to seven times higher than pre-war levels . A one-way economy ticket from Bangkok to London recently peaked at $2,265 as travelers scrambled for limited direct seats.
• The Rise of Delhi and Singapore: With Dubai out of the picture, Delhi (DEL) is emerging as a potential "Europe-Asia transit hub," while Singapore’s Changi has seen a 38% surge in booking volumes as a safer alternative for Australia-to-Europe traffic .
• Logistical Detours: Flights are now funneling through a narrow "Northern Bypass" over the Caucasus and Afghanistan or a "Southern Bypass" via Egypt and Saudi Arabia, adding up to 5 hours to journey times and $60,000 in additional operating costs per long-haul flight .
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3. Africa: The Energy Vulnerability and Supply Chain Shock

Africa is arguably the most exposed region to the conflict due to its heavy reliance on Middle Eastern energy refined products.

• The Hormuz Dependency: Approximately 70% of Africa’s jet fuel and kerosene imports pass through the Strait of Hormuz. With the blockade nearly halting shipping, fuel prices at some South African coastal airports spiked 70% in a single week .
• Margin Erosion: While fuel typically accounts for 20-25% of airline costs globally, for African carriers, this has jumped to between 40% and 55% . South African low-cost carrier FlySafair reported an additional cost of $2,071 per flight hour across its fleet.
• Bypassing the Middle East: European carriers are increasingly using the "West African corridor" to fly directly to hubs like Cape Town and Johannesburg, utilizing newly launched "Free Route Airspace" to avoid the Middle East entirely .

4. Europe: Strategic Re-Capture vs. The Green Dilemma

European airlines have found themselves in a unique position: gaining market share while fighting an internal battle over operating costs.

• Market Share Re-Capture: Lufthansa has added 40 extra flights to Asia, and Air France-KLM has deployed 22 additional flights to cities like Delhi, Mumbai, and Singapore to fill the vacuum left by the grounded Gulf majors.
  
   
• The Lobbying War: With jet fuel prices in Northwest Europe hitting $1,259 per metric tonne, European airline CEOs are meeting in Brussels to demand a rollback of "Green Taxes." They argue that mandates for Sustainable Aviation Fuel (eSAF) are an "unequal burden" during a time of energy crisis.
  
   
• Hedging Advantage: Unlike US carriers, European giants (Lufthansa, IAG, Ryanair) had hedged 60-80% of their fuel needs. While this shields them for the next few months, they have already begun adding "fuel surcharges" of up to $200 per ticket to prepare for the unwinding of these hedges .
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The "Invisible War": GPS Spoofing and Electronic Warfare

Beyond the missiles, a quiet battle is confronting pilots: GPS interference has become "endemic."

• Navigation Hazards: Over 1,650 flights and vessels reported GPS spoofing or jamming in a single day in March .
• Teleporting Aircraft: Pilots report navigation systems showing incorrect positions—sometimes hundreds of miles away—triggering phantom "pull up" commands . This has forced a return to traditional "inertial navigation systems" and increased the workload for fatigued crews flying longer routes .
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Aviation Economics: The New Financial Reality (March 2026)

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The 2026 conflict is accelerating a shift toward "Point-to-Point" ultra-long-haul travel. While the Gulf hubs will likely survive in the long term, their "market muscle" is being tested as never before. The future of aviation now depends on who can best manage the "three pillars of survival": fuel hedging, technological resilience against electronic warfare, and the agility to redraw routes in minutes rather than months .

The project, titled Minecraft World, is being developed through a partnership between Mojang Studios and Merlin Entertainments. It will mark the first time the best-selling video game of all time is brought to life as a fully immersive theme park experience.

Designed as a “fully immersive” land, Minecraft World will feature a range of attractions, including a rollercoaster, interactive adventures, and block-inspired play areas. Visitors can also expect themed retail outlets and dining experiences, all built around the game’s iconic pixelated universe.

Angela Jobson, Global Brand Senior Vice President at Merlin Entertainments, said the project aims to translate the creativity and exploration of Minecraft into a real-world setting. She emphasized that the land will allow families and fans to “play, explore and craft together on a truly epic scale.”

Torfi Frans Ólafsson, Senior Creative Director of Entertainment at Mojang Studios, described the development as a key milestone in expanding the Minecraft universe beyond gaming. He noted that the collaboration has focused on creating an experience that feels “immersive, authentic and welcoming” for fans of all ages.

Located in Greater London, Chessington World of Adventures is accessible via a direct train journey of approximately 35 minutes from central London, positioning the new land as a major upcoming draw for both domestic and international visitors.

The launch of Minecraft World reflects a broader trend in the global attractions industry, where major entertainment brands are increasingly investing in immersive, IP-driven experiences to capture new audiences and extend engagement beyond digital platforms.

At the top of the airport rankings, Singapore Changi Airport was named Airport of the Year 2026, marking the 14th time it has received the prestigious title.

In the airline category, Qatar Airways secured the title of World’s Best Full-Service Airline, overtaking Korean Air, which held the top position in 2025.

Hamad International Withdraws

Notably absent from this year’s airport rankings was Hamad International Airport, which placed second in 2025. The Doha-based hub recently announced its withdrawal from external exhibitions, conferences, and awards programs, citing the current situation in the Middle East and Gulf region.

Asian Airports Sweep Top Rankings

Asian hubs dominated the global airport rankings, with all top five positions going to the region. Incheon International Airport ranked second, followed by Tokyo International Airport in third. Hong Kong International Airport and Narita International Airport completed the top five.

A similar trend was seen in the airline rankings, where Cathay Pacific placed second, followed by Singapore Airlines, Korean Air, and STARLUX Airlines.

Europe’s Leading Airports

Europe’s highest-ranked airport was Paris Charles de Gaulle Airport, which placed sixth globally and retained its position as the continent’s top airport for the fourth consecutive year.

It was followed by a strong showing from other European hubs, including Rome Fiumicino Airport in seventh, Istanbul Airport in eighth, and Munich Airport in ninth.

Additional European airports featured in the global top 20 included Helsinki-Vantaa Airport (11th), Vienna International Airport (15th), London Heathrow Airport (16th), Amsterdam Schiphol Airport (17th), and Zurich Airport (19th).

Among special recognitions, Budapest Ferenc Liszt International Airport was named Best Airport in Eastern Europe, while London Heathrow Airport received the award for World’s Best Airport Shopping.

European Airlines in the Global Rankings

In the airline rankings, Turkish Airlines emerged as Europe’s highest-ranked full-service airline, placing seventh globally.

Other European carriers included Virgin Atlantic (13th), KLM (18th), Air France (19th), and LOT Polish Airlines (25th).

Low-Cost and Hybrid Leaders

In the low-cost category, airBaltic ranked as Europe’s top performer, placing fourth globally. Other European low-cost carriers included easyJet (8th), Wizz Air (9th), Ryanair (11th), Jet2.com (12th), TUI Group (13th), Norwegian Air Shuttle (16th), and Vueling (19th).

Meanwhile, Lufthansa was named the world’s leading hybrid airline, recognized for combining low-cost short-haul services with full-service offerings on long-haul routes. The airline was particularly noted for its onboard product, including its new Allegris business class seat and seamless connectivity through major hubs in Munich and Frankfurt.

Other European hybrid carriers featured in the rankings included SWISS, Finnair, British Airways, TAP Air Portugal, Iberia, Air Europa, Scandinavian Airlines, Austrian Airlines, and ITA Airways.

Asia Sets the Pace

Overall, the 2026 rankings reinforce Asia’s dominance in global aviation, with both its airports and airlines continuing to set benchmarks in service quality, passenger experience, and operational excellence.

Opening the briefing, Issetov welcomed the journalists gathered in the ministry’s Kazakhstan Hall and emphasized the importance of the moment. “I warmly welcome you in Kazakhstan… during the period of a significant event for our country – the national referendum on the new draft of the Constitution,” he said, underlining that the vote scheduled for 15 March would mark a major step in the country’s political development.

Throughout his remarks, the Deputy Foreign Minister repeatedly framed the referendum as a historic turning point, stating that “today our country is experiencing a truly historic stage in its development.”

A Reform Built on Three Decades of Statehood

Before outlining the details of the proposed constitutional reform, Issetov reflected on Kazakhstan’s development since independence. The message was clear: the referendum is presented not as a reaction to instability but as the next phase of a long-term national trajectory.

The Deputy Foreign Minister reminded journalists that over the past decades Kazakhstan has built the foundations of an independent state and steadily modernized its economy and institutions. “Over the past years, we've accomplished a lot. We have built an independent state and laid the foundations for sustainable development,” he said. We have to highlight that Kazakhstan has gain a lot of prestige in the whole world with Tokayev.

Economic development and investment in human capital were also highlighted as key achievements. According to Issetov, Kazakhstan has consistently pursued economic diversification while investing heavily in education and science. “We have been consistently developing our economy… while paying particular attention to the development of human capital,” he noted.

This narrative of steady progress set the stage for the central argument of the briefing: that constitutional reform is the logical continuation of the country’s modernization.

Economic Stability Ahead of Political Transformation

During the briefing, Issetov also presented economic indicators intended to demonstrate Kazakhstan’s resilience in an uncertain global environment.

He pointed out that the country’s gross domestic product reached 306 billion US dollars last year, allowing Kazakhstan to enter the list of the 50 largest economies in the world.

Looking ahead, the government expects continued growth. According to forecasts by international financial institutions, the country’s GDP could reach 320 billion dollars by the end of the current year.

Financial reserves were also highlighted as a sign of economic stability. As Issetov explained, “the country’s gold reserves amount to 74 billion dollars, while total reserves stand at 139 billion dollars.”

These figures were presented as evidence that Kazakhstan is entering the constitutional referendum from a position of economic strength.

The Political Reform Agenda

The constitutional reform initiative, according to the Deputy Foreign Minister, stems from a broader transformation agenda initiated by President Kassym-Jomart Tokayev.

“At the initiative of the President of Kazakhstan… large-scale transformations are being implemented,” Issetov told reporters, describing the constitutional reform as a continuation of earlier political changes.

Interestingly, the reform process initially focused on parliamentary changes. However, public discussions soon expanded far beyond that initial scope. “Public discussions that lasted for six months went far beyond this initiative,” he said.

The final result, he suggested, was a comprehensive constitutional redesign rather than a limited institutional adjustment.

New Constitution

A central theme of the briefing was public participation in drafting the proposed constitution. Authorities sought to present the reform as a nationwide process shaped by citizen input.

To gather proposals, a Constitutional Commission of 130 members was established. According to Issetov, the commission reviewed more than 12,000 suggestions submitted by citizens through the government’s digital platforms.

“The Commission carefully reviewed and summarized more than 12,000 proposals submitted by citizens through the state digital platforms eGov and eOtinish,” he explained.

The work of the commission, he stressed, was transparent and inclusive. “It is important to emphasize that the work of the Commission was fully transparent,” he added.

In this context, the reform was linked to the government’s broader concept of a “listening state,” where institutions respond more directly to citizens’ concerns.

The scope of the proposed changes is substantial. According to the government, the amendments affect 84 percent of the current constitution.

As Issetov explained to journalists, “entirely new articles and sections were drafted, and the structure of the Basic Law underwent significant changes.”

However, he emphasized that the importance of the reform lies less in the quantity of amendments than in their meaning. “The novelty of the reform lies not in the number of amendments but primarily in its new conceptual content,” he said.

• Human Rights as the Core Principle

One of the most notable aspects of the proposed constitution is its strong focus on human rights.

According to the Deputy Foreign Minister, the document explicitly establishes that “the individual human life, rights and freedoms are officially proclaimed the highest value.” He also added that The section devoted to the protection of human rights and freedoms has become the most extensive - almost one third of the Constitution (30 articles).

This principle is reflected in the size of the constitutional section devoted to rights and freedoms. Issetov told journalists that it now constitutes nearly one third of the entire constitution.

The philosophical foundation of the reform is captured in a single principle repeatedly emphasized during the briefing:
“The state exists for the individual, not the individual for the state.

He noted that it is the central theme throughout the entire text of the new Constitution.

The draft constitution also introduces a range of legal innovations. Among them are guarantees related to privacy, personal data protection, and digital rights. According to Issetov, the constitution proposes to enshrine these protections at the highest legal level.

The document also introduces provisions strengthening legal safeguards for citizens, including the Miranda rule, which aims to reinforce procedural rights and access to legal assistance.

Together, these measures reflect an effort to align Kazakhstan’s legal framework with modern international standards.

The proposed constitution also restructures the country’s political institutions. According to Issetov, the draft establishes “a model of a strong and competent Parliament, an effective Government, and an independent and transparent judiciary.”

The reforms also expand the role of consultative bodies such as the Kurultai (Turkic name) and introduce the Halyk Kenesi (People’s Council) as a high-level advisory institution.

At the same time, the Halyk Kenesi (People’s Council), as the highest consultative body, will create a reliable channel of feedback between the state and society, including various social and ethnic groups he said.

These structures are designed to strengthen dialogue between government and society and provide new channels for citizen participation.

Transparency

In concluding his remarks, Issetov described the referendum as a response to both domestic aspirations and global challenges.

“The adoption of the new Constitution is a requirement of the time,” he said, emphasizing that the reform aims to strengthen the country’s stability and long-term development.

The Deputy Foreign Minister expressed confidence that the new Basic Law would help build what he described as “a Just, Strong, Safe and Clean Kazakhstan.”

The referendum has attracted significant international attention. According to the Foreign Ministry, 359 international observers and 206 foreign journalists have been accredited to monitor the vote.

Kazakh citizens abroad will also be able to participate. Voting stations have been established at diplomatic missions in 54 countries, operating through 71 election commissions.

Day of the Referendum

Alongside the referendum, Kazakhstan hosted a series of structured briefings in Astana on March 15–16, 2026, designed to inform and support international observers. The program featured representatives from major regional and global organizations. On March 15, sessions began with the Shanghai Cooperation Organisation led by Deputy Secretary General Oleg Kopylov, followed by the Turkic Parliamentary Assembly (TURKPA) with Secretary General Ramil Hasan and colleagues. Later, experts from the Conference on Interaction and Confidence Building Measures in Asia (CICA) addressed new challenges and human dimensions, while the CIS Interparliamentary Assembly presented a diverse panel of parliamentary leaders from Azerbaijan, Armenia, Belarus, Russia, Tajikistan, and Uzbekistan. At 16:00, Omer Kocaman, Deputy Secretary General of the Organization of Turkic States (OTS), delivered his briefing, underscoring the importance of the referendum for the Turkic world. The day concluded with contributions from the CIS Executive Committee, American and Eurasian NGOs, and the CSTO Parliamentary Assembly.

On March 16, the program continued with TURKPA parliamentarians from Azerbaijan, Kyrgyzstan, Türkiye, and Kazakhstan, followed by another SCO session led by Oleg Kopylov. Omer Kocaman again represented the OTS, reaffirming the organization’s support for Kazakhstan’s constitutional reforms. The day also included presentations from the Organisation of Islamic Cooperation (OIC), represented by Imran Sadikhov, and the CSTO Parliamentary Assembly, with speakers from Kyrgyzstan and Russia. This comprehensive schedule demonstrated Kazakhstan’s commitment to transparency, inclusivity, and international engagement during the referendum process.

Among the speakers was Oleg Kopylov (Head of Mission, Deputy Secretary General of the Shanghai Cooperation Organization), who addressed the media about the work of international observers and the organization of the referendum process. His remarks focused on the accessibility of polling stations, the principles guiding observer missions, and the overall atmosphere surrounding the vote.

Accessibility and Conditions for Voters

Kopylov began his remarks by highlighting the measures taken to ensure that all citizens could participate in the referendum process. According to him, particular attention had been paid to accessibility and inclusiveness at polling stations across the country.

He stressed that “opportunities have been created for voters and for citizens — everyone is welcome, including citizens with disabilities.”

He explained that special assistance was available for voters who needed it, noting that “internet and audio assistance services have been provided, as well as additional support mechanisms for people with limited mobility.”

Kopylov added that members of the observation mission had personally verified these preparations during visits to different regions. As he put it, “we traveled to the regions and saw that everything is absolutely ready there,” emphasizing that the level of preparation required “significant effort and major resources.”

Observer Mission

The speaker then described the structure of the international observer mission that he represented.

Observation

He noted the organizational work carried out by Kazakhstan’s authorities, saying that preparations for the referendum had been conducted at a high professional level.

“Organizational and technical preparations for the referendum have been carried out at a high professional level,” he stated.

Observers also noted the use of technological innovations and efforts to inform the public about the proposed constitutional amendments.

According to Kopylov, this contributed to widespread public engagement with the referendum. “We see a high level of public interest in the proposed institutional reforms,” he said.

One of the most visible elements highlighted by observers was the atmosphere at polling stations during the day of voting.

Kopylov described a positive environment, explaining that observers had seen many citizens actively participating in the process.

“We saw people coming to vote with their families and children,” he said, noting that there were also “many young voters.”

In his view, this participation reflected the importance citizens attach to the referendum.

“From our point of view, this demonstrates that citizens attach special importance to the current referendum and shows a high level of public trust in the voting process.”

Media and International Interest

The briefing also emphasized the level of international attention surrounding the referendum.

Observers noted the active presence of journalists and the participation of various international organizations monitoring the process.

Kopylov remarked that “we see active work by the media and strong interest from observers, including representatives of other international organizations.”

Contribution to Democratic Development

In concluding his remarks, Kopylov highlighted the broader significance of the referendum for Kazakhstan’s political development.

According to him, the electoral process represents an important step in strengthening democratic principles and the rule of law.

“The current electoral process — the expression of citizens’ will in the referendum — contributes to the further development of democratic principles and the rule of law in the Republic of Kazakhstan,” he said.

He added that “holding a transparent, inclusive and fair referendum in accordance with international standards is an important condition for the country’s sustainable development and prosperity.”

Closing the briefing, Kopylov wished success to all participants in what he described as an important political event and indicated that the observer mission would present its official findings following the completion of the referendum.

Furthermore, H.E. Ambassador Ismat Jahan, an expert in the human dimension, shared her impressions of the referendum process after observing several polling stations during the voting day. In her remarks, she highlighted the calm and orderly atmosphere that characterized the electoral process.

The Ambassador noted that the voting environment was peaceful and well organized, emphasizing the positive mood among citizens participating in the referendum. She described the process as “calm and peaceful,” adding that it was impressive to see families participating together, including “small children accompanying their parents to the polling stations.” According to her, this presence of families reflected the civic engagement of the population and the importance people attach to participating in the country’s political life.

Ambassador Jahan also commented on the work carried out by those responsible for organizing the vote. She praised the efforts of the election authorities and staff involved in managing the process, noting that “the organizers have clearly put a lot of effort into conducting the voting process.” In her view, the level of preparation demonstrated the commitment of the authorities to ensuring a smooth and orderly referendum.

Another important aspect she highlighted was accessibility. The Ambassador observed that the voting process had been arranged in a way that allowed citizens to participate without major obstacles. She remarked that “everything was accessible,” and emphasized that special facilities were provided for voters who needed assistance.

In particular, she pointed out that polling stations included measures designed for people with disabilities, ensuring that they could vote comfortably and independently. “There were facilities for people with disabilities,” she said, noting that such arrangements are an important component of inclusive electoral processes.

Concluding her remarks, Ambassador Jahan expressed appreciation to the authorities responsible for organizing the referendum. She thanked them for their efforts and stated that her overall impressions of the voting process were positive. As she summarized, “all impressions were good.”

Omer Kocaman, Deputy Secretary General of the Organization of Turkic States (OTS), shared also his reflections on the process, emphasizing the transparency, inclusivity, and adherence to both Kazakh law and international norms.

Compliance with Legal and International Standards

Kocaman highlighted that the referendum was conducted in full accordance with Kazakhstan’s legal framework. He noted that the preparations and recent efforts by the authorities ensured the process aligned with international standards and practices. This compliance, he stressed, was essential for the legitimacy and credibility of the outcome.

During his observations, Kocaman remarked on the strong participation from all segments of society. Citizens from diverse backgrounds, including educators and community members, were actively engaged in the referendum process. He emphasized that this widespread involvement reflected the democratic spirit and collective will of the Kazakh people.

Inclusivity

A notable aspect of the referendum was its inclusivity. Kocaman observed that special arrangements were made to ensure accessibility for individuals with disabilities, allowing them to participate fully. He praised these efforts as a positive reflection of Kazakhstan’s commitment to equal rights for all citizens.

Kocaman congratulated Kazakhstan on successfully organizing the referendum. He expressed hope that the constitutional changes would strengthen the country’s governance and identity, ushering in a new era of reform and dynamism. He also underlined the importance of these developments for the broader Turkic world, noting that Kazakhstan’s progress contributes to the unity and strength of Turkic states.

In closing, Kocaman conveyed his congratulations to the Kazakh people and government. He expressed confidence that the referendum would not only empower Kazakhstan domestically but also enhance its role as a leading state within the Turkic community. The Organization of Turkic States, he affirmed, welcomes these changes with great joy and optimism.

The referendum was monitored by international observers and general supervisors, who were present at polling stations. Their participation underscored the openness of the process and provided additional assurance that the referendum was conducted fairly and transparently.

The global tourism industry has rebounded strongly and is experiencing something of a golden age in 2024. But behind this revival lies a fierce advertising and branding war between nations. Countries are competing not just with their natural beauty, but with multi-million dollar strategic campaigns.

Here is a data-driven look at the world's biggest-spending tourism boards and their strategies.

1. Saudi Arabia: From Oil Giant to Tourism Powerhouse

Estimated Annual Spend: $1 Billion+

Saudi Arabia is the undisputed leader. The tourism sector is a critical pillar of Crown Prince Mohammed bin Salman's "Vision 2030" plan, and the funds allocated are staggering. The country is estimated to spend well over $1 billion annually on international advertising and marketing.

Strategy: To dramatically transform the nation's image through the Red Sea projects, massive entertainment complexes, and high-profile investments in the sports world (Ronaldo, Neymar transfers) to create a complete rebranding.

Focus: Building awareness from the ground up. While profitability is still debated, they are unmatched in creating global visibility.

2. Mexico: Outspending Its Neighbor

Estimated Annual Spend: $600 - $700 Million

Mexico has long been one of the most generous spenders on tourism promotion. Advertising campaigns targeting the U.S. and Canadian markets heavily feature the country's beaches and cultural heritage.

Strategy: Building a massive digital ecosystem around the "Live It to Believe It" slogan through collaborations with famous chefs, musicians, and influencers.

Focus: High return on investment. The number of visitors and revenue generated strongly justifies this budget, particularly with social media engagement rates that outpace competitors.

3. Australia: Far Away, But Unforgettable

Estimated Annual Spend: $150 - $200 Million

Being one of the world's most geographically isolated continents directly impacts the promotional budget. To attract long-haul travelers from Europe and the U.S., Australia must maximize its "wow factor."

Strategy: Blending natural beauty, unique wildlife, and modern city life through the "There's Nothing Like Australia" campaign, while producing specific digital content for the Chinese market.

Focus: Despite being an expensive destination, Australia optimizes its spending by targeting high-budget tourists with the image of a "dream vacation."

4. Greece: Ancient History, Modern Marketing

Estimated Annual Spend: $100 - $120 Million

After budget cuts during the economic crisis, Greece has ramped up its tourism promotion efforts over the last 3-4 years. Digital billboards across Europe and social media feeds are filled with images of Santorini and Mykonos, especially during the summer season.

Strategy: Appealing to a wide range of tourists—from luxury travelers to adventure seekers—with the motto "All You Want Is Greece," along with special campaigns for spring and autumn to extend the season.

Focus: Achieving one of Europe's highest tourist returns with a relatively limited budget through successful targeting.

5. United States: The State-by-State Battle

Official Federal Spend: ~$100 Million (Brand USA)
Unofficial Total: $2 Billion+

The U.S. presents a unique case. At the federal level, the organization "Brand USA" has a budget of around $100 million. However, the real giant budgets are held by individual states and cities competing fiercely against each other.

Strategy: States like New York, Las Vegas, Florida, and California wage their own intense rivalries.

Focus: Florida's "Visit Florida" agency spends $50-80 million annually, while New York spends similar amounts on its "I Love NY" campaign. The total money spent on tourism promotion across the country represents a larger pie than anywhere else in the world.

Analysis: The Digital Shift and Measuring Impact

Looking at this data, a clear trend emerges:

Digital Transition: Countries are allocating 60-70% of their budgets to digital advertising (social media, search engines, influencer marketing). Traditional TV commercials are now a secondary priority.

Niche Targeting: Broad, generic campaigns are disappearing. Countries are creating specific content for distinct groups such as gastronomy enthusiasts, adventure seekers, luxury travelers, or digital nomads.

The Data War: Tourism boards must now measure the real-time return on every dollar spent. They track which ads lead to flight bookings and which videos increase hotel occupancy.

Tourism promotion is no longer just about sharing beautiful photos. It is a sophisticated data science and a global brand management exercise. While newcomers like Saudi Arabia enter the race with enormous budgets, countries like Greece and Mexico aim to claim the largest slice of the pie through more efficient strategies. One thing is certain: this advertising war will only intensify in the years to come.

Maintaining Brand Strength in Uncertain Times

Dubai’s economic model is closely tied to its image as a secure and reliable destination. Yet, the events of late February and early March demonstrated the complexities of managing this image during a period of regional unrest. As part of wider tensions, drone activity affected the vicinity of Dubai International Airport (DXB) and the Burj Al Arab hotel, two of the emirate's most iconic landmarks.   

While defense systems like THAAD and Patriot successfully intercepted approximately 94% of the threats, the visibility of these incidents in residential districts created a significant communication challenge. According to Jim Krane, a fellow at Rice University’s Baker Institute, the immediate physical impact was limited, but the broader challenge lies in reassuring the international community and the expatriate business sector during ongoing conflicts.   

The Challenge of Strategic Communication

In the digital age, the impact of physical events is often magnified by the rapid spread of information online. During the March crisis, authorities observed a surge in AI-powered content, including deepfake videos and repurposed footage of past incidents, which attempted to paint a picture of widespread instability.   

Social media influencers also played a complex role. While thousands of travelers dealt with flight disruptions, some influencers continued to post standard lifestyle content, creating a disconnect that was noted by international observers. This gap in narratives highlighted the difficulty of maintaining a consistent message when official channels and private social media users are operating on different frequencies.   

Strengthening the Regulatory and Technical Shield

The UAE has responded to these communication risks by reinforcing its legal and technological frameworks. Federal Decree-Law No. 34 of 2021, which governs digital conduct and the spread of unverified information, remains a cornerstone of the country's national security strategy.   

Legal Framework: During sensitive periods, publishing or recirculating unverified reports that contradict official statements can result in prison terms of up to two years and fines of AED 200,000 (approximately $54,000).   

Technological Integration: To manage information quality, the UAE Media Council has partnered with AI firm Presight to develop a regulatory platform. This system is designed to analyze digital content in real-time, ensuring it aligns with national safety standards and ethical guidelines.   

Proactive Support for the Tourism Sector

To mitigate the economic effects of the disruptions, Dubai adopted a proactive "visitor-first" strategy. The Department of Economy and Tourism (DET) worked with the private sector to ensure that travelers stranded by airport closures were provided with accommodation and subsistence at the government’s expense.   

Hala Matar Choufany, President for the Middle East at HVS, views these measures as a vital investment in "long-term credibility and brand strength," which is essential for a swift market recovery once regional conditions stabilize. While these efforts focused on international guests, the crisis also highlighted the need for inclusive communication strategies to reach the wider migrant labor force, who often rely on less formal information channels.   

Conclusion: Adapting to the New Normal

The events of March 2026 have shown that for a global tourism leader, security involves both physical defense and the management of digital narratives. Dubai’s ability to intercept physical threats has been matched by an increasingly sophisticated effort to manage the flow of information.

As Dubai continues to navigate the balance between transparency and stability, its model offers a case study for other destinations. In an era of instant global communication, the resilience of a tourism brand is defined as much by its digital fortifications and proactive support systems as it is by its physical landmarks.

1. Conceptual Framework: The Aerial Threat Context

In the context of drone attacks, the traditional crisis cycle must be adapted to account for high-frequency, low-impact events that aggregate into a psychological crisis.

2. Ministries of Tourism: Policy and Information Sovereignty

Government bodies must act as the "orchestrators" of the ecosystem, ensuring that the destination remains functional even under pressure.

Disinformation Control and Legal Frameworks (The UAE Model)

Dronal crises are often amplified by viral, unverified footage. Ministries should implement:

Mandatory Official Sourcing: The public and visitors should be legally encouraged to rely exclusively on official channels (e.g., NCEMA in the UAE).

Influencer Regulations: Implementation of "Advertiser Permits" and content standards ensures that local social media personalities do not inadvertently spread strategic or alarming misinformation.

Anti-Rumor Legislation: Enforcing laws that penalize the sharing of false reports can prevent mass panic and protect the tourism brand.

Tourist Protection and Financial Safeguards

Stranded Visitor Support: Governments should announce plans to cover or subsidize accommodation and living expenses for travelers unable to depart due to airspace closures.

Vise Flexibility: Automatic extension of visas and waiver of overstay fines for visitors affected by flight suspensions.

3. Airlines: Operational Flexibility and Navigation Safety

Airports and flight paths are primary targets for disruption during drone events.

Airspace and Capacity Management

Emergency Air Corridors: Coordination with neighboring countries to open dedicated corridors (e.g., 48 flights per hour capacity) allows for the continued repatriation of stranded individuals.

GPS Spoofing Awareness: Pilots and ground crews must be trained to handle "GNSS interference," which can cause disorienting anomalies like reversed cockpit clocks or false altitude readings. Reversion to traditional navigation aids (VOR/DME) is essential.

Passenger Communication and Repatriation

Direct-to-Passenger Channels: Airlines should communicate directly with confirmed travelers, advising them not to proceed to the airport unless their flight is specifically teyitli (confirmed).

Phased Restoration: A 72-hour restoration plan should prioritize repatriation flights before returning to full commercial schedules.

4. Accommodation Sector (Hotels): Physical Security and "Glass Management"

In modern cities, the primary risk to hotels during aerial interceptions is falling debris and shattered glass facades.

Shelter-in-Place (SOPs)

The Two-Wall Rule: Guests should be moved away from windows to internal corridors or stairwells, ensuring at least two solid walls stand between them and the exterior.

Blast Film Implementation: Applying protective films to glass windows can significantly reduce injuries from flying glass splinters.

Vertical Evacuation: Guests should be moved to lower floors (avoiding ground and top floors if possible) during active alerts.

Logistics and Redundancy

Strategic Stockpiling: Hotels should maintain 4–6 months of essential goods (water, food, medicine) to ensure stability even if supply chains are briefly disrupted.

Independent Systems: Backup generators and offline-capable booking systems are critical in case drone strikes target data centers or power grids.

5. Travel Agencies: Legal Protection and Risk Management

Agencies act as a shield for the traveler's financial and physical interests.

Contracts and Force Majeure

Specific Clauses: Contracts must explicitly define "drone attacks," "missile threats," and "airspace closures" as Force Majeure events to protect the agency from liability for non-performance.

Alternative Routing: Agencies should have pre-planned "Safe Zone Rotations," moving tourists from high-risk urban centers to more insulated desert or rural resorts.

Insurance and Advice

Terrorism Coverage: Travelers should be advised to purchase comprehensive insurance at least 30 days before travel to ensure coverage for acts of terrorism or regional conflicts.

Transparency: Advisors should provide realistic timelines for refunds/rebookings, using vouchers to maintain cash flow while satisfying client needs.

6. Crisis Communication: Balancing Perception and Reality

In a digital age, "perception is reality" for a tourism destination.

One Voice Strategy: A Joint National Media Cell must be activated to ensure all stakeholders (hotels, airlines, police) disseminate consistent, teyitli (verified) information.

Visual Narrative: Counters the viral images of "aerial fireworks" with live streams showing the normal operation of daily life and high interception success rates (%90+) to rebuild confidence.

Holding Statements: Release initial statements within the "Golden Hour" acknowledging the situation and detailing the safety steps being taken.

The Era of Hybrid Resilience

Managing tourism in "tough times" like drone strikes is not just about waiting for the smoke to clear; it is about "Defense-Tourism Integration." Destinations that can demonstrate a multi-layered air defense, transparent communication, and robust support for stranded travelers will not only survive but will emerge as the "new standard" for secure travel in an unstable world.

The incident in Dubai was more than a localized security breach; it was an economic signal to insurers, networks, and the millions of passengers who rely on the Gulf as a global transit point. As two unmanned aerial vehicles (UAVs) fell near the world's busiest international airport, the physical damage was secondary to the strategic realization that the "super-connector" model is now navigating a landscape of persistent vulnerability.

The $100 Billion Hub at Risk

The rise of the Gulf as the center of gravity for global aviation was a calculated project. By 2025, Dubai International had achieved record performance, handling 95.2 million passengers. The system was predicated on geographical centrality and the ultra-modern facilities of "Dubai Inc.". However, as the industry has seen, aviation and tourism remain hypersensitive to external shocks.

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The structural design of these hubs relies on "bank structures"—timed intervals where waves of flights arrive and depart in synchronized windows. This model is extremely brittle; a sixty-minute closure for a drone threat can lead to a 200% increase in failed transfers as arrival waves collide with departure windows.

Operation Epic Fury and the Asymmetric Threat

The March 2026 crisis stemmed from an escalation involving the US, Israel, and Iran. The conflict saw retaliatory strikes targeting civilian infrastructure, including the Saudi Aramco complex and the Ruwais Refinery . On 11 March, two drones were neutralized near DXB, causing injuries to four foreign workers from Ghana, Bangladesh, and India .

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The threat posed by UAVs is qualitatively different from traditional missiles. Operating at lower altitudes, they are difficult to detect until they are in close proximity to airports. Even successful interceptions pose a lethal threat from falling debris to ground operations and the massive migrant labor force that maintains these facilities.

The Economic Penalty of Distance and Insurance

If security threats persist, the primary impact is "operational friction." Conflict-zone detours for flights from Europe to Asia now force aircraft to swing south over the Red Sea or north over the Caucasus, adding significant nautical miles and fuel costs.

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For a long-haul wide-body aircraft, an additional three hours can cost up to $60,000 per leg. Furthermore, jet fuel prices have surged from roughly $85 to $200 per barrel, creating an "existential threat" for unhedged carriers .

The 'Burning Building' of Insurance

Aviation insurance has shifted from a predictable overhead to a prohibitive variable. Underwriters have issued notices of cancellation, forcing carriers to buy "additional war-risk" coverage. Premiums for a single round trip to the Gulf now reach up to $120,000 for wide-body aircraft. Experts liken the current market to "insuring a burning building" .

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Strategic Resilience: UAE vs. Qatar

The crisis has exposed the structural differences between the two dominant hub models. The UAE benefits from a distributed ecosystem with operational redundancy across DXB, Al Maktoum (DWC), and Abu Dhabi (AUH). This allowed the UAE to resume partial commercial services even after direct strikes.   

In contrast, Qatar’s single-hub strategy at Hamad International (DOH) makes it a "single point of failure". When Qatari airspace closed on 1 March, the entire fleet was effectively grounded, forcing the carrier into a "humanitarian mode" using alternative hubs in Oman and Saudi Arabia to rescue stranded passengers.   

The Geography of Risk: Repricing the Future

If the Gulf remains a high-risk operational zone for over six months, the aviation industry will treat it as a "geopolitical beta". Alternative hubs are already positioned to capture fleeing traffic. Istanbul (IST), which has capacity 22% higher than pre-pandemic levels, offers a bridge between Europe and Asia with a lower risk profile. Riyadh is also emerging as a competitor, backed by a $100 billion investment and "operational depth" further from the primary conflict zones.   

For the Gulf states, whose flagship carriers are pillars of national strategy, the current shutdown represents a direct hit to their most valuable economic assets. As I have previously signaled, the "new world order" of aviation is one where geopolitical resilience is now just as important as the length of a runway or the speed of a connection. The events of March 2026 are not a temporary disruption; they are the start of a structural transformation for the next two decades of global travel.   

At the heart of many modern reputational crises within tourism ministries is a failure of financial integrity, particularly the inability or refusal to settle international payments for marketing services, public relations campaigns, and event management. This report analyzes the multifaceted nature of reputational risk in the tourism sector, examining the systemic causes of payment failures, the ethical pitfalls of promotional partnerships, and the governance deficiencies that lead to public scandals. By synthesizing case studies from jurisdictions as diverse as Kenya, Ethiopia, Uganda, and South Africa, this analysis identifies the strategic errors that tourism boards must avoid to preserve their standing in the global marketplace.

The Taxonomy of Reputational Risk in Tourism Governance

Reputational risk is defined as the potential for damage to an organization arising from negative perceptions among customers and stakeholders regarding the organization's ability to meet its obligations. In the context of tourism, this risk is inextricably linked to Environmental, Social, and Governance (ESG) factors. A failure to maintain transparency in financial dealings or an association with unethical actors can lead to a poor ESG rating, which in turn restricts a nation’s access to sustainable financing and impairs its ability to generate product premia.

The Role of Artificial Intelligence in Risk Monitoring

In a rapidly shifting digital landscape, the speed at which a reputational crisis can materialize has increased exponentially. Organizations are now utilizing artificial intelligence-powered data analysis to monitor millions of online sources and social media posts in real-time. These platforms, such as those provided by WTW and Polecat, aggregate data across multiple triggers—including abuse, discrimination, and ethical breaches—to generate a Responsible Business Intelligence (RBI) score. This score allows tourism boards to benchmark their performance against peers and identify sentiment "spikes" before they escalate into full-blown crises.

Core Triggers of Brand Erosion

The triggers for reputational harm in the tourism sector are diverse. They include:

Abuse and Discrimination: Viral reports of employees or contractors acting unethically toward tourists can destroy confidence in a destination in minutes.

Damage by Association: A tourism board’s reputation is often tarnished by the celebrities or influencers it hires if those individuals commit crimes or if the partnership itself is seen as an attempt at "image rehab" for regimes with poor human rights records.

Governance Failures: A lack of transparency in contracting or the appearance of corruption in public-private partnerships leads to a breakdown in trust with sponsors and artists.

Systemic Failures in International Vendor Payments

The most pervasive and damaging "bad sample" in tourism ministry management is the failure to fulfill financial obligations to international agencies and vendors. Research indicates that the travel industry is viewed as a high-risk vertical by the payments sector, primarily due to the "future delivery" nature of tourism products. When a long period exists between a consumer’s payment and the receipt of service—typically 60 to 90 days—the risk of non-delivery falls upon the payment acquirer. This risk leads financial institutions to withhold cash as collateral, which drains the liquidity of the tourism operator.

The Geography of Payment Friction

Data from across Europe highlights a significant dissatisfaction with current payment processes among tourism-related businesses, with manual reconciliation and B2B fraud costing the sector approximately $25 billion annually.

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Nearly 40% of firms in the cross-border payment space report losing business deals specifically due to integration failures or tracking issues. For a tourism ministry, these technical failures translate into a public reputation for being an unreliable client, deterring top-tier PR and marketing firms from bidding on national contracts.

Case Study Analysis: Chronic Non-Payment and Its Consequences

The United States Virgin Islands (USVI): A Legacy of Backlogs

The USVI Department of Tourism serves as a primary example of how administrative bottlenecks damage a destination's reputation for decades. In 2025, legislative hearings revealed a vendor backlog of approximately $1.3 million in unpaid invoices. Some invoices remained unprocessed for 10 months because they required extensive review by multiple departments before the Department of Finance could release funds.

This modern backlog reflects a historical pattern; in 1998, the USVI government owed Martin Public Relations, a firm based in Virginia, approximately $1 million in unpaid bills. This forced the firm to curtail essential out-of-pocket expenditures, including the printing of promotional brochures. The transition team at the time described the Tourism Department as being in "disarray and seriously demoralized."

Uganda: The Digital Hostage Crisis

Reputational damage can manifest through the loss of digital assets when labor obligations are ignored. In 2018, a former staffer in charge of the Uganda Tourism Board's (UTB) digital platforms seized control of the agency's official social media accounts, including Twitter, Instagram, and Facebook. The staffer claimed that management had failed to honor salary obligations and arrears following a layoff of more than 20 employees. As a result, the accounts became dormant for months, cutting off the primary communication channel between the board and international visitors.

Kenya: Audit Scandals and Intellectual Property Disputes

Kenya's tourism governance has faced repeated scrutiny regarding its handling of international contracts. An auditor-general's report questioned Sh28.9 million in marketing deals signed by the Kenya Tourism Board (KTB), noting that the agency paid millions to international exhibitors months before the actual commencement of contracts, reneging on terms that stipulated payment only after invoice receipt and service delivery. In one specific instance, the agency paid over Sh9 million to the Uganda Tourism Board and other partners for an exhibition stand prior to the event, raising concerns about standard procurement protocols.

Furthermore, Kenya’s digital transition was marred by a multi-million dollar lawsuit filed by Swiss firm Travizory Border Security. After partnering with Kenya to launch a high-tech Electronic Travel Authorization (ETA) system in 2024, the government abruptly replaced the platform with a domestic version that allegedly mimicked Travizory's proprietary design. The lawsuit alleges intellectual property theft, signaling to the global tech sector that the government may not be a secure destination for digital investment.

Infrastructure and Legal Disputes: Ethiopia

Tourism infrastructure and promotion in Ethiopia have been hampered by high-profile international arbitration cases stemming from contractual failures and regional instability.

International Arbitration: Beijing Urban Construction Group Co. Ltd filed an $18 million arbitration case in London seeking damages after being forced to terminate a road project near the Simien Mountains when its property was damaged and looted during regional conflict.

Asset Freezes: The Ethiopian Revenues and Customs Authority (ERCA) froze the assets of South Korean construction firm Keangnam Enterprises to recover more than 260 million birr in unpaid customs duty.

Railway Compensation: Turkish contractor Yapi Merkezi sought $1 billion in compensation for the suspended Awash–Hara Gebeya Railway project following the outbreak of war.

These disputes highlight the reputational risk of failing to provide a secure environment for international partners or failing to settle fiscal obligations, which can stall essential tourism-linked infrastructure projects.

Governance Failures and the "Tottenham Hotspur" Fiasco: South Africa

Reputational damage often occurs when a tourism board pursues "vanity deals" that lack public support. In 2023, the South African Tourism (SAT) board attempted a ZAR 1 billion (£42.5 million) sponsorship of Tottenham Hotspur. A whistleblower revealed that the Interim CFO of SAT had a direct relationship with the agency brokering the deal. The fallout led to the immediate stop of the deal, the forced resignation of the Interim CFO, and the resignation of three board members.

Ethics and Resource Mismanagement: Zimbabwe

Zimbabwe's tourism reputation has suffered from both a lack of marketing investment and controversial ethical choices.

Failing Marketing Presence: In 2002, the Zimbabwe Tourism Authority (ZTA) failed to deploy marketing attachés to key source markets like London, Paris, and New York because of financial troubles and foreign currency shortages, leading to a 20% slump in the industry's GDP contribution.

The TBEX Controversy: In 2017, the Travel Blog Exchange (TBEX) chose Zimbabwe as its first African host with the ZTA as the primary sponsor. This was criticized globally because it involved a partnership with the Mugabe government, which was internationally condemned for human rights violations and suppression of journalists. The association damaged TBEX's reputation among bloggers and highlighted the risks tourism boards face when their ethical alignment is questioned.

Economic Solvency and National Image: Sri Lanka

The failure of a nation to manage its tourism sector often mirrors a broader failure in fiscal policy. Sri Lanka’s economic crisis (2019–2024) provides a stark illustration of how tourism earnings are critical to sovereign debt sustainability. The country's foreign reserves plummeted from $7.6 billion in 2019 to just $1.9 billion in early 2022, leaving it unable to cover $4 billion in foreign debt repayments. This collapse was exacerbated by a "significant decline in tourism earnings" following the 2019 Easter bombings and the COVID-19 pandemic.

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Strategic Imperatives for Avoiding Reputational Crises

To avoid the bad reputations associated with the samples above, tourism boards should:

Adopt UN Tourism (UNWTO) Standards: Use the International Public Sector Accounting Standards (IPSAS) to ensure transactions are recorded on an "accrual basis," preventing "bounced check" or embezzlement scenarios.

Implement Real-Time Payment Rails: Adoption of fintech platforms can cut settlement times from days to seconds, ensuring liquidity for international vendors and avoiding the "reconciliation chaos" seen in backlogs.

Ensure Accountability in Sponsorships: Avoid "vanity deals" and ensure all partnerships undergo rigorous ethical and financial due diligence.

Conclusion

The reputational capital of a tourism ministry is its most vulnerable asset. As the case studies from Ethiopia, Kenya, Zimbabwe, and South Africa demonstrate, a single financial or ethical failure—whether an $18 million arbitration case, a $1.3 million vendor backlog, or a controversial football sponsorship—can have long-lasting effects on a nation’s ability to compete in the global market. The future of a destination’s brand depends on absolute financial integrity and the prompt settlement of its obligations to the partners who build and promote the industry.

Although only nine days have passed since the start of the conflict (28 February – 9 March 2026), early indicators from airlines, booking platforms, and tourism boards show measurable disruptions across air travel demand, regional tourism flows, cruise operations, and insurance markets.

This article provides an early quantitative assessment of the tourism sector impact during the first phase of the crisis.

1. Immediate Aviation Disruptions

The most visible tourism impact has been in aviation and airspace closures across the Middle East corridor, one of the world’s most important aviation transit regions.

Flight Operations Impact (First 9 Days)

Approximately 3,200–3,800 flights have been rerouted or cancelled globally.

Middle East airspace restrictions increased flight times between Europe and Asia by 40–90 minutes.

Airlines reported 5–12% booking cancellations on routes touching the Gulf region.

Major carriers affected include:

Emirates

Qatar Airways

Lufthansa

Air France

Some airlines have temporarily suspended flights to:

Tel Aviv

Tehran

Several Gulf destinations during peak hours

Estimated aviation revenue loss (first 9 days):

$320M – $450M globally

2. Collapse of Travel Demand to the Eastern Mediterranean

The Eastern Mediterranean tourism corridor, which includes Israel, Jordan, Cyprus, Egypt, and parts of Türkiye, has seen a sharp decline in bookings.

Booking Declines (Early Indicators)

International tour operators report that group tours scheduled for March and April are being postponed, particularly those involving religious tourism routes.

Cities most affected:

Jerusalem

Tel Aviv

Amman

Eilat

Israel’s inbound tourism sector alone is estimated to be losing $60–70 million per week.

3. Cruise Tourism Disruptions

Cruise routes in the Eastern Mediterranean are particularly vulnerable to geopolitical crises.

Major cruise operators including:

Royal Caribbean

MSC Cruises

Norwegian Cruise Line

have already begun adjusting itineraries.

Changes Observed

Several ships removed Haifa and Ashdod from itineraries.

Cruise routes shifted toward Greek islands and Italy.

Approximately 25–30 cruise calls cancelled in the region.

Estimated cruise tourism losses so far:

$40M – $70M

4. Travel Insurance and Risk Premium Surge

Another measurable impact has been in the travel insurance market.

Insurance providers have introduced conflict risk surcharges for travelers visiting the Middle East.

Insurance Market Changes

Travel insurance premiums increased 15–25% for the region.

War-risk aviation insurance increased up to 40% for airlines flying near conflict zones.

This will likely translate into higher ticket prices in the coming weeks.

5. Oil Prices and Tourism Costs

Tourism is also indirectly affected by energy markets.

Since the escalation began:

Brent oil prices increased from roughly $82 to $94 per barrel

Jet fuel costs rose around 9%

For airlines, fuel represents 25–30% of operating costs, meaning ticket prices may increase within weeks if tensions continue.

6. Global Tourism Confidence Shock

Even destinations far from the conflict experience psychological impacts due to global media coverage.

Early data from major booking platforms shows:

Travelers are shifting toward:

domestic tourism

short-haul destinations

perceived safe regions

7. Estimated Global Tourism Loss (First 9 Days)

Combining aviation losses, cancelled travel, cruise disruptions, and booking declines, early estimates suggest:

Total tourism-related economic impact (Feb 28 – Mar 9):

$600 million – $1.1 billion

However, if the conflict continues for several months, the global tourism loss could exceed:

$15–25 billion

Conclusion

Although the Israel–U.S.–Iran conflict has been ongoing for only nine days, its effects on tourism are already visible. Aviation disruptions, cancelled bookings, cruise itinerary changes, and rising insurance costs have created immediate economic consequences across the travel ecosystem.

Historically, tourism is highly resilient but also extremely sensitive to geopolitical risk. If tensions stabilize quickly, the sector may recover within 3–6 months. However, prolonged escalation could significantly disrupt travel flows across the Middle East and major Europe–Asia aviation corridors.

For global tourism stakeholders, the key variables to monitor in the coming weeks will be:

airspace stability

airline route adjustments

oil price volatility

traveler confidence

The tourism industry now faces another real-time test of its resilience in an increasingly volatile geopolitical landscape.

Airlines across the Middle East and beyond are cautiously restoring flight operations after more than a week of widespread disruptions caused by escalating tensions between the United States, Israel, and Iran. With parts of the region’s airspace gradually reopening, several major carriers have resumed limited services while prioritizing passenger repatriation and safety.

Qatar Airways launches repatriation flights

Qatar Airways has resumed limited repatriation flights to and from Hamad International Airport in Doha following days of suspended operations.

In a statement released Sunday evening, the airline announced a series of departures from Doha on 9 March, including flights to Seoul, Moscow, London Heathrow, Delhi, Madrid, Islamabad, Beijing, Perth and Nairobi. Additional departures scheduled for 10 March include Cairo, London Heathrow, Jeddah, Manila, Kochi, Muscat, Istanbul, Mumbai, Delhi, Nairobi, Islamabad, Madrid, Frankfurt, Colombo and Milan.

Inbound flights to Doha are also planned from many of the same destinations between 10 and 11 March. However, the airline emphasized that these operations are temporary repatriation services rather than a full resumption of scheduled commercial flights.

More than 8,000 passengers were reportedly stranded in Qatar during the disruption. Authorities have provided hotel accommodation and extended visas for affected travelers.

Emirates and Etihad restart limited operations

Other Gulf carriers are also gradually restoring services.

Emirates said it expects to return to full operational capacity within days, depending on the availability of regional airspace. The Dubai-based airline has been operating a reduced schedule but transported around 30,000 passengers out of Dubai on Thursday alone.

Passengers with existing bookings are being prioritized for available flights and are advised to travel to the airport only after receiving confirmed reservations.

Operations at Dubai International Airport were briefly disrupted on Saturday morning after a drone attack near the airport’s terminals. Witnesses reported hearing a loud explosion followed by visible smoke rising over the airport. Flight operations resumed later the same day.

Meanwhile, Etihad Airways has resumed a limited flight schedule from its hub at Zayed International Airport in Abu Dhabi. The airline plans to serve more than 70 destinations between 6 and 19 March, prioritizing passengers whose earlier flights were cancelled.

Disruptions continue across the region

Despite the gradual reopening of some airspace corridors, significant disruption remains across the Middle East aviation network.

According to flight tracking platform Flightradar24, several flights bound for King Khalid International Airport in Riyadh were diverted or returned to their origin airports on Sunday morning.

The airport issued a travel alert urging passengers to check directly with airlines for the latest updates before heading to the terminal.

Riyadh has temporarily become an important transit hub for travelers attempting to leave the region, as airlines reroute flights around restricted or partially closed airspace corridors.

Global airlines adjust schedules

International carriers have continued to modify flight schedules across the region.

Virgin Atlantic is operating repatriation flights from Dubai and Riyadh but has announced that services to and from Dubai will be suspended until 28 March, while Riyadh operations are paused for two weeks starting 8 March.

Saudia has partially resumed flights to Dubai from Riyadh and Jeddah but has extended suspensions to destinations including Amman, Kuwait, Abu Dhabi, Doha and Bahrain.

Several other airlines have also issued operational changes:

British Airways scheduled special flights from Muscat to London Heathrow to assist stranded passengers.

Finnair plans special services from Muscat to Helsinki to transport around 1,200 passengers currently in Dubai.

Air Arabia has restarted a limited number of flights to destinations including Austria, Egypt, Greece, India, Italy, Pakistan, Saudi Arabia and Türkiye.

Oman Air cancelled flights to several regional destinations between 9 and 15 March.

Gulf Air continues to suspend operations pending confirmation that Bahraini airspace is fully safe to reopen.

Low-cost carrier Wizz Air has suspended flights to Israel, Dubai, Abu Dhabi and Amman until 15 March, while Turkish Airlines cancelled services to multiple destinations across the Gulf and the wider Middle East.

European carriers are also adjusting routes and suspensions. Air France has extended the suspension of flights to Dubai and Riyadh until 10 March, while services to Tel Aviv and Beirut remain halted until 11 March. KLM is avoiding the airspace of Iran, Iraq and Israel, cancelling or rerouting several flights in the region.

The Lufthansa Group — which includes Lufthansa, SWISS, Austrian Airlines, Brussels Airlines, ITA Airways and Eurowings — has implemented staggered suspensions to destinations including Dubai, Abu Dhabi, Amman, Beirut and Tehran, with some cancellations extending into April.

North American airlines are also affected. Delta Air Lines cancelled flights between New York and Tel Aviv through early March, while American Airlines has temporarily suspended its Doha–Philadelphia route. Air Canada has halted flights to Dubai and Tel Aviv until 23 March.

Meanwhile, Asian carriers are also adjusting operations. Garuda Indonesia has suspended flights to Doha until further notice, while Air China and China Southern Airlines have resumed some direct services to Saudi Arabia, Oman and the UAE.

Chinese authorities also confirmed evacuation flights for citizens in the region, highlighting ongoing concerns over security conditions. Officials warned that the situation in the Middle East “remains complex and uncertain,” urging travelers and airlines to remain cautious as operations gradually normalize.

Launch of the UN Tourism Investment Guidelines: In collaboration with UN Tourism, we officially launched the “Tourism Doing Business: Investing in Angola” guidelines. This provides global investors with a transparent, reliable, and sustainable roadmap for navigating the Angolan market.

Strategic MOUs with Billion-Dollar Corporations: Proud to announce the signing of Memorandums of Understanding (MOUs) with several of the world’s leading construction and investment firms—billion-dollar companies that recognize Angola as a premier destination for growth.
These signatures are more than just agreements; they are a testament to the global confidence in the reformist leadership of President João Lourenço, the country’s political stability, and the undeniable promise of the “New Angola.”

With its breathtaking natural assets and strategic investment incentives, Angola has firmly secured its place on the global investor radar. We would like to extend my deepest gratitude to all our stakeholders and international partners who share this vision of a prosperous future.

Onward to a rising Angola, fueled by tourism and sustained by world-class investment! 

A Strategic Platform for Angola’s Tourism Future

Held in Berlin alongside ITB Berlin 2026, the dinner served as a strategic platform to present Angola’s tourism development vision, highlight its reform momentum, and reinforce the country’s readiness to engage in serious, structured, and long-term partnerships with global investors.

The evening also featured a series of memoranda of understanding (MoUs) with leading international companies and the formal handover of UN Tourism Investment Guidelines, titled Tourism Doing Business – Investing in Angola.

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Opening Remarks from World Tourism Forum Institute

Opening the evening, Bulut Bağcı, President of the World Tourism Forum Institute, described the gathering as a strategic moment to move beyond discussion and toward practical outcomes. He emphasized that tourism today must be understood not only as a visitor economy, but also as a framework for investment, infrastructure, connectivity, trust, and long-term economic value.

“Tourism today is not only about visitors. It is about investment, infrastructure, connectivity, and trust,” said Bağcı. “Angola is ready to build long-term partnerships with the global private sector to turn potential into measurable impact.”

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Angola’s National Vision for Tourism Investment

In his keynote address, H.E. Márcio de Jesus Lopes Daniel, Minister of Tourism of the Republic of Angola, reaffirmed that tourism has become one of the pillars of Angola’s national economic diversification strategy under the leadership of H.E. President João Lourenço.

He underscored that Angola is entering a new phase in which tourism potential is being translated into concrete business opportunities through structured planning, institutional reforms, and a clear project pipeline.

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UN Tourism Investment Guidelines Officially Handed Over

A major milestone of the evening was the presentation and handover of Tourism Doing Business – Investing in Angola, a tourism investment guidelines developed with the technical support of UN Tourism.

The handover ceremony took place between H.E. Ms. Shaikha Al Nuwais, Secretary-General of UN Tourism, and H.E. Mr. Márcio de Jesus Lopes Daniel, symbolizing strong international institutional support for Angola’s tourism investment ambitions.

The guideline is designed to present the reasons, opportunities, and projects that make Angola an attractive destination for tourism development and investment.

You can see this document via this link.

A Structured Guidelines for Investors

The publication offers a structured overview of Angola’s tourism case, highlighting the country’s natural and cultural assets, enabling reforms, and project opportunities across priority areas such as:

• • Ecotourism
• • Nature tourism
• • Hotel development
• • Resort investment
• • Coastal tourism
• • Cultural and historical tourism

It also provides investors with a clearer framework for understanding project locations, legal conditions, investment modalities, and institutional partners, helping to reduce uncertainty and support better-informed investment decisions.

“Angola is not just showing potential. It is showing structure. It is showing planning. It is showing political commitment,” Minister Daniel said. “The framework is in place. The opportunities have been identified. The institutional commitment is unequivocal. Angola is ready to build solid, lasting and mutually beneficial partnerships.”

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UN Tourism’s Support for Angola’s Next Chapter

Addressing guests during the evening, H.E. Shaikha Al Nuwais, Secretary-General of UN Tourism, praised Angola’s foundations-first approach to tourism development, emphasizing that sustainable sector growth depends on infrastructure, skills, and connectivity.

She highlighted Angola’s natural beauty, cultural richness, and rising confidence as an emerging destination, while stressing that the new UN Tourism Investment Guidelines sends a strong signal to the international market that Angola is open for business.

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Economic Coordination and Investor Confidence

The evening also featured remarks by H.E. José de Lima Massano, Minister of State for Economic Coordination of Angola, who presented tourism as a strategic growth frontier for the country and outlined key indicators reflecting Angola’s momentum.

He pointed to the country’s improving investment climate, stronger connectivity, sector reforms, and a pipeline of public investments that are creating the backbone for private sector participation.

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Ms. Allicia Santos, General Director of the Institute of Promotion of Angola, Mr. Baturay Konak, Onur Group

Strategic MoU Ceremonies

A central feature of the dinner was the MoU signing ceremony, during which several leading international companies entered into agreements with the Government of Angola to explore tourism-related opportunities across various locations in the country.

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Dr. Aslam Gurukkal, Mouza Al Maktoum Investment Group

These agreements reflected growing international confidence in Angola’s tourism future and covered areas ranging from infrastructure development to hotel and resort projects, aligned with the government’s broader vision to unlock strategic tourism zones through public-private cooperation.

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Mr. Demircan Köse; Dome Group Global Holding

The MoU ceremony brought together a select group of international partners whose proposed areas of cooperation reflect the breadth of Angola’s tourism development ambitions. Agreements were signed between the Government of Angola and Onur Group of Türkiye, represented by Mr. Baturay Konak, to explore strategic collaboration in tourism, transport, energy, and large-scale infrastructure development; Mouza Al Maktoum Investment Group of the United Arab Emirates, represented by Dr. Aslam Gurukkal, for the development of internationally branded five-star resort projects aimed at strengthening Angola’s position in the luxury tourism segment; and Dome Group Global Holding, represented by Mr. Demircan Köse, through a framework focused on tourism development, infrastructure investment, energy-linked tourism projects, and sustainable capital mobilization. On behalf of the Government of Angola, the documents were signed by Ms. Allicia Santos, General Director of the Institute of Promotion of Angola. Together, these memoranda represent tangible next steps toward foreign direct investment, destination-building, job creation, and long-term strategic engagement in Angola’s emerging tourism economy.

From Vision to Implementation

The MoU ceremonies demonstrated that Angola is moving from promotion to implementation. By bringing together public institutions and global companies in a focused diplomatic setting, the dinner underscored the country’s commitment to translating policy ambition into project-level engagement and investable partnerships.

Angola’s Competitive Tourism Proposition

Throughout the evening, speakers emphasized that Angola’s tourism proposition rests not only on its remarkable assets — including the Namibe Desert, Kalandula Falls, the Atlantic coastline, and the country’s role within the Kavango-Zambezi conservation landscape — but also on a practical framework of reforms, planning, legal certainty, and institutional coordination.

With high-level participation from the Angolan government, UN Tourism, and international business leaders, the Global Tourism Forum Leaders Dinner – Berlin delivered a clear message: Angola is emerging as one of Africa’s most compelling tourism investment destinations — open, prepared, and ready for long-term partnerships.

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Looking Ahead: Investment Summit Angola 2026

The evening marked more than a diplomatic gathering. It became a platform for practical next steps — where vision, policy, and international cooperation converged around a common objective: to position Angola as a globally connected, investment-ready, and sustainable tourism economy.

Looking ahead, the momentum generated in Berlin is expected to continue at the Global Tourism Forum – Investment Summit Angola 2026, which is scheduled to take place in Luanda from 7 to 9 May 2026.

The summit is designed to mobilize international capital, showcase high-impact tourism projects, strengthen public-private partnerships, and support Angola’s broader tourism diversification agenda. The event is being positioned as a next-step investment platform connecting government stakeholders, global hotel groups, infrastructure partners, tour operators, and institutional investors around Angola’s growing pipeline of tourism opportunities.

You can find more information here.

About the World Tourism Forum Institute

The World Tourism Forum Institute (WTFI) is an international platform dedicated to tourism-led development, investment promotion, destination strategy, and high-level dialogue between governments and the private sector. Through global forums, leadership dinners, and strategic partnerships, WTFI works to strengthen tourism as a driver of economic growth, connectivity, and international cooperation.

The special issue opens with a forward-looking analysis of Kazakhstan’s future as a strategic gateway between Asia and Europe, positioning the country as a pivotal connector in global trade, diplomacy, and mobility. It also marks ten years of the Enhanced Partnership between the European Union and Kazakhstan, underlining the progress achieved in political dialogue, economic cooperation, and regional stability between Kazakhstan and the European Union.

Transatlantic relations are another key focus, with a dedicated feature on Kazakhstan–United States cooperation, examining expanding collaboration in areas such as energy, security, investment, and education between Kazakhstan and the United States.

Tourism and destination branding form a major pillar of the issue. Readers are guided through why to visit Astana and Turkistan, showcasing Astana’s modern capital identity and Turkistan’s deep spiritual and historical heritage. The magazine also highlights Almaty as one of the world’s most attractive destinations, emphasizing its unique blend of urban culture, nature, gastronomy, and lifestyle appeal.
 

Key destinations featured include Astana, Turkistan, and Almaty.

Digital transformation is addressed through coverage of Digital Bridge 2025 Astana, positioning Kazakhstan as an emerging leader in innovation, technology policy, and digital entrepreneurship across Central Asia and beyond.

Rounding out the issue is an analytical piece tracing Kazakhstan’s role from the ancient Silk Road to today’s Belt and Road Initiative, focusing on the evolving partnership between Kazakhstan and China and its implications for regional connectivity and global logistics.

With this Kazakhstan Special Issue, World Magazine reinforces its role as a global platform for strategic insight, diplomacy, and destination storytelling—offering international readers a comprehensive perspective on Kazakhstan’s past, present, and future on the world stage.

Use this link to Read World Magazine.

The economic story of a COP is twofold: there is the immediate, tangible impact on the host city, and the longer-term, more complex influence on the host country's national economy and development trajectory.

The Host City Economy: A Short-Term Boost with Long-Term Ambitions

When a city is chosen to host a COP—with venues tending to rotate among UN regions like Africa, Asia, and Latin America—it receives a concentrated economic injection. This is built on several pillars:

Infrastructure and Investment: In the lead-up to the event, host cities often accelerate investments in infrastructure. This can include upgrading conference facilities, improving public transport, and enhancing digital connectivity—improvements intended to serve residents and attract future business long after the delegates have left.

The "Convention Economy": For approximately two weeks, the city sees a surge in economic activity. Thousands of delegates, journalists, and observers require accommodation, food, transport, and services. This influx provides a significant, short-term boost to local businesses, particularly in the hospitality, tourism, and retail sectors. Hotels are booked solid, restaurants are full, and local transport networks see increased usage.

Global Exposure and Branding: Hosting a COP puts a city on the world stage. The intense media spotlight can enhance its image as a modern, globally engaged, and increasingly "green" destination. This branding can pay dividends in the future by attracting more international conferences, tourists, and even foreign direct investment. The city becomes associated with leadership on one of the world's most pressing issues.

However, these benefits come with significant costs and logistical challenges for the host city. There are the direct expenses of security, logistics, and event management, and the broader disruption caused by hosting a major international event. The pressure is on to ensure the long-term value of any new infrastructure justifies the short-term expenditure.

The National Economy: Shaping Policy and Directing Investment

While the host city feels the immediate economic buzz, the most profound economic impacts are often felt at the national level and are driven by the COP's primary function: decision-making.

Signaling and Investment: As the source notes, the COP reviews national communications and emission inventories. The pledges, policies, and targets a country brings to the table send powerful signals to global markets. A strong commitment to climate action can unlock significant international climate finance, attract private investment in renewable energy and green technology, and position the country as a leader in the burgeoning global green economy.

Policy and Regulatory Frameworks: The decisions taken at a COP can directly shape a nation's economic direction. For example, agreements on carbon markets, technology transfer, or phasing out fossil fuels create pressure and incentives for countries to adapt their own laws and regulations. This can accelerate the transition away from carbon-intensive industries and towards new, sustainable sectors, fundamentally reshaping the national economic landscape over time.

National Pride and Geopolitical Standing: Successfully hosting and chairing a COP is a major diplomatic achievement. It can elevate a country's geopolitical standing, strengthen international partnerships, and open doors for bilateral trade and cooperation on climate and other economic issues. This "soft power" can translate into tangible economic advantages.

In conclusion, the economic impact of a COP meeting is a complex mix of immediate gains and long-term strategic shifts. For the host city, it's a short-term economic stimulus and a chance to rebrand itself. For the host country, the true economic significance lies in its ability to use the global platform to signal its direction, attract sustainable investment, and shape the policies that will define its economic future in a climate-conscious world.

The Current Landscape: Three Giants Emerge

Based on February 2026 data from OAG and newly announced investment plans, the African airline market now features three heavyweights with distinct geographical advantages and financial backings. Ethiopian Airlines remains the volume leader, but EgyptAir and TAAG Angola are narrowing the gap through strategic infrastructure plays.

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*Source: OAG; company reports *

The most telling statistic remains the 77% share of international capacity versus domestic . This highlights the continent's dependency on inter-continental travel—a dependency that the Single African Air Transport Market (SAATM) , backed by a $30 billion AU infrastructure plan, aims to correct by boosting intra-African connectivity .

The $30 Billion Backdrop: A Continental Catalyst

Before analyzing individual winners, one must consider the macro-environment. The African Union's recently launched $30 billion infrastructure modernization plan is the tide that will lift all ships .

The financing is structured to leverage public funds for private gain:

$10 billion for airport and aerodrome infrastructure

$8 billion for modernizing communication, navigation and surveillance systems

$12 billion for institutional reforms to attract private capital

This is not merely a spending spree; it is a strategic move to de-risk investment. By deploying technologies like Airport Collaborative Decision Making (A-CDM) and System Wide Information Management (SWIM), the AU is creating an environment where airlines can operate with the efficiency of their European or Gulf counterparts . The carrier that best integrates with this new, seamless continental airspace will dominate the post-2030 era.

The Tri-Polar Infrastructure Race: Hard Data Comparison

The battle for African skies will be won on the ground. Here is how the three contenders' core infrastructure investments stack up.

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The Ethiopian Edge: Bishoftu's Scale Play

The single most decisive factor in the 2050 forecast is the construction of the Bishoftu International Airport (BIA) outside Addis Ababa. This is not merely an expansion; it is a leapfrog move.

Currently, OR Tambo handles approximately 28 million passengers annually, and Cairo handles 26 million . Bishoftu is being built with an initial phase capacity of 60 million passengers per year, scaling to 110 million upon full completion . With costs now estimated at $12.5 billion, this project hands Ethiopian Airlines a potential monopoly on scale . By 2050, Addis Ababa will function as the continent's "super-connector," routing traffic through a four-runway mega-hub offering lower costs per passenger and higher connection frequencies than any competitor can match.

The Egyptian Renaissance: Cairo's Geographic Counter

Egypt is not merely expanding; it is executing a comprehensive national aviation strategy that directly challenges Ethiopian ambitions. The $3.5 billion expansion of Cairo International Airport, including the new Terminal 4, will raise capacity to approximately 30 million passengers per year initially, with the broader master plan aiming to double the airport's overall capacity to 60 million .

Crucially, Egypt is leveraging its geographical advantage. Located at the crossroads of Europe, Africa and the Middle East, Cairo is positioning itself as the optimal transit hub for Europe-Africa connections . The government is also restructuring Egyptian airspace to shorten flight paths, reduce fuel consumption and attract more transit traffic .

EgyptAir's fleet plan is precise and aggressive. The airline will add 34 new aircraft to its fleet in the near term—16 Airbus A350-900s and 18 Boeing 737-8 Max aircraft—as part of a broader strategy to expand from roughly 70 aircraft today to 97-100 aircraft by 2030/31 . New routes to Los Angeles and Chicago, launching in 2026, will capture high-yield transatlantic traffic that might otherwise flow through European hubs .

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The airline's low-cost subsidiary, Air Cairo, is also expanding, targeting a fleet of 82 aircraft within four years to integrate with the mainline network and capture Red Sea leisure traffic .

Angola's Southern Gambit: The Luanda Awakening

The most underestimated player in African aviation is Angola. With the October 2024 opening of the $3 billion Dr. Antonio Agostinho Neto International Airport outside Luanda, Angola has unveiled a facility that rivals the continent's best .

Operated under a 20-year concession won by a consortium led by Corporacion America Airports (CAAP) and Mota-Engil, the new airport features:

Initial passenger capacity: 15 million annually

Cargo terminal capacity: 130,000 metric tons annually

Two runways (one currently operational)

Full transfer of all scheduled passenger services from the old Quatro de Fevereiro Airport

While this capacity is smaller than Bishoftu or Cairo, it positions Luanda as the dominant hub for Southern Africa and the critical bridge to South America.

TAAG Angola Airlines is undergoing a parallel transformation. The airline has secured approximately $300 million in financing from Afreximbank to acquire new Boeing aircraft, modernizing its fleet for greater efficiency and range . The cargo strategy is particularly noteworthy. TAAG's cargo segment generated $67 million in revenue, significantly exceeding its $55.5 million target . The airline operates cargo routes connecting China (Changsha, Hong Kong, Guangzhou, Shanghai, Beijing) to Latin America (Brazil) via Luanda, creating a unique transatlantic-South Atlantic corridor that no other African carrier can replicate .

The Angolan government's Long-Term Strategy (ELP 2050) provides the policy backbone for aviation growth :

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The strategy explicitly aims to "position Luanda as a regional hub" and maximize airport infrastructure utilization through private sector participation . To guide this transformation, Angola has signed a $1 million agreement with ICAO to develop a Civil Aviation Master Plan (CAMP), beginning January 2026, ensuring alignment with international standards .

The Second Tier: South Africa and Morocco's Specialized Roles

While the three giants chase scale, South African Airways and Royal Air Maroc are pursuing high-value niche strategies.

South African Airways is executing a post-restructure rebound with 28.6% year-on-year growth . The Airports Company South Africa (ACSA) is supporting this with a R21.7 billion (approximately $1.2 billion) capex program over five years , invested across OR Tambo, Cape Town and King Shaka airports. However, King Shaka's slow post-COVID recovery illustrates the risk of capacity running ahead of demand. ACSA notes that "sustained growth in hospitality and tourism activities... directly stimulates aeronautical demand," not the other way around . SAA's future lies in dominating the Southern Hemisphere premium corporate travel market rather than competing with Ethiopia on raw volume.

Royal Air Maroc continues to strengthen its position as the Africa-Europe bridge, particularly for West African connectivity . With 18.4% year-on-year growth , RAM serves as the gateway for European tourists and business travelers to Francophone Africa, a role unlikely to be challenged by the three eastern and southern giants.

The Wild Cards: Private Management and Sustainability Pioneers

Two emerging models could disrupt the state-backed infrastructure race.

First, Egypt's private sector pivot is tendering the management of 11 airports to the private sector, starting with Hurghada International Airport. An impressive 68 international companies and consortia have already collected the terms of reference for the qualification process . This public-private partnership model, advised by the International Finance Corporation (IFC), aims to boost operational efficiency without selling sovereign assets. If successful, it could create a template that other African nations emulate, potentially leapfrogging state-run models .

Second, Cape Verde is demonstrating the power of sustainability-linked financing. A €142 million next-phase investment, backed by the Emerging Africa & Asia Infrastructure Fund (EAAIF) and operated by Vinci Concessions, includes on-site solar PV, battery storage and a commitment to reduce airport emissions by 30% by 2030 . For an Africa seeking green financing, this model is replicable. The AU has explicitly stated that projects are designed to meet "global green standards" to attract climate-focused capital . Cape Verde proves that smaller nations can punch above their weight by aligning with ESG mandates.

Forecast to 2050: The Tri-Polar Future

Projecting current trajectories against the AU's Agenda 2063, three distinct spheres of influence emerge. The winner of the race to 2050 will not be the airline with the biggest hub, but the one that best integrates its national strategy with the continent's broader push for seamless, efficient and privately-capitalized air transport.

The Northern Star: EgyptAir

EgyptAir is positioned to dominate the Mediterranean-North Africa corridor and serve as the primary gateway for European travelers to Africa. With Cairo's capacity matching Addis Ababa at 60 million passengers and a modernized fleet, EgyptAir will be the premium choice for North-South connectivity. Its Star Alliance membership and expanded North American routes will capture high-yield transatlantic traffic that might otherwise flow through European hubs . The expansion of Air Cairo to 82 aircraft creates a powerful low-cost feeder network, capturing leisure traffic to Red Sea resorts while funnelling connecting passengers into EgyptAir's long-haul network .

Primary Risk: Over-reliance on European tourism and business travel, which could be disrupted by economic cycles or geopolitical events in the Mediterranean basin.

The Eastern Giant: Ethiopian Airlines

Ethiopian retains its advantage in pure scale. The Bishoftu mega-hub, despite delays, will eventually offer capacity that no other African airport can match—110 million passengers annually at full build-out. Ethiopian will remain the essential connector for intra-African traffic and the preferred carrier for Asian connections. Its first-mover advantage in building a pan-African network of 65+ destinations is insurmountable in the medium term. No other carrier can offer a business traveler seamless connections from Lagos to Lilongwe or from Dakar to Dar es Salaam via a single hub.

Primary Risk: Geopolitical instability in the Horn of Africa. Ethiopia's landlocked status also means it remains dependent on neighbouring countries for stable relations and access to ports for fuel and cargo.

The Southern Challenger: TAAG Angola

TAAG's unique value proposition is the South Atlantic bridge. No other African airline can offer direct, efficient connections between Southern Africa and Latin America. As Angola's non-oil economy grows 3.3x by 2050, and with cargo traffic projected to increase 20-fold, TAAG will evolve from a niche player to a critical logistics artery . The new Luanda airport, professionally managed by Corporacion America, will become the model for efficient, private-sector-led airport operations in Africa. The China-Brazil-Angola cargo triangle is a trade route that no other carrier can replicate, giving TAAG a captive market in high-value goods.

Primary Risk: Angola's historical dependence on oil revenues could delay the economic diversification needed to generate sufficient passenger demand. The country must execute its ELP 2050 vision to fill the 15-million-passenger capacity.

The Regional Specialists: South Africa and Morocco

South African Airways will remain the dominant carrier in the Southern Hemisphere, leveraging the largest domestic market on the continent and established corporate travel relationships. However, without a mega-hub investment comparable to its three larger rivals, SAA's role will be that of a premium regional carrier rather than a pan-African connector.

Royal Air Maroc will continue to dominate West African connections to Europe, particularly for Francophone markets. Its geographic position is unassailable for this niche, but it lacks the scale or the unique corridor advantages of the three giants to expand beyond it.

The Infrastructure Enablers: ACSA and Cape Verde

South Africa's ACSA and the Vinci-led Cape Verde model represent the future of airport management. The former provides the heavy-lifting capacity for the south through a disciplined, demand-responsive capital program. The latter provides a blueprint for sustainable, financially viable and politically stable airport operations that attract climate-focused capital. By 2050, these models may prove as influential as the airlines themselves, demonstrating that efficient management can compensate for smaller scale.

The Three-Speed Continent

By 2050, African aviation will not have a single winner but three dominant players, each ruling a distinct sphere, supported by a second tier of regional specialists and a new generation of privately-managed, sustainability-focused airports.

EgyptAir rules the North, connecting Europe to Africa with premium service and efficient hub operations at an expanded Cairo International. Its fleet modernization and private-sector airport partnerships position it as the most commercially agile of the three giants.

Ethiopian Airlines dominates the East and intra-African routes, leveraging the unmatched scale of the Bishoftu mega-hub to offer connectivity that no competitor can match. It remains the essential airline for pan-African travel.

TAAG Angola controls the South Atlantic, serving as the logistics bridge between South America, Southern Africa and China. Its unique cargo corridor and professionally-managed new airport give it a defensible niche that will expand as Angola diversifies its economy.

South African Airways and Royal Air Maroc thrive as premium regional carriers, serving high-value corporate and tourist markets in their respective spheres.

The $30 billion AU infrastructure plan provides the runway for all three. The winner of the race to 2050 will not be the airline with the biggest hub, but the one that best integrates its national strategy with the continent's broader push for seamless, efficient and privately-capitalized air transport. In that race, EgyptAir, Ethiopian and Angola have just made it a three-horse competition—and for the first time, it is genuinely too close to call.

Developed in close collaboration with Tintinimaginatio, the design team explored multiple creative concepts before selecting the Moon and space theme. The choice was driven by its immediate recognizability, emotional resonance, and natural alignment with aviation and exploration. The exterior livery depicts Tintin characters floating in weightlessness across a gradient background that transitions from midnight blue to black, creating a dynamic and visually striking effect.

Nick Rodwell, CEO of Tintinimaginatio, described the new aircraft as a continuation of a successful partnership following the airline’s first Tintin-themed plane, Rackham. He noted that the initiative also marks the beginning of preparations toward the 100th anniversary of Tintin on January 10, 2029.

Dorothea von Boxberg, CEO of Brussels Airlines, emphasized the cultural significance of comic art in Belgium’s identity. She highlighted that the airline’s Belgian Icons initiative aims to showcase national creativity on a global stage, reinforcing the carrier’s mission to bring elements of Belgian heritage into the skies.

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The aircraft’s two sides feature distinct designs to avoid visual overload: one side showcases Tintin and the Moon, while the other highlights Snowy and Captain Haddock. A detailed rocket is painted on the belly of the aircraft, symbolically “taking off” during every flight.

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Inside the cabin, the space theme continues. Overhead compartments are designed as a sequence of comic-style panels illustrating a lunar journey, from rocket launch to encounters with asteroids. The visuals are framed by one of Hergé’s handwritten quotes: “By believing in his dreams long enough, Man turns them into reality.” Additional design elements include appearances by Snowy, Tintin, and Thomson and Thompson on cabin bulkheads, along with a digitally printed floor carpet subtly referencing outer space.

The aircraft painting was carried out by Airbourne Colors, a long-standing partner of the airline.

The new A320 becomes the second Tintin aircraft in the Belgian Icons fleet, following Rackham (OO-SNB), introduced in 2015 and still in service until 2027. Over the years, Brussels Airlines has expanded its Belgian Icons series with aircraft dedicated to national cultural and sporting symbols, including tributes to René Magritte, Pieter Bruegel the Elder, the Belgium national football team (Trident), the Tomorrowland collaboration Amare, and the Atomium.

With OO-SNJ, Brussels Airlines further strengthens its strategy of blending aviation with national identity, transforming its fleet into flying ambassadors of Belgian culture.

Here is your strategic briefing on the world's most influential tourism meetings—where deals are signed, trends are set, and the future of mobility is debated.

EUROPE: The Policy Nexus and Transatlantic Bridge

Europe remains the world's most visited region, and its leading events reflect a dual focus: setting global质量标准 and managing the regulatory complexity of cross-border travel.

ITB Berlin: The Industry's Barometer

Location: Germany
Strategic Value: If the travel industry had a annual general meeting, it would be ITB Berlin. Founded in 1966, it remains the undisputed heavyweight in terms of scale—over 5,500 exhibitors from 180+ countries. But its true value lies in the ITB Berlin Convention, which functions as a think tank. For C-suite executives, this is where macroeconomic trends—from AI's impact on distribution to the financing of sustainable aviation fuel—are first debated. It is less a marketplace for last-minute bookings and more a barometer of corporate confidence for the year ahead.

WTM London: The Deal-Maker

Location: United Kingdom
Strategic Value: While Berlin showcases the industry, London is where business gets done. With over 34,000 pre-scheduled meetings, WTM is the primary venue for contracting tour operations and signing destination partnership agreements. Its political heft is equally significant; the UN Tourism and WTTC Ministers' Summit held here often sets the agenda for visa policy and cross-border tourism protocols. For any destination targeting the deep-pocketed UK and European outbound markets, attendance is non-negotiable.

GTF Annual Meeting: The Strategy Forum

Location: Brussels, Belgium
Strategic Value: Unlike the sprawling trade fairs, the Global Tourism Forum (GTF) Annual Meeting is an invitation-led, high-level dialogue. Held in the heart of the European Union's political capital, it deliberately bridges the gap between public governance and private enterprise. Attendees are not marketing managers but heads of state, cabinet ministers, and global CEOs. The 2025 edition's theme—"Redefining Tourism in a Changing World"—exemplifies its remit: to tackle the structural challenges of geopolitics, artificial intelligence, and climate resilience. Crucially, it hosts the World Tourism Awards, offering a prestigious, data-backed validation for destinations and corporations. For stakeholders seeking to influence policy at the highest level, GTF is the platform.

Fitur: The Gateway to Latin America

Location: Madrid, Spain
Strategic Value: Fitur's unique selling point is its role as the linguistic and cultural bridge to the Spanish- and Portuguese-speaking markets of Latin America. For European investors looking at hotel development in the Andes or tour operators expanding into the Caribbean, this is the essential starting point. Its specialized sections—Fitur Cruises, Fitur LGBT+, Fitur Tech—allow for deep dives into niche segments that are often afterthoughts at more generalist fairs.

THE MIDDLE EAST: The Epicentre of Luxury and Vision

The Gulf states are investing hundreds of billions in transforming themselves from energy economies to tourism powerhouses. Their flagship event reflects this ambition.

Arabian Travel Market (ATM): The Luxury Lab

Location: Dubai, UAE
Strategic Value: ATM is the shop window for the $1 trillion Gulf tourism development pipeline. From the mega-projects of NEOM in Saudi Arabia to the endless expansion of Dubai's hospitality sector, ATM is where these visions are marketed to global investors and operators. Its focus is unapologetically upscale, with dedicated tracks for luxury travel, high-end MICE (Meetings, Incentives, Conferences, Exhibitions), and, increasingly, travel technology. The ATM Travel Tech segment is particularly vital, as the region pushes aggressively into AI-powered personalization and biometric airport experiences. For any company selling premium travel experiences, ATM is the Gulf's indispensable meeting point.

NORTH AMERICA: The MICE Powerhouse and Outbound Giant

The sheer size of the US domestic market and its dominance in corporate travel give its events a distinct character.

IMEX America: The Architects of Business Events

Location: Las Vegas, USA
Strategic Value: While other fairs cater to leisure, IMEX America is laser-focused on the Meetings, Incentives, Conferences, and Exhibitions (MICE) sector. Held in the world's convention capital, it brings together meeting planners, association executives, and corporate buyers. In an era where the "bleisure" trend (business + leisure) is reshaping hotel revenue models, understanding the psychology of the corporate traveler is vital. IMEX provides the toolkit for that understanding, with hundreds of education sessions on event design, risk management, and engagement analytics.

ASIA-PACIFIC: The Supply Chain and Outbound Engine

With China's return as the world's top spender on international tourism, the region's events have regained their critical status.

ITB China: The Key to the Middle Kingdom

Location: Shanghai, China
Strategic Value: The Chinese outbound market is unique in its digital ecosystem (WeChat, Xiaohongshu), payment preferences (Alipay), and consumer behavior. ITB China is a curated B2B platform designed specifically to connect international suppliers with qualified Chinese buyers. For global hotel chains, destination management organizations (DMOs), and airlines, this is the most efficient way to penetrate the world's most lucrative travel market. It operates on a hosted-buyer model, ensuring that meetings are high-value and strategic.

China International Travel Mart (CITM): The Mega-Platform

Location: Kunming / Shanghai, China
Strategic Value: Officially organized by the China National Tourism Administration, CITM is Asia's largest and most comprehensive travel fair. Its scale is staggering, reflecting the massive volume of both inbound and outbound traffic. For international delegations, participation is often seen as a diplomatic gesture, signaling commitment to the Chinese market. It is less specialized than ITB China but offers unparalleled exposure to regional Chinese tourism boards and domestic travel agents who control vast distribution networks.

Canton Fair & HOTELEX Shanghai: The Supply Chain Pillars

Location: Guangzhou & Shanghai, China
Strategic Value: These are not marketing events but procurement powerhouses. Canton Fair (China Import and Export Fair) is the world's largest general trade fair, essential for sourcing everything from hotel furniture to F&B equipment. HOTELEX Shanghai is Asia's leading hospitality supplies exhibition. For operators managing global portfolios, attending these fairs is critical for supply chain optimization and cost control.

Conclusion: A Portfolio Approach to Global Engagement

No single event dominates the global tourism landscape. The modern travel executive must view these meetings as a portfolio of strategic assets:

Go to GTF Brussels for high-level political risk assessment and public-private dialogue.

Go to ITB Berlin for trend-spotting and industry benchmarking.

Go to WTM London to close major commercial deals.

Go to ATM Dubai to connect with Gulf capital and luxury development.

Go to ITB China to secure a foothold in the world's largest outbound market.

As the industry fragments into niches and regions assert their distinct identities, understanding the specific currency of each gathering is not just an advantage—it is a strategic necessity.

Following a major federal operation targeting organized crime leadership, violent retaliations erupted across parts of the country, triggering road blockages, vehicle burnings, and localized travel disruptions. While the government insists that key resort corridors remain operational, the optics tell a more complicated story.

For a country where tourism contributes roughly 8–9% of GDP and serves as a major foreign exchange engine, perception is often as consequential as reality.

The Perception Problem

Tourism is uniquely sensitive to headlines. It does not require nationwide instability to create economic consequences; selective images of burning vehicles or airport disruptions are often enough.

Within hours of today’s events:

International media amplified the violence.

Travel advisories from major source markets are expected to tighten or be re-emphasized.

Tour operators began reviewing short-term itineraries.

For American and European travelers — who account for the majority of high-spending visitors — security narratives weigh heavily in booking decisions. Even limited geographic incidents can influence national brand perception.

In tourism economics, this is known as the “confidence elasticity” effect: demand reacts disproportionately to perceived risk.

Immediate Impact: Disruptions and Cancellations

Short-term consequences typically include:

Flight delays or rerouting.

Temporary road closures.

Hotel cancellations in affected states.

Insurance claim inquiries.

Even if Cancun, Los Cabos, and Riviera Maya remain physically untouched, association risk spreads quickly through digital media ecosystems.

Airlines and global distribution systems respond conservatively to instability signals. That caution alone can suppress demand over the next booking cycle.

Competitive Repositioning

Tourism markets do not operate in isolation.

Caribbean destinations, Central American beach markets, and even Mediterranean alternatives monitor these developments closely. When uncertainty rises in one major destination, competitors often benefit through displacement demand.

Dominican Republic, Jamaica, and Costa Rica could quietly absorb diverted bookings if instability narratives persist beyond a news cycle.

The Government’s Strategic Test

Mexico’s administration now faces a dual challenge:

Restore operational stability.

Restore narrative stability.

Security control is one battle; international confidence management is another.

Successful crisis containment requires:

Clear geographic differentiation (isolating affected zones).

Coordinated communication with embassies and tour operators.

Real-time transparency on airport and resort functionality.

Visible federal security presence in tourism corridors.

Without disciplined messaging, even contained incidents can evolve into prolonged perception crises.

Structural Reality

Mexico remains structurally strong as a tourism powerhouse:

Established air connectivity.

Mature hospitality infrastructure.

Deep U.S. market integration.

Competitive pricing advantage.

Cultural and experiential diversity.

But structural strength does not immunize against episodic shocks.

History shows that Mexico typically rebounds — often quickly — after security disruptions. However, recovery speed depends on whether events are isolated or signal systemic escalation.

Today’s events are unlikely to collapse Mexico’s tourism industry.

But they will test its resilience.

In the short term, expect:

Booking hesitation.

Insurance and advisory adjustments.

Localized revenue pressure.

In the medium term, the decisive variable will be control — not just of territory, but of narrative.

Tourism runs on trust.

And trust, once shaken, requires more than beaches and sunshine to rebuild.

Over the past few years, Kazakhstan has quietly but steadily emerged as one of the most dynamic tourism destinations across Eurasia. Once primarily known for its vast steppes, rich natural resources, and strategic location along the historic Silk Road, the country is now attracting growing attention from travelers seeking authentic cultural experiences, breathtaking landscapes, affordable travel, and increasingly sophisticated infrastructure. From bustling modern cities to serene mountain ranges and ancient traditions, Kazakhstan offers a unique blend that appeals to a wide variety of visitors.

What makes this transformation particularly remarkable is the diversity of markets driving the country’s tourism growth. Travelers from China, Russia, South Korea, and beyond are increasingly choosing Kazakhstan not only for leisure but also for business, cultural exploration, winter sports, culinary discovery, and even medical care. Meanwhile, the government is investing heavily in infrastructure, digital services, and international promotion to position the country as a major tourism hub in Asia and a gateway between East and West.

The following article explores in detail the many facets of Kazakhstan’s rising popularity — from its recognition as a top destination among Asian travelers to its booming medical tourism sector, expanding infrastructure, Muslim-friendly travel offerings, and ambitious plans for the future.

Kazakhstan — A Top Chinese Destination

Kazakhstan has been named among the top seven most popular overseas destinations for tourists from China during the New Year holiday period, according to a tourism trends report published by Chinese online travel agency Tongcheng Travel, as reported by Qazinform News Agency.

Data shared by Kazakh Tourism show a significant increase in travel demand from early December through the holiday season. Flight bookings from major Chinese cities to Kazakhstan rose by more than 50% year-on-year, while hotel reservations increased by over 80%, according to Kazinform. It is also important to note that Kazakhstan is listed among the top five fastest-growing international hotel booking destinations for Chinese travelers, according to the national company Kazakh Tourism.

Kazakh Tourism reports up to 430,000 daily searches for Kazakhstan on China’s Baidu search engine, with the highest numbers recorded in Guangdong and Zhejiang provinces, Beijing, as well as Xi’an and Shandong province. A total of 665,000 Chinese tourists visited Kazakhstan in 2024, which is 78% more than the 2023 figure of 367,000.

For example, China’s Guangzhou Radio and Television is spotlighting Kazakhstan’s tourism and culture in a new travel documentary as part of its international program Make Friends in the Silk Road, further boosting awareness among Chinese audiences.

Kazakhstan — A Top Russian Destination

In the first half of 2025, Kazakhstan was also ranked among the top three most popular international destinations for Russian travelers, according to Kazakh Tourism, as cited by Qazinform News Agency. The country’s proximity, visa-friendly policies, shared historical ties, and diverse attractions — from urban experiences to nature — make it an appealing choice for Russian visitors seeking both short trips and longer stays.

Kazakhstan — A Top South Korean Destination

Kazakhstan is emerging as a leading travel destination in Central Asia for South Korean tourists, with interest surging by 295% from January to October 2025, according to data from the digital tourism platform Agoda.

The increased availability of direct flights between the two countries has played a significant role in this growth. Agoda reports that the launch of the Incheon–Almaty route by Eastar Jet boosted interest in Almaty, with search activity jumping by 348%.

Shymkent, located in southern Kazakhstan, also saw an 89% rise in interest from South Korean travelers. It is worth recalling that Shymkent is one of the best culinary destinations in Central Asia. Indeed, the city is considered the premier culinary destination in Kazakhstan for authentic Central Asian cuisine, offering superior, budget-friendly local food compared to Almaty. It is renowned for its vibrant food scene featuring traditional tandoor-baked samsa, rich meat dishes, and bustling historic markets.

Medical Tourist Flow in Kazakhstan

“Kazakhstan is currently experiencing one of the highest growth rates in the world for both inbound and outbound medical tourism,” noted an article on the DoctorGeo website. Indeed, international patient numbers have increased fivefold since 2021, according to Kazakh Healthcare Minister Akmaral Alnazarova, as cited by Kazinform.

Growth has been particularly noticeable among patients from:

China (24-fold increase)

India (40-fold increase)

Turkey (three-fold increase)

The geography of patients now spans 50 countries. Kazakhstan offers a strong competitive advantage: the cost of diagnostics and surgeries is five to ten times lower than in the United States and Europe. Nine domestic clinics have already received international JCI accreditation, and the national accreditation system fully complies with global requirements.

Kazakhstan is a leader in Central Asia in the development of high-tech medicine. The country provides access to 80 types of high-tech medical care, including proton and gamma therapy, neuromodulation, and robot-assisted surgery.

Kazakhstan’s cardiac surgery service ranks among the top 30 in the world. Earlier reports indicated that Kazakhstan has drawn over 80,000 medical tourists since January 2025.

Kazakhstan Aims to Become a Major Tourism Hub

With more than 7.5 million international visitors in the first half of 2025 — an increase of 600,000 compared to 2024 — Kazakhstan is steadily becoming a tourism hub in Asia. Indeed, the tourism industry is growing exponentially. Continued efforts are planned over the coming years, which should transform the Kazakh tourism industry into a €10 billion sector and lead to 15 million yearly visitors by 2029.

Tourism investments grew by 20% in 2024, totaling €1.6 billion annually. For example, 100 new hotels opened their doors during 2024, and revenues increased by 30%. The Neo Nomad Visa, allowing citizens from 48 countries to work and travel in Kazakhstan for up to a year, also contributed to this growth.

In the following year, investment in Kazakhstan’s tourism sector increased by 38.1% to 923 billion tenge (approximately US$2 billion) in the January–October 2025 period, as the country recorded steady growth in both inbound and domestic travel, according to Minister of Tourism and Sports Yerbol Myrzabossynov.

The minister stated that 12.1 million foreign nationals visited Kazakhstan for tourism purposes between January and September, including 8.6 million classified as tourists staying more than one day. At the same time, one million foreign visitors and 6.7 million domestic tourists used accommodation facilities, underscoring sustained growth across the sector.

The country is focusing its outreach on China, India, South Korea, Malaysia, Japan, the Middle East, and European markets. In 2023, Kazakhstan’s export of tourism services reached $2.6 billion.

President Kassym-Jomart Tokayev highlighted this priority at a June 2024 government meeting, stressing that despite Kazakhstan’s strategic location, natural diversity, and unique cultural heritage, the country’s tourism potential remains underutilized.

Kazakhstan continues to strengthen its position as a destination for winter holidays and active tourism, with Almaty and Astana remaining the most popular cities. Demand for ski tourism has also been rising since late November.

Tourism statistics indicate that more than 876,000 visitors from China traveled to Kazakhstan in the first 11 months of the current year, compared with 655,000 over the whole of the previous year.

The Kazakhstan government invests heavily in tourism. For example, it organizes a Travel Forum. The Kazakhstan Travel Forum took place on October 6–8 last year and gathered major tour operators, travel agencies, airlines, airports, tourism associations, government agencies, and foreign partners to discuss key trends in the industry.

Kazakhstan is also heavily investing in new airport infrastructure to boost tourism, with construction underway on new airports in key resort areas: Zaisan, Katon-Karagay, and Kendirli. These projects, part of a 2025 initiative, feature 2,200-meter runways, modernized terminals capable of handling up to 150 passengers per hour, and improved access to scenic locations, including the Altai Mountains.

Digital Assistance for Tourists

Kazakhstan is working to support tourists so that they encounter no difficulties once on Kazakh territory. For example, the country will introduce an AI-powered digital assistant for tourists as part of efforts to scale up a national electronic tourism service, according to reports from The Astana Times.

According to Deputy Minister of Tourism and Sports Baurzhan Rapikov, work to populate the platform’s database began in February to create a unified digital tourism ecosystem. The travel platform will offer more than just a calendar of events. New features will include a route builder, online booking, and an integrated AI assistant to help plan trips and navigate travel options.

Kazakhstan — A Promising Destination for Ramadan

Kazakhstan is a rapidly growing, Muslim-friendly destination for Ramadan and Eid, offering a mix of modern cities, stunning and serene nature, and rich culture. Top spots include Almaty for mountain landscapes and cafés, and Astana for grand mosques such as the Hazrat Sultan Mosque. It is an affordable and culturally welcoming option.

With a Muslim-majority population and a warm culture of hospitality, Kazakhstan is an easy and welcoming destination for Muslim travelers.

One of the most beautiful mosques in the world is located in Kazakhstan, specifically in Shymkent. I had the chance to visit the Seyitzhan Kari Yeszhanuly Mosque, and it is clearly one of the most beautiful mosques in the world, as can be seen in the article’s photo. For those who wish to visit the most beautiful mosques during Ramadan, Kazakhstan is an ideal destination, offering excellent dishes for iftar as well as magnificent places for prayer.

The Seyitzhan Kari Yeszhanuly Mosque is in the running for two Guinness World Records: the largest dome in Central Asia and the tallest mihrab — a niche in the wall indicating the direction of Mecca.

Kazakhstan’s rise as a major tourism destination reflects a broader transformation taking place across the country. By combining strategic investment, cultural openness, modern infrastructure, and the preservation of its unique heritage, Kazakhstan is positioning itself as a multifaceted destination capable of appealing to travelers from all backgrounds. Whether visitors are drawn by the allure of Silk Road history, the tranquility of vast natural landscapes, the dynamism of rapidly developing cities, or the affordability and quality of services, the country offers a compelling experience.

Moreover, Kazakhstan’s efforts to diversify tourism — spanning leisure, culture, eco-tourism, sports, winter activities, gastronomy, and medical travel — demonstrate a long-term vision that extends beyond simple visitor numbers. Initiatives such as digital travel platforms, expanded flight connectivity, new airports, and visa innovations show a commitment to making travel smoother and more accessible. At the same time, the emphasis on Muslim-friendly tourism and international outreach underscores the country’s ambition to welcome a global audience.

As Kazakhstan continues to unlock its vast potential, it stands at the crossroads of continents and cultures, offering a unique opportunity for travelers seeking discovery off the beaten path. The country’s natural resource wealth and diverse locations support a wide range of tourism types — including leisure, cultural tourism, eco-tourism, sports tourism, and health tourism — making it one of the most promising destinations to watch in the coming years.

The numbers tell a startling story. Global tourism fully recovered in 2025, with international arrivals reaching 1.52 billion—4 percent above pre-pandemic levels, according to the UN World Tourism Organization. But beneath this headline figure lies a tectonic shift: winter destinations are capturing an unprecedented share of both visitors and investment dollars.

The "coolcation" phenomenon—travellers fleeing southern Europe's scorching summers for northern latitudes—has effectively erased the traditional seasonality that once defined the industry. Finland exemplifies this transformation. The Nordic nation recorded 7.2 million foreign overnight stays in 2025, a 12 percent jump from the previous year, with particularly strong growth from long-haul markets including Japan, China and India.

"We're no longer selling winter. We're selling refuge," says Kristiina Hietasaari, head of international marketing at Visit Finland. "The traveller arriving from Mumbai or Shanghai isn't just looking for snow. They're seeking clean air, silence, and a climate that feels like sanctuary."

That sanctuary comes at a premium. Long-haul visitors to Finland spend an average of €305 per day—significantly above the European average—and increasingly visit year-round, blurring the boundaries that once confined winter tourism to a narrow window between December and March.

The China Shock: 1 Trillion Yuan and Counting

Yet Europe's established players face a formidable challenger. China has transformed its winter tourism sector into a 1 trillion yuan (approximately $140 billion) economic force as of 2025—quadruple its size a decade ago. The China Tourism Academy projects this will reach 1.5 trillion yuan by 2030, driven by a domestic market of 360 million winter visitors.

The most striking aspect of China's winter boom is its geography. While the northern provinces of Heilongjiang and Jilin remain winter strongholds, 30 percent of new winter tourism investment—roughly 30 billion yuan—now flows to southern China. These funds are building indoor ski complexes that operate 365 days a year, effectively decoupling winter sports from winter weather.

Harbin's 42nd International Ice and Snow Festival offers a window into the economics at play. The event attracted 4.1 million visitors during the three-day New Year holiday alone, generating 5.56 billion yuan in revenue. Crucially, spending patterns have shifted: "soft consumption" on cultural experiences, photography services and AI-enhanced entertainment now rivals traditional expenditure on transport and accommodation.

"Chinese consumers are paying for the story, not just the slope," explains Dr. Wang Feng, tourism economist at Peking University. "A family visiting Harbin spends as much on ice sculpture workshops and social media-worthy experiences as they do on lift tickets. This is the experience economy in its purest form."

Where the Money Flows: Investment Patterns and Returns

Global capital is chasing this transformation along two distinct tracks.

Infrastructure and destination development dominates in mature markets. The French Alps and Swiss resorts are focused on upgrading existing assets—snowmaking systems, luxury accommodation, and climate-resilient infrastructure. Returns here are steady but single-digit, appealing to conservative institutional investors seeking predictable cash flows.

Technology and indoor solutions tell a more aggressive story. Chinese and Middle Eastern capital is pouring into enclosed snow parks that promise year-round utilisation. Dubai's indoor ski resort has long proven the concept; now Chinese manufacturers are exporting everything from artificial snow systems to slope-ready vehicles, capturing value up and down the supply chain.

The return on investment varies dramatically by geography and strategy. Finland's focus on high-spending long-haul travellers delivers premium yields despite lower visitor volumes. The country's €3.7 billion in winter tourism receipts flows disproportionately from Asian markets where per-day spending exceeds €300—a model that prioritises yield over scale.

China's approach inverts this logic. Massive domestic volume—360 million visitors in the 2024-25 season—creates economies of scale that make even thin margins profitable. State-backed financing further alters the ROI calculus, with many projects prioritising regional development and soft power over immediate financial returns.

The Risk Factors: Overheating and Overtourism

Yet warning signs are emerging. Lapland's tourism infrastructure is straining against capacity limits, with some destinations approaching the "overtourism" threshold that has plagued southern European hotspots. The paradox is stark: the very growth that validates winter tourism's economic potential threatens to destroy the authenticity that attracted visitors in the first place.

Climate change adds another layer of uncertainty. The European Environment Agency projects that 50 percent of Alpine ski resorts face high snow scarcity risk at 2°C warming. This existential threat is driving investment toward higher-altitude resorts and artificial snow systems—but also accelerating the search for non-ski winter experiences.

"Destinations that rely solely on downhill skiing are dinosaurs," says Emma Lund, sustainability director at the Scandinavian Travel Commission. "The winners will be those offering diverse winter experiences: Northern Lights viewing, ice fishing, culinary tourism, wellness. Snow becomes a backdrop rather than the main event."

2026's Winter Elite: Beyond the Expected

So which destinations currently lead the pack? Recent traveller surveys from DiscoverCars.com, analysing more than 5,600 reviews, reveal a surprising hierarchy that rewards distinctiveness as much as traditional winter attributes.

Norway (10/10) claims the top spot with its monumental fjords and Northern Lights—winter tourism's purest expression of natural grandeur.

Finland (9.7/10) follows closely, praised for four-season appeal and what travellers describe as "magical" winter landscapes combined with sophisticated urban amenities.

Yet the rankings' most telling entries are unexpected. Portugal's Azores and Italy's Sardinia (9.6/10) share the third tier, their volcanic landscapes and mild Mediterranean winters offering a counterpoint to traditional snow destinations. The Azores, where temperatures rarely dip below 14°C, attract travellers seeking "quiet tourism"—a winter escape defined by contrast rather than conformity.

Ireland, Réunion and Puerto Rico (9.5/10) round out the top tier, their wild coasts and tropical settings proving that winter appeal now encompasses geothermal waters, unique biodiversity and temperate climates alongside traditional alpine offerings.

The Bottom Line

Winter tourism has matured beyond seasonal escapism into a year-round industry shaped by climate adaptation, technological innovation and shifting consumer psychology. Investment is flowing toward destinations that offer insulation from climate uncertainty—whether through indoor facilities, diversified experiences or geographic repositioning.

Returns increasingly depend on narrative as much as infrastructure. The destinations winning in 2026 aren't necessarily those with the deepest snow, but those telling the most compelling stories: of refuge, of authenticity, of experiences that transcend mere recreation.

China's emergence as both market and manufacturer signals a broader realignment. The country that hosted the 2022 Winter Olympics now exports winter tourism expertise alongside equipment, potentially reshaping global supply chains as dramatically as it has transformed manufacturing in other sectors.

For investors, the message is clear: winter is no longer a season but a strategy. The cold has never been hotter.

This article provides an in-depth analysis, based on current data and industry analysis, of the multi-faceted contributions of ride-hailing applications to urban economies, the future of tourism, and sustainable transportation models.

The Unseen Architects of Tourism: A New Era for the Visitor Experience

For a tourist, the first moment they step into a city is often defined by the journey from the airport to the city center. In contrast to the challenges of traditional taxis—language barriers, security concerns, or opaque pricing—mobility applications offer a standardized, reliable, and transparent solution.

1. Seamless Airport Connectivity and First Impressions

A report evaluating Uber's decade-long operation in Sri Lanka highlights the platform's direct contribution to the island nation's tourism ecosystem. According to the report, in a single year, over 700,000 airport trips were completed. This means that from the moment tourists land, they have access to a dependable transportation network. This kind of "seamless" experience creates one of the first and most lasting impressions of a destination.

2. A Gateway to Undiscovered Regions

For sustainable tourism and crowd management, it is vital that visitors venture beyond main hubs. However, transportation to these areas, where public transit networks are often sparse or non-existent, is typically difficult. Research by Oxford Economics for inDrive reveals how the app's fare negotiation model overcomes this barrier. Particularly in developing markets, negotiated pricing enables tourists to travel to areas that were previously either too expensive or completely inaccessible. For example, in Latin America, 55% of participants stated they found inDrive's negotiated fares more affordable compared to other platforms. This accessibility ensures that tourism revenue is distributed across a wider geographical area.

3. The Experience Itself Becomes a Tourist Product

Mobility applications are evolving from being merely a vehicle to becoming an integral part of the tourist experience. The Indian state of Andhra Pradesh has pioneered a groundbreaking public-private partnership in this regard. The state tourism department is collaborating with the ride-hailing platform Rapido to implement a "Driver-Guide" model. Under this initiative, top-rated Rapido drivers will receive official training on the state's history, culture, and hospitality. This innovative model transforms an ordinary ride into an enriching cultural tour, contributing to local employment while offering tourists an authentic and unique experience.

The Transformation of Urban Mobility: From Complementary to Essential Infrastructure

Mobility apps are not just diversifying urban transport; they are redefining it. They play a key role in planning "multi-modal" journeys, freeing users from dependence on a single mode of transport.

1. A Complementary, Not Competitive, Force

Long viewed as competitors to public transport, these platforms have actually become its most significant complements. An economic report published by Lyft revealed that 44% of riders use Lyft to connect with public transportation. Especially during late-night or early-morning hours when public transport is infrequent, these applications provide the crucial "first-mile-last-mile" connection, making urban transport accessible 24/7. The Lyft report summarizes this by stating, "Public transit will always be the backbone of cities' transportation infrastructure, but Lyft's multi-modal platform fills the gaps."

2. Economic Value and Employment

These platforms have become major employers, contributing directly to city economies. In the Sri Lankan example, over 320,000 Sri Lankans earned income through Uber, and in just one year, Uber and Uber Eats added more than 160 billion LKR in economic value to the country's economy. This creates a significant ecosystem not only for individual drivers but also for ancillary sectors like fleet management companies, maintenance services, and financial services.

3. The Rise of Fair and Inclusive Models

The high commission rates and surge pricing policies of traditional platforms can sometimes cause dissatisfaction among both drivers and passengers. This has accelerated the emergence of new, fairer business models.

Negotiation-Based Model: In inDrive's model, the passenger and driver mutually agree on the fare through negotiation. This "human-centric" approach helps establish a fairer balance, especially in markets with high income inequality.

Zero-Commission and Cooperative Models: India-based Namma Yatri operates on a pure subscription model, charging no commission from drivers, and claims to have increased driver incomes by 20-30%. This success has spurred the development of state-backed cooperative ride-hailing platforms in major cities like Delhi. This marks a significant step towards the democratization of mobility services.

Future Perspectives: Super Apps and Sustainability

The evolution of mobility applications is continuous. Companies are transforming from mere transport providers into comprehensive lifestyle platforms.

Super App Strategy: Webook, based in Saudi Arabia, evolved from an event ticketing platform by integrating flight and hotel bookings, consolidating all stages of travel under one roof. Uber and others are expanding into areas like delivery, courier services, and even long-distance travel (intercity trips, motorbike-caravan rentals), broadening their role in users' daily lives.

The Green Transition: Sustainability is the most critical agenda item for the industry's future. Mahindra Logistics' entry into the premium segment with fully electric fleets like Alyte Privé addresses both environmental concerns and rising user expectations. Coupled with lower operating costs and government incentives, Electric Vehicle (EV) integration is emerging as a key element that will support both profitability and the vision of eco-friendly cities in the long term.

Conclusion

Bolt, Uber, Yandex Go, and similar mobility applications are no longer just "taxi-hailing" services; they are complex digital ecosystems deeply embedded in the economic, social, and touristic fabric of cities. They open the doors to unexplored regions for tourists while offering flexible employment opportunities for local residents. By complementing public transport, they help build smarter and more accessible cities, and through fairer trade models, they are rewriting the industry's rules. As cities grow and become more dynamic, the role of these platforms as digital bridges holding the urban pulse will become even more strategically important. The cities of the future will be shaped by how well they integrate and manage these powerful tools.

What Happened?

Following the announcement of El Mencho’s death, cartel members reportedly set vehicles ablaze and blocked highways at more than 250 points across 20 states. Major urban centers, including Guadalajara, experienced widespread disruption, with residents sheltering indoors and schools cancelling classes. Authorities confirmed fatalities, including members of the National Guard, in states such as Jalisco, Michoacan, and Guanajuato.

The scale and coordination of the response underline CJNG’s operational capacity and raise concerns about further instability in the short term.

Affected Locations

Heightened security risks currently apply to:

Jalisco (including Puerto Vallarta, Chapala, and Guadalajara)

Tamaulipas (including Reynosa)

Parts of Michoacan

Guerrero

Nuevo Leon

In some areas, authorities have urged residents and visitors to shelter in place due to ongoing security operations, road blockages, and criminal activity.

Impact on Travelers

While popular tourist zones such as Puerto Vallarta have strong security presence and historically operate separately from cartel conflict zones, spillover risk cannot be ruled out during periods of heightened tension.

Potential impacts include:

Sudden road closures and transport disruptions

Increased military and police presence

Temporary shutdowns of schools, businesses, or public services

Risk of being caught near law enforcement operations or spontaneous unrest

Travelers transiting by road in affected states face elevated risk due to vehicle burnings and highway blockades.

Official Guidance & Safety Measures

Travelers in affected areas are advised to:

Avoid areas near law enforcement or military operations

Shelter in place if advised by local authorities

Avoid crowds and public gatherings

Monitor reliable local media for updates

Minimize unnecessary movements

Keep family and contacts informed of your location

In emergencies, call Mexico’s emergency number: 911

Risk Outlook

The immediate aftermath of high-profile cartel leadership eliminations in Mexico has historically led to short-term surges in violence, followed by gradual stabilization. However, power vacuums within criminal organizations can also trigger internal fragmentation and prolonged instability.

Travel to affected states should be carefully evaluated in the coming days. Business travel and event planning in western Mexico—particularly in Jalisco—may require contingency measures and close coordination with local authorities and security providers.

Travelers with upcoming plans to the region should maintain flexible itineraries and closely monitor official advisories.

The Genesis in the 1980s: Sun, Sea, and Standardization

The 1980s are widely regarded as the golden age of mass production and standardization within the tourism industry. Countries bordering the Mediterranean, such as Turkey, embarked on aggressive development campaigns, viewing tourism as the primary engine for economic growth . The dominant paradigm of this era was mass tourism, built around the "sun-sea-sand" trinity. Consumers purchased pre-packaged holidays from tour operators, predominantly based on all-inclusive concepts, with travel decisions rooted in simplicity and limited options. Investments concentrated along coastlines, capitalizing on geographical assets, while cultural heritage often remained a secondary consideration .

However, this rapid expansion brought with it significant environmental and social costs. Coastal concretization, ecological degradation, and the strain on local carrying capacities began to question the long-term sustainability of the sector. By the late 1980s, the concept of alternative tourism emerged precisely as a reaction and a search for solutions to these mounting issues .

The New Millennium, New Rules: Digitalization and the Experience Economy

The proliferation of the internet in the 2000s fundamentally shifted the power dynamics within the tourism sector. Information, once monopolized by tour operators, was now at the fingertips of the consumer. Online Travel Agencies (OTAs) and user-review platforms empowered travellers to design their own itineraries, marking the first and most impactful wave of digital transformation. With mobile integration, the entire travel journey—from booking and check-in to room selection and keyless entry—became increasingly digitized .

This technological leap catalysed a parallel shift in consumer behaviour. As highlighted in a recent Financial Times analysis, the modern traveller has largely abandoned the desire to "cram six countries into one trip." Instead, there is a growing preference for deep, immersive cultural experiences in a single destination, with a desire to "live like a local" . Data from TripAdvisor corroborates this trend: in 2023, the number of travellers using the site specifically to search for experiences surged by 180 million compared to the previous year . Tourists are no longer passive observers but have transformed into active participants. This new generation of travellers expects their journeys to align with their personal values, such as sustainability and cultural sensitivity.

The Present and Future: AI, Sustainability, and Hyper-Personalization

Today, the transformation has entered its next phase. Artificial intelligence is emerging as the new architect of the experience economy. Personalization has evolved from a marketing buzzword into an operational imperative. While platforms like Booking.com and Expedia utilize chatbots for customer service, sophisticated AI algorithms now process vast datasets to predict the unique preferences of each traveller, from seat selection to dining habits .

This technological advancement is also intersecting with critical sustainability goals. Just as some Spanish cities are beginning to use big data and AI for crowd management, destinations worldwide are leveraging smart technologies to regulate tourist flow, thereby mitigating environmental pressure . The redefinition of transportation by platforms like Uber and BlaBlaCar, and the potential future impact of autonomous vehicles, represent other dimensions of this ongoing evolution.

Another prominent trend is the rise of niche tourism. The phenomenon of "gig-tripping," fueled by major events like Taylor Swift's "Eras" tour, sees fans travelling from city to city, blending music fandom with travel . Similarly, wildlife tourism, from interacting with deer in Japan's Nara Park to embarking on safaris in Kenya's Masai Mara, commercializes the traveller's innate desire to connect with nature. Participation in events like Spain's La Tomatina or Brazil's Carnival transcends a simple trip, transforming into a cultural ritual.

So, what are the financial and structural implications of this comprehensive shift? Tourism continues to be a vital source of foreign revenue for nations, just as it was in the 1980s. However, the metrics for success have fundamentally changed. The quantitative, volume-oriented approach of the past has given way to a focus on quality, sustainability, and the richness of the experience. In this new era, for a country seeking to attract visitors, implementing policies that are environmentally harmonious, economically competitive, and technologically integrated is no longer a choice but a necessity . The future of the sector will be shaped by those who can successfully blend technological prowess with humanistic and ecological values.

For decades, the "sun, sea, and sand" model has been the Mediterranean’s economic crown jewel, drawing a third of the world's international tourists. But the very climate that built this industry is now its greatest threat.

As global temperatures soar, the region is transforming into a climate change "hot spot." By 2050, the convergence of extreme heat, water bankruptcy, and rising sea levels is projected to fundamentally alter travel patterns, throttle aviation efficiency, and erode the natural assets that 400 million annual visitors come to enjoy.

“We are sleepwalking into a crisis,” warns a recent report from the Union for the Mediterranean. “The Mediterranean is not just warming; it is rewiring its entire ecological and economic system. The tourism sector, which relies on predictability and comfort, is on the front line.”

Here is a sector-by-sector breakdown of the risks facing the industry by mid-century.

Tourism: The end of the classic summer holiday?

The economic foundation of coastal communities from Spain to Turkey is cracking under the weight of physical climate risks.

Water scarcity is the new oil crisis: The region holds a mere 3% of the world’s freshwater reserves yet hosts a third of global tourism. By 2050, water demand in the sector is expected to double or even triple. On islands such as Rhodes and Samos, where surface runoff could drop by 40%, the competition between swimming pools and local agriculture is becoming a geopolitical flashpoint.

The unbearable heat of summer: Climate models project that Southern Mediterranean destinations could see summer temperature extremes rise by as much as 2.3°C. This is pushing the Balearic Islands toward a "steppe climate"—a classification typically associated with arid, rather than tourist-friendly, regions. The result is a predicted massive demand shift toward the "shoulder seasons" of spring and autumn, threatening the viability of businesses that rely on a three-month summer window.

Coastal asset exposure: Over €100 billion in coastal tourism assets—including hotels, marinas, and heritage sites—are exposed to sea-level rise and increased storm surges. A study from the Mediterranean Climate Change Initiative warns that by 2050, extreme sea-level events that once occurred once a century will become at least 10% more frequent, putting infrastructure directly in the path of the waves.

GDP at stake: The macroeconomic impact is severe. Analysts estimate that climate-induced damage to tourism and rising sea levels could shave 1% off the region’s total GDP, with Cyprus and Albania facing disproportionate losses.

Travel & Destinations: The geography of desire is shifting

The intangible allure of the Mediterranean—its cobalt waters, sandy coves, and historic port cities—is quantifiably degrading.

Infrastructure under siege: Travel logistics are directly threatened. By 2100, up to 20 million people could be displaced from coastal zones, but the strain on transport networks will be felt much earlier. Airports, railways, and roads in low-lying areas like Venice's lagoon or Greece's coastal highways face increasing flood risks, disrupting supply chains and passenger flows.

Ecosystem bankruptcy: The degradation of Posidonia oceanica seagrass meadows—the "lungs of the Mediterranean"—is accelerating coastal erosion. As these natural barriers disappear, beaches vanish, reducing the aesthetic value that drives premium pricing in the hospitality sector.

Socio-cultural friction: Beyond the physical, the social carrying capacity is being tested. The influx of climate refugees (both environmental and economic) into coastal cities, combined with rising living costs driven by tourism, is creating local resentment, a factor that investors are beginning to price into destination risk.

Aviation: The physics of heat on the tarmac

While the travel industry worries about where tourists go, the aviation sector faces a more immediate, physics-based problem: hot air.

The density dilemma: Aircraft performance is dictated by air density. Hotter air means less lift. A major study focusing on Euro-Mediterranean airports projects that under a high-emissions scenario, summer temperature extremes could increase by +1.7°C to +3.2°C by the 2021-2050 period.

Payload penalties: This increase forces a stark operational reality: decreased maximum takeoff weights. During the hottest parts of the day, aircraft at major hubs in Southern Europe (such as Athens, Rome, or Barcelona) may face "weight restrictions," requiring them to shed cargo, fuel, or passengers to safely depart.

Runway requirements: Lengthened takeoff distances will also be required, putting pressure on existing airport infrastructure and potentially requiring longer, more heat-resistant runways. Without adaptation, we could see a rise in flight cancellations during peak afternoon heat, disrupting the just-in-time logistics of the modern airline industry.

The path to 2050: Adaptation as survival

The forecast is dire, but not immutable. Industry leaders and policymakers are pivoting from mitigation to aggressive adaptation.

Strategies gaining traction include the push for low-impact ecotourism to replace mass-market volume, massive investments in water recycling and desalination (though energy-intensive), and the digital management of tourist flows to prevent "over-tourism" during vulnerable periods.

For aviation, the future lies in either fleet-wide operational changes or the acceleration of Sustainable Aviation Fuel (SAF) adoption to meet net-zero targets, indirectly reducing the radiative forcing that heats the tarmac.

The Mediterranean of 2050 will still be there. The question, worth hundreds of billions of euros, is whether it will still be a destination—or a cautionary tale.

Backed by the latest data from 2024 and 2025, this in-depth analysis explores the economic transformation, environmental trade-offs, and infrastructure challenges behind Albania’s tourism surge.

Albania Tourism Statistics 2025: Key Numbers

The numbers speak for themselves. In 2024, Albania recorded 11.7 million foreign visitors, up from 6.4 million in 2019—a staggering 82% increase. The momentum continued into 2025, with arrivals rising another 7%.

Tourism revenue (2024): €4.4 billion (first 9 months)

Share of GDP: ~20%

Employment: 1 in 5 jobs now linked to tourism

Visitor spending: $5.57 billion in 2023 (45% higher than 2019)

These figures position Albania as a major player in Mediterranean tourism, rivaling traditional destinations like Croatia and Greece.

Economic Impact of Tourism in Albania

Tourism has become a powerful driver of inclusive growth, especially in southern Albania. World Bank-backed projects in Berat, Gjirokastra, and Saranda have revitalized historic centers and created thousands of jobs.

Who Benefits Most?

Women and youth make up over 50% of new tourism jobs.

Return migrants are investing in family-run guesthouses.

Small businesses in tourism have more than doubled since 2019.

In Gjirokastra, visitor numbers have surged sixfold since 2019, while Berat now attracts nearly four times as many tourists. These UNESCO-adjacent towns are thriving, but growth brings new pressures.

Environmental Challenges: The Cost of Rapid Growth

Despite the economic wins, environmentalists warn that Albania is sacrificing its natural assets. The most controversial case involves the Vjosa River, Europe’s first Wild River National Park, declared in 2023.

Threats to the Vjosa River National Park

Water diversion for coastal tourism developments

Illegal gravel extraction for construction

Oil spills from outdated drilling rigs

Rubbish dumping directly on riverbanks

Olsi Nika, CEO of EcoAlbania, states: “We have a continuously flowing wild river, one of the last in Europe, and it's being treated like a waste dump.”

Local communities are protesting water redirection from the Shushica River, a Vjosa tributary, to supply hotels and resorts. Farmers fear for their livelihoods, while activists accuse the government of ignoring environmental safeguards.

Infrastructure Strain: Water Shortages and Waste Crisis

The influx of tourists is exposing infrastructure gaps. In coastal areas, water shortages are now routine.

Airbnb host Akeron shared: “Families often have only 1–2 hours a day to fill water tanks. One guest had just put on shower gel when the water stopped.”

Prime Minister Edi Rama admitted in August 2025 that waste management is a major challenge, especially in coastal zones. Despite claims of improvement, critics say enforcement remains weak.

To address these issues, the European Investment Bank approved a €50 million loan in early 2025 to improve water supply and wastewater treatment in northern Albania.

New Infrastructure: Vlora International Airport

In summer 2025, Albania opened the Vlora International Airport, a $170 million project with capacity for 2 million passengers annually. The goal is to reach 10 million within a decade, easing pressure on Tirana’s overburdened airport, which handled 10.7 million passengers in 2024.

While this boosts accessibility, it also raises concerns about unchecked development along the southern coast.

The Informal Economy in Albanian Tourism

A persistent issue is informality. Many small hospitality businesses operate outside the legal framework, leading to:

Unfair competition

Poor service quality

Worker vulnerability

In June 2025, the International Labour Organization hosted talks with Albanian officials to create a roadmap for formalizing tourism enterprises.

Eduart Shalsi, Chair of the Parliamentary Economy Committee, warned: “If we exceed our capacity without planning, we risk damaging service quality. Growth must come with responsibility.”

Government Vision: 30 Million Tourists by 2030?

Prime Minister Edi Rama has set an ambitious target: 30 million tourists annually by 2030—more than 12 times Albania’s population.

Environment Minister Mirela Kumbaro defends the strategy: “We aim to develop sustainable, elite tourism in harmony with the environment.”

Yet critics argue that projects like the Shushica water diversion contradict this vision. Activist Esmeralda Topi notes: “On paper, the river is protected. On the ground, it’s a different story.”

Albania Tourism Sustainability: What the Future Holds

Albania stands at a crossroads. The economic benefits of tourism are undeniable—poverty is falling, jobs are growing, and remote communities are reviving. But the environmental costs are mounting.

To ensure long-term sustainability, Albania must:

Enforce environmental protections in national parks

Upgrade water and waste infrastructure urgently

Formalize small tourism businesses

Slow down development in ecologically sensitive areas

Without these measures, the very assets attracting tourists—wild rivers, unspoiled coasts, and authentic villages—could be lost.

FAQ: Albania Tourism Growth

Q: How many tourists visited Albania in 2024?
A: Albania received 11.7 million foreign visitors in 2024, up 82% from 2019.

Q: Is tourism in Albania sustainable?
A: It’s a mixed picture. Economically, it’s transformative, but environmental and infrastructure challenges threaten long-term sustainability.

Q: What is the Vjosa River controversy?
A: Despite being declared a national park, the Vjosa faces water diversion, pollution, and illegal construction linked to tourism.

Q: What is Albania’s 2030 tourism target?
A: The government aims for 30 million tourists annually by 2030.

Conclusion: Growth with Limits

Albania’s tourism boom is a success story—but one with warning signs. The next five years will determine whether the country becomes a model for sustainable Mediterranean travel or a cautionary tale of overdevelopment.

For now, travelers, investors, and policymakers alike must ask: How much growth is too much?

Mongolia Tourism Statistics: A Decade of Growth (2016-2026)

The last ten years represent a dramatic shift from stagnation to record-breaking expansion. Between 2012 and 2019, growth was modest, with international arrivals seeing a compound aggregate growth rate (CAGR) of only $3.2\%$. However, the post-pandemic recovery, fueled by the "Years to Visit Mongolia" initiative, has seen arrivals skyrocket from 33,100 in 2021 to over 846,000 by the end of 2025.
 

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Strategic Drivers: The "Go Mongolia" Campaign

The catalyst for this surge is the "Go Mongolia" branding campaign. Launched with support from the World Bank, the campaign successfully rebranded Mongolia as a land of "boundless opportunity" and "youthful dynamism".

Global Reach: Content related to the campaign reached 155 million people worldwide, leveraging partnerships with CNN and the Financial Times.   

Influencer Impact: The "Nas Summit" alone generated 40 pieces of content that reached 155 million people online.

Targeted Markets: While Russia and China remain strong, South Korea has emerged as a critical driver, with arrivals from Korea, China, and Russia spiking over 50% since 2025.   

Infrastructure Revolution: Accessing the "Untouched"

Accessibility was historically the sector's greatest hurdle. Over the last decade, Mongolia has transformed its "global gateway" through massive infrastructure investment.

Chinggis Khaan International Airport (UBN): Opened in 2021 with Japanese partnership, UBN can handle 3 million passengers annually and features wide-body aircraft capabilities for Boeing 747 and 787 jets.   

"Flying Without Borders" Policy: This 2025 initiative has expanded direct routes. New 2026 highlights include the first-ever direct link from North America (Toronto to Ulaanbaatar via Air Transat) and year-round Dreamliner service to Singapore.   

National Road Network: Paved roads now connect all 21 provinces to the capital, Ulaanbaatar, facilitating easy travel to the Gobi Desert and Lake Khovsgol.

Four-Season Tourism: Beyond the Summer Peak

A core component of the "Vision 2050" policy is the transition to year-round travel. Mongolia’s "off-season" is now a high-growth period for adventure seekers.   

Winter Festivals: Events like the Ice Festival at Lake Khovsgol and the Lunar New Year (Tsagaan Sar) are attracting thousands of winter visitors.   

Adventure Wildlife: Travelers are increasingly booking specialized tours to track snow leopards, ibex, and the Mongolian gazelle in snowy habitats.   

Economic Impact: In January 2026 alone, the country welcomed over 21,000 international visitors, signaling that winter is no longer a "slow season".   

Sustainable Luxury: The Hospitality Landscape

The accommodation sector has split into two premium segments:

Urban Luxury: Ulaanbaatar hosts international brands including Shangri-La, Kempinski, and Novotel, with upcoming five-star entries like Mövenpick.   

Eco-Tourism & Rural Modernization: Rural "ger camps" have modernized rapidly. High-end lodges like Three Camels Lodge and Mongke Tengri Camp now offer private bathrooms and gourmet dining for upwards of $500 per night.   

Tech Integration: By 2025, even remote ger camps are utilizing Starlink for connectivity and greenhouses for fresh produce.   

Future Outlook: 2 Million Tourists by 2028

The Mongolian government has extended the "Years to Visit Mongolia" program through 2028, setting an ambitious target of 2 million foreign tourists. To achieve this, the Ministry of Culture and Tourism is focusing on:

Digital Integration: Implementation of "Smart Gate" technology and digital arrival cards at airports by mid-2026.   

Niche Markets: Rapid expansion in birdwatching tourism (over 500 species) and scientific ecotourism.   

Cultural Diplomacy: Fostering the creative industries and "nomadic civilization centers" internationally as part of the Vision 2050 framework.   

Mongolia’s tourism trajectory from 2016 to 2026 represents one of the most successful national rebranding and infrastructure efforts in Asia. By balancing its ancient nomadic heritage with 21st-century connectivity and sustainable practices, Mongolia has secured its place as a top-tier global destination for authentic adventure.

Introduction: A New Era for China Tourism

As winter gives way to spring in early 2026, Beijing's Forbidden City welcomes record numbers of international visitors, Shanghai's Bund gleams under the cameras of Korean weekend travelers, and Chengdu's panda bases echo with the laughter of Australian families. This scene, playing out across China daily, represents something far more significant than a simple post-pandemic recovery.

The numbers tell an extraordinary story. During the recent New Year holiday, 292,000 foreigners entered China under visa-free policies—a 35.8 percent increase over the previous year. This surge is not an isolated spike but the opening chapter of what industry analysts unanimously describe as China's "golden window" for inbound tourism development.

Between 2026 and 2030, China's inbound tourism market is projected to grow at a compound annual rate of 8.5 percent, making it the fastest-growing major tourism market in the Asia-Pacific region. By the end of this period, international visitors will contribute an estimated $180 billion annually to the Chinese economy, fundamentally transforming both the tourism industry and China's global engagement.

This comprehensive analysis examines every dimension of this transformation—from policy reforms and market trends to industry adaptation and investment opportunities—providing an authoritative roadmap for travelers, businesses, and investors navigating China's inbound tourism boom.

Part One: Market Size and Growth Trajectory

The Scale of Opportunity

The numbers defining China's inbound tourism future are striking. According to Tourism Economics, the compound annual growth rate of 8.5 percent through 2030 significantly outpaces regional competitors: Thailand at 6.2 percent, Japan at 5.8 percent, and South Korea at 4.9 percent. This differential means China's share of Asia-Pacific inbound tourism will rise from 18 percent in 2025 to 24 percent by the decade's end.

Morgan Stanley's analysis places these figures in macroeconomic context. Currently, inbound tourism accounts for approximately 0.5 percent of China's GDP—far below the international average of 1.5 to 2 percent. Closing even half this gap would unleash one to two trillion yuan in additional economic activity. By 2030, the investment bank projects inbound tourism's GDP contribution will reach 1.2 percent, representing transformative economic impact.

Trip.com Group, China's leading online travel platform, projects even more ambitious figures. Their analysis suggests the inbound market will reach $180 billion by 2030, with the potential to exceed this benchmark if current growth trajectories accelerate. This would position China alongside traditional tourism powers like France and Spain in terms of international tourism revenue.

The Five-Year Trajectory

Understanding the growth path requires examining projected annual progression:

2026: The Acceleration Year
Building on 2025's strong foundation—third-quarter inbound traffic of 7.24 million visitors, a 48.3 percent increase—2026 will see full realization of policy reforms implemented over the previous eighteen months. Projections indicate 42.5 million inbound visitors generating $85 billion in revenue. The year's signature development will be the full integration of international payment systems, eliminating a long-standing friction point for visitors.

2027: The Infrastructure Year
With visitor numbers approaching 50 million annually, 2027 will test China's capacity to deliver seamless experiences at scale. The year's focus will be on expanding multilingual services, training additional guides, and upgrading secondary city infrastructure. Revenue is projected to reach $102 billion as per-visitor spending increases alongside service quality.

2028: The Diversification Year
As the market matures, 2028 will see pronounced diversification in both source markets and travel experiences. Projections show 54.8 million visitors spending $125 billion, with non-Asian markets accounting for a growing share. The year will also witness the full emergence of "deep experience" tourism as a mainstream segment.

2029: The Regional Integration Year
By 2029, China's tourism ecosystem will extend beyond traditional gateway cities into comprehensive regional circuits. Projected visitors of 62.3 million will spend $151 billion across an increasingly distributed geographic footprint. The year will also see maturation of China's position as a regional travel hub, with visitors combining China trips with other Asian destinations.

2030: The Maturity Year
The five-year transformation culminates in 2030 with 70.1 million visitors spending $180 billion. At this scale, China will have achieved its goal of transitioning from a tourism "giant"—measured by volume—to a tourism "powerhouse"—measured by quality, sophistication, and global influence.

Part Two: The Policy Revolution

Visa Transformation: Opening the Door

The single most important driver of China's inbound tourism surge has been systematic, strategic reform of visa policies. Where international visitors once navigated complex application processes requiring extensive documentation, today's travelers encounter a dramatically simplified landscape.

As of early 2026, China offers unilateral visa exemption to citizens of 38 countries, including major European economies like France, Germany, Italy, and Spain, along with Asian neighbors Malaysia and Singapore. An additional 38 countries enjoy mutual visa exemption agreements, including Thailand, the United Arab Emirates, and Serbia. Combined, these policies grant visa-free access to citizens of 76 nations.

Even more transformative has been the expansion of transit visa-free policies. Fifty-five countries now qualify for stays of up to ten days when transiting through China—an increase from the previous three-to-six day limit and a more than doubling of eligible nationalities. For travelers combining China with other Asian destinations, this creates unprecedented flexibility.

Regional policies add another layer of accessibility. Hainan Province offers thirty-day visa-free access to citizens of 59 countries. Tour groups from ASEAN nations can visit Guangdong for six days without visas.桂林 (Guilin) provides twenty-four-hour transit privileges for travelers from ten ASEAN countries. These geographically targeted policies recognize that different regions attract different visitor profiles and require tailored access regimes.

The Payment Revolution: Removing Friction

Visa access opens the door, but seamless payment systems determine whether visitors walk through it comfortably. For years, international travelers struggled with China's predominantly digital, domestically-focused payment ecosystem. That barrier has now been systematically dismantled.

Alipay and WeChat Pay, China's dominant mobile payment platforms, now accept foreign credit card linking. Visitors can download these applications before departure, link their existing cards, and arrive in China with full payment functionality. For those preferring traditional methods, UnionPay international cards are accepted at more than 90 percent of merchants nationwide.

The physical payment infrastructure has similarly evolved. ATMs across major cities accept cards from twenty-plus international networks. Hotels, restaurants, and attractions have upgraded their point-of-sale systems to process foreign transactions. Even street vendors and small shops increasingly display international payment options.

This payment transformation carries profound implications. Where previously visitors limited spending due to cash constraints, they now spend freely. Where small transactions once required complex currency exchanges, they now proceed seamlessly. The friction that once discouraged spontaneous purchases and local exploration has been eliminated.

The Supporting Ecosystem

Beyond visas and payments, numerous complementary reforms have enhanced the visitor experience. The 12308 consular protection hotline now offers English-language assistance twenty-four hours daily. Major hospitals in fifteen cities have established international departments with English-speaking staff. Transportation apps increasingly offer English interfaces, and high-speed rail stations feature multilingual signage and announcements.

These supporting reforms reflect recognition that tourism competitiveness depends not on individual policies but on ecosystem integration. A visitor can now obtain a visa electronically, book flights and accommodations through international platforms, navigate cities with translated apps, pay seamlessly with familiar methods, and access emergency services if needed. Each component reinforces the others, creating a coherent, welcoming experience.

Part Three: Source Markets and Visitor Profiles

The Asian Foundation

Asia remains the foundation of China's inbound tourism, contributing the largest visitor volumes and highest growth rates. Understanding this market's dynamics requires examining its distinct segments.

South Korea has emerged as the single most important source market, with 2025 visits increasing 185 percent over the previous year. The phenomenon driving this growth is the "weekend in Shanghai"—Friday-to-Monday trips combining shopping, dining, and cultural experiences. Korean travelers, particularly younger demographics, view Shanghai as an accessible urban playground offering variety unavailable in Seoul's more homogeneous environment. Airlines have responded with more than forty weekly flights between Seoul and Shanghai alone.

Singapore and Malaysia rank second and third respectively, with growth of 142 percent and 138 percent. These markets share characteristics: ethnic Chinese populations maintaining family connections, strong purchasing power, and appreciation for China's cultural heritage. However, they also demonstrate important differences. Singaporean travelers favor luxury experiences and high-end shopping. Malaysian visitors, including significant Muslim populations, prioritize halal dining options and family-friendly activities.

Japan presents a more complex picture. While Japanese visits increased 112 percent in 2025, volumes remain below historical peaks. The Japanese market values cultural immersion—temple visits, traditional crafts, hot spring experiences—and responds to destinations offering authentic encounters rather than commercialized tourism. Japanese travelers also demonstrate the highest satisfaction rates when visiting less-developed destinations offering genuine cultural experiences.

Southeast Asian emerging markets show explosive growth potential. Vietnam recorded 145 percent growth, driven by border trade and increasing prosperity. The Philippines grew 132 percent, with returning overseas workers and their families constituting a significant segment. Thailand, despite having its own robust tourism industry, sends growing numbers of visitors seeking experiences unavailable at home.

The Long-Haul Surge

While Asia provides volume, long-haul markets contribute diversity and high per-visitor spending. The standout performer has been Russia, with 205 percent growth in 2025. Geographic proximity, warming bilateral relations, and Russian interest in Chinese winter tourism and border city experiences drive this expansion. Russian visitors increasingly venture beyond traditional destinations like Beijing and Harbin to explore southern China's warmer regions during winter months.

Australia ranks among the fastest-growing long-haul markets at 168 percent. Australian travelers value nature experiences, educational travel for children, and connections to China's significant Chinese-Australian community. The Australian market also demonstrates strong interest in China's western regions, including Tibet and Xinjiang, for their distinctive landscapes and cultures.

The United States grew 98 percent in 2025, a rate constrained by geopolitical tensions but still representing substantial absolute growth given the market's size. American visitors divide between business travelers, heritage tourists tracing family roots, and educational travelers including students and academics. The American market's recovery, while steady, remains below potential given visa policy improvements and flight capacity restoration.

European markets show consistent growth across major economies. Germany grew 105 percent, driven by industrial tourism and business travel to manufacturing centers. The United Kingdom grew 102 percent, with heritage tours and study programs leading leisure travel. France, Italy, and Spain, while growing from smaller bases, demonstrate accelerating interest following visa-free policy implementation.

Purpose-Based Segmentation

Understanding who visits China requires examining not just nationality but purpose. Current inbound visitors divide into four primary segments:

Business travelers constitute 32 percent of the market, making them the largest single segment. Within this category, corporate meetings account for 14 percent, trade exhibitions and conferences for 10 percent, and factory inspections and supply chain visits for 8 percent. China's position as the world's manufacturing powerhouse and an increasingly important consumer market ensures sustained business travel demand regardless of leisure tourism fluctuations.

Leisure tourists represent 48 percent of visitors, with this segment growing fastest. Cultural tourism leads at 18 percent, encompassing heritage site visits, museum attendance, and performing arts experiences. Nature and outdoor tourism accounts for 12 percent, including national park visits, hiking, and wildlife viewing. City breaks comprise 10 percent, dominated by short trips to major metropolitan areas. Culinary tourism, while only 8 percent currently, shows the fastest growth as international food media increasingly highlights China's regional cuisines.

Visiting friends and relatives accounts for 12 percent of inbound travel. This segment, while less visible in tourism marketing, provides stable, recession-resistant demand and often generates higher per-visitor spending as travelers combine family obligations with tourism activities. The Chinese diaspora, estimated at 60 million people worldwide, ensures this segment's continued importance.

Education and medical tourism together constitute 8 percent of the market but punch above their weight in economic impact. Education-related travel includes students studying in China, parents visiting students, and participants in short-term programs. Medical tourism, while smaller, attracts high-spending visitors seeking traditional Chinese medicine treatments, advanced procedures at competitive prices, and wellness retreats combining health and tourism.

Part Four: Evolving Travel Trends

The Weekend Phenomenon

Perhaps the most visible trend reshaping China's inbound tourism is the rise of short-haul, high-frequency travel from neighboring countries. South Korean weekend trips to Shanghai have become so common they've acquired their own social media presence, with thousands of posts documenting Friday-to-Monday itineraries.

This phenomenon reflects broader changes in Asian travel behavior. Rising incomes, budget airline expansion, and visa simplification have transformed international travel from an annual vacation into a routine weekend activity for affluent urban populations. For Chinese destinations within three hours' flight of major Asian cities, this creates opportunities unimaginable a decade ago.

Hotels report weekend booking increases of 35 percent from international guests. Restaurants in Shanghai's French Concession fill with Korean diners. Nanjing Road's shopping districts see weekend foot traffic spikes from Southeast Asian visitors. The weekend economy, once dominated by domestic travelers, now serves increasingly international clientele.

Deep Experience Tourism

Alongside short trips from nearby countries, China is witnessing growth in extended, immersive travel from distant markets. The shift from "checklist tourism"—visiting major sites, taking photographs, moving on—to "deep experience tourism"—engaging with local culture, learning skills, building connections—represents a fundamental evolution in visitor preferences.

Culinary tours lead this trend with 210 percent growth. Visitors increasingly want not just to eat Chinese food but to understand it—shopping in local markets, learning cooking techniques, exploring regional variations. Cooking classes in Chengdu sell out months in advance. Food walks through Xi'an's Muslim Quarter attract travelers who've already seen the Terracotta Warriors and seek deeper engagement.

Rural homestays grew 185 percent as travelers seek authentic village experiences. Properties in Yunnan's rice terrace regions, Guizhou's minority villages, and Zhejiang's historic water towns report occupancy rates exceeding urban hotels. These visitors want to participate in daily life—harvesting tea, making tofu, celebrating local festivals—rather than observing from behind tour bus windows.

Heritage craft experiences grew 165 percent. Silk-making workshops in Suzhou, pottery classes in Jingdezhen, calligraphy sessions in Hangzhou—these activities attract travelers willing to spend days mastering traditional skills. The resulting products, whether silk scarves or ceramic bowls, become meaningful souvenirs carrying stories of creation.

Wellness retreats combining traditional Chinese medicine with modern spa treatments grew 142 percent. Visitors seek acupuncture consultations, herbal remedy formulations, and qigong instruction alongside massage and meditation. These travelers often extend stays beyond typical vacation lengths, viewing their China visit as investment in long-term health.

Multigenerational Family Travel

Family groups spanning three generations increased 78 percent in 2025, reflecting both demographic trends and China's appeal as a multigenerational destination. These groups present distinct preferences and requirements.

Accommodation preferences center on suites or villas with three to four bedrooms, enabling families to stay together while maintaining privacy. Childcare services, children's activities, and medical facilities proximity rank highly in booking decisions. Activities must accommodate all ages—morning visits suitable for grandparents, afternoon options engaging for children, evening entertainment appealing across generations.

China's advantages for multigenerational travel include excellent transportation infrastructure accommodating diverse mobility levels, extensive family-friendly attractions, and cultural values emphasizing intergenerational connection. For diaspora families, China visits also serve heritage transmission functions, connecting younger generations to ancestral culture.

Luxury and Customization

At the market's upper end, high-net-worth travelers demonstrate 22 percent annual growth, seeking experiences unavailable to standard tourists. Private guided tours grew 195 percent, with visitors willing to pay premium rates for exclusive access and personalized attention.

Business jet charters to major cities increased 78 percent, with travelers valuing time efficiency and privacy over cost considerations. Luxury train experiences along the Shanghai-Lhasa route and Silk Road itinerary attract travelers seeking journey quality equal to destination appeal.

Exclusive cultural access commands highest premiums. Private viewings of museum collections closed to general visitors, meetings with contemporary artists in their studios, behind-the-scenes access to cultural performances—these experiences justify five-figure price tags for travelers seeking distinction.

Digital Nomad and Bleisure Travel

Remote work's normalization has created the "bleisure" segment—business travelers extending trips for leisure purposes. These visitors typically stay fourteen to twenty-one days compared to seven days for pure leisure travelers, spending more across longer durations.

Co-working space usage by international visitors increased 156 percent, with major cities developing dedicated facilities serving this demographic. Weekdays find these travelers working from professional environments; weekends see them exploring surrounding regions. Preferred cities—Shanghai, Hangzhou, Chengdu, Shenzhen—combine robust business infrastructure with rich leisure offerings.

Part Five: Industry Transformation

The Platform Revolution

Behind changing visitor demographics lies fundamental transformation of how travel products reach international consumers. The traditional model, operating for decades, placed overseas wholesalers between Chinese suppliers and international travelers. These wholesalers controlled customer relationships, captured substantial margins, and determined which products reached which markets.

Chinese suppliers operated as passive recipients of this system, accepting whatever business flowed through wholesale channels. They lacked customer data, direct relationships, and ability to influence product development based on market feedback. Innovation suffered because wholesalers prioritized predictable, standardized products over novel experiences requiring explanation and marketing investment.

The platform model disrupts this structure entirely. International-facing platforms like Trip.com's English-language site enable direct consumer booking, eliminating wholesale intermediaries. Chinese suppliers gain customer data, direct feedback, and ability to develop differentiated products serving specific market segments.

Results demonstrate the model's power. Trip.com's inbound group tours grew 500 percent between May and December 2025, with daily orders increasing 800 percent. Suppliers report average margin improvements from 10-15 percent under wholesale model to 30-40 percent under direct model, enabling investment in service quality and product innovation.

Artificial Intelligence Integration

Technology, particularly artificial intelligence, drives operational transformation across the industry. Trip.com's "Smart Engine 3.0," fully deployed in 2025, demonstrates AI's potential across multiple functions.

Customer service represents AI's most visible application. The system handles 80 percent of pre-sales inquiries automatically, answering questions about visas, weather, transportation, and attractions in fifteen languages. Human agents focus on complex inquiries requiring judgment and personalization, their productivity enhanced by AI-provided context and suggested responses.

Content production efficiency has increased ten to fifty times through AI assistance. Where human designers previously created two to three pieces of marketing content daily, AI collaboration enables ten to fifty pieces. The system generates initial drafts, suggests imagery, optimizes for search engines, and localizes for specific markets—all while maintaining brand voice and quality standards.

Translation capabilities have eliminated language barriers that once limited Chinese suppliers' ability to serve international markets. Real-time translation during chat interactions, automated translation of websites and marketing materials, and AI-powered interpretation for in-person interactions enable businesses with monolingual staff to serve multilingual customers effectively.

Operational applications include dynamic pricing based on demand forecasting, fraud detection protecting both businesses and travelers, and personalization engines recommending products matching individual traveler preferences. Each application individually improves efficiency; collectively, they transform business models.

Infrastructure Evolution

Physical infrastructure evolves alongside digital transformation. International airport capacity reached 85 percent of pre-2019 levels in 2025, with projections reaching 120 percent by 2030 as new terminals and expanded routes accommodate growing demand.

High-speed rail, already the world's most extensive network, continues upgrading English-language services. Current 60 percent coverage of stations and trains with multilingual announcements and signage will reach 100 percent by 2030, enabling international travelers to navigate independently rather than requiring guided tours for rail journeys.

Hotel payment acceptance has reached 92 percent for foreign cards, with 98 percent targeted by 2028. This evolution matters particularly for business travelers and luxury tourists accustomed to using preferred cards without advance planning.

Scenic area multilingual signage, currently at 65 percent of major attractions, will reach 90 percent by 2030. Tourist information centers, operating in 180 cities currently, will expand to 300 cities, ensuring travelers can access assistance throughout the country rather than only in gateway cities.

Part Six: Challenges and Solutions

The Talent Gap

The most immediate constraint on industry growth is human capital. Between 2020 and 2023, an estimated 60 percent of multilingual tourism professionals left the industry for more stable employment. Guides who spoke English, Japanese, Korean, Russian, and other languages essential for international tourism found work in international trade, education, and other sectors offering consistent income.

Rebuilding this talent base requires multiple approaches. Salary increases averaging 35 percent between 2024 and 2025 have attracted some professionals back to the industry. Government retraining programs have facilitated re-entry for fifty thousand workers. University tourism programs have expanded intakes by 40 percent, though graduates require years to develop language proficiency and guiding expertise.

Technology provides partial bridging solutions. AI translation enables mono-lingual staff to serve international guests for basic interactions, though complex guiding situations still require human language skills. As talent development catches up with demand, technology ensures service quality doesn't deteriorate during the transition.

Service Internationalization

Beyond language, numerous service dimensions require internationalization. Restaurant menus, while increasingly available in English at tourist-oriented establishments, remain Chinese-only at many venues frequented by domestic customers. Emergency services, while improved, still present challenges for non-Chinese speakers requiring medical or police assistance.

Transportation apps present particular challenges. While major platforms like Didi offer English interfaces, smaller local services often don't. High-speed rail booking, possible through English platforms like Trip.com, remains complex through official channels.

Medical facilities with international staff, while expanded to fifteen cities, remain unavailable in smaller destinations where travelers might need emergency care. The gap between expectations—shaped by experiences in gateway cities—and reality in less-developed regions creates dissatisfaction risks requiring management through clear communication about service limitations.

Regional Disparity

Current inbound tourism concentrates heavily in tier-one cities. Beijing, Shanghai, and Guangzhou account for 65 percent of international visitor nights. New first-tier cities including Hangzhou, Chengdu, and Chongqing capture 25 percent. All other regions share the remaining 10 percent.

This concentration creates congestion in popular destinations while depriving less-visited regions of tourism's economic benefits. It also limits repeat visitation—travelers who've seen Shanghai and Beijing may consider China "done" rather than exploring the country's diversity.

Development strategies aim to distribute visitors more evenly. The Silk Road tourism corridor development promotes western China travel. Yangtze River cultural route marketing encourages exploration beyond river cruises' standard stops. Yunnan-Guizhou ethnic minority circuit development showcases southwest China's cultural diversity. Northeast China winter tourism initiatives leverage snow and ice experiences distinct from southern offerings.

Success requires infrastructure investment matching marketing promotion. Visitors won't venture to regions where hotels, transportation, and services don't meet expectations. The five-year plan allocates significant resources to ensuring emerging destinations can deliver quality experiences.

Perception Management

Despite policy reforms and infrastructure improvements, perceptions of China as a difficult destination persist among some potential visitors. Media coverage emphasizing political differences, incomplete understanding of China's tourism ecosystem, and outdated information from previous decades contribute to hesitation.

Addressing these perceptions requires comprehensive communication strategy. Digital transparency campaigns featuring live feeds from major attractions demonstrate normal operations and welcoming atmospheres. Influencer partnerships hosting international content creators generate authentic testimonials reaching skeptical audiences. Virtual tours enabling preview experiences reduce uncertainty about visiting unfamiliar destinations.

Real-time translation apps, downloaded twenty-five million times with 4.8-star ratings, provide practical reassurance that communication barriers need not prevent enjoyable visits. As more travelers share positive experiences through social media and word-of-mouth, perception gaps narrow.

Part Seven: Investment Landscape

Public Market Opportunities

For investors seeking exposure to inbound tourism growth, Morgan Stanley's analysis identifies distinct opportunity tiers. Online travel platforms, particularly Trip.com (TCOM), offer highest leverage to market expansion through their position as primary booking channels and data-rich understanding of traveler preferences. Projections suggest 185 percent upside potential by 2030 based on market share gains and margin expansion.

Airlines with significant international route networks present second-tier opportunities. Air China (601111.SS) benefits from both business travel to manufacturing centers and leisure travel to gateway cities, with 120 percent projected upside. Shanghai Airport (600009.SS), serving China's busiest international gateway, offers 95 percent potential as traffic volumes recover and exceed pre-pandemic peaks.

Duty-free retail, dominated by China Tourism Group (601888.SS), captures high-margin spending from international travelers. Projections suggest 110 percent upside as per-visitor spending increases and new airport retail spaces open. Hotel chains, while more diversified across domestic and international segments, offer 75 percent upside through network effects benefiting from inbound growth.

Venture Capital Themes

Private markets present distinct opportunities across multiple sectors. Travel technology startups attracted $420 million in venture investment during 2025, funding innovations in booking platforms, itinerary planning, and customer experience enhancement.

Hospitality technology companies raised $280 million, developing solutions for hotel operations, revenue management, and guest experience. Experience platforms connecting travelers with local guides, classes, and activities attracted $190 million, recognizing that accommodation and transportation commoditize while experiences differentiate.

Translation AI companies received $150 million, funding continued improvement in accuracy and naturalness. Payment solutions attracted $320 million, developing infrastructure enabling seamless transactions across payment methods and currencies.

Strategic Recommendations

For businesses entering or expanding in China's inbound tourism market, several strategic principles emerge from analysis of successful operators.

Invest in AI capabilities before competitors achieve insurmountable advantages. Customer service automation, content generation efficiency, and personalization effectiveness increasingly determine market position.

Develop niche products serving specific source markets or experience types rather than attempting universal appeal. Korean weekend travelers, Australian nature tourists, and American heritage visitors require distinct approaches.

Build direct distribution channels reducing dependency on wholesalers and intermediaries. Customer relationships, data ownership, and margin retention justify investment in direct sales capabilities.

Hire multilingual talent as competitive advantage rather than cost center. Service quality differences increasingly determine review ratings and repeat visitation.

Localize payment systems for target markets. Japanese travelers prefer different payment methods than German business visitors; accommodation requires understanding of these preferences.

Part Eight: Looking Forward

The Fifteen-Year Perspective

The 2026-2030 period, while transformative, represents only one phase of longer-term evolution. By 2035, China aims to establish itself as a true tourism powerhouse—ranking among global leaders in tourism competitiveness, visitor satisfaction, and industry sophistication.

Achieving this vision requires sustaining reform momentum beyond immediate policy achievements. Visa policies must continue evolving as source markets change and global competition intensifies. Infrastructure must keep pace with growing and diversifying demand. Talent development must accelerate to meet industry needs.

Beyond Economics

The ultimate significance of inbound tourism growth transcends economic metrics. Each international visitor returns home with firsthand experience of contemporary China—its dynamism, complexity, and humanity. These individual encounters, multiplied by millions annually, gradually shape global understanding in ways no diplomatic initiative or media campaign can replicate.

Zhang Hui of Beijing Jiaotong University captures this dimension: "Inbound tourism is no longer just an economic indicator—it's a crucial channel for cultural exchange and international understanding. The 2026-2030 period will determine whether China transitions from a tourism 'giant' to a true tourism 'powerhouse.'"

This transition requires focus shifting from quantity to quality, from standard products to personalized experiences, from industry growth to societal benefit. Success means visitors leaving not just with photographs but with understanding; not just with souvenirs but with connections.

The Window Ahead

For travelers, the message is clear: China has never been more accessible, more welcoming, or more rewarding to visit. For businesses, the opportunity has never been larger or more achievable. For investors, the growth trajectory has never been clearer or more compelling.

The golden window is open. What happens within it will shape China's tourism industry—and China's global engagement—for decades to come.

Frequently Asked Questions

Do I need a visa to visit China in 2026?
Visa requirements depend on nationality. Citizens of 76 countries enjoy visa-free access ranging from 15 to 30 days. Fifty-five countries qualify for 10-day transit visa-free stays. All others can obtain e-visas with three-to-five day processing. Check eligibility at the official China Visa Portal before booking.

Can I use my credit card in China?
Yes. International Visa and Mastercard are accepted at more than 90 percent of hotels and major retailers. Alipay and WeChat Pay now link to foreign cards, enabling mobile payments. UnionPay cards work throughout the country. ATMs in all major cities accept international cards.

What is the best time to visit China?
Spring (March to May) offers ideal weather for Beijing, Xi'an, and Yangtze River cruises. Autumn (September to November) provides perfect conditions for Shanghai, Guilin, and Chengdu. Summer (June to August), while hot and humid in much of China, is best for Tibet, Qinghai, and Northeast China. Winter (December to February) enables Harbin Ice Festival experiences and Hainan beach escapes.

Is China expensive for tourists?
China offers excellent value compared to Japan, Singapore, or Western Europe. Daily budgets for mid-range travel range from $140-225 in Shanghai, $118-197 in Beijing, $85-150 in Chengdu, and $70-128 in Guilin. Lower budgets are possible with hostels and local dining; higher budgets enable luxury experiences unavailable at similar prices elsewhere.

Do I need to speak Chinese?
Not in major cities. Hotels, airports, and major attractions have English-speaking staff. Translation apps work well and should be downloaded before departure. Menus in tourist areas include English or pictures. About 20 percent of young people speak basic English. For rural areas, a translation app is essential.

Is China safe for solo travelers?
Yes. China ranks among the world's safest countries for tourists. Crime rates in tourist areas are extremely low. Police maintain visible presence at major sites. Streets are well-lit and public transport reliable. The 12308 consular protection hotline provides English assistance 24/7.

What internet services work in China?
WhatsApp, Facebook, Google, and Instagram are blocked and require VPN access. WeChat, Weibo, and Baidu work normally. Major hotels offer international WiFi packages. International roaming with data works but may be slow. eSIM options from providers like Airalo and Nomad are available.

How has COVID affected current travel requirements?
As of 2026, there are no testing requirements, no vaccination proof needed, no quarantine, and mask usage is optional though recommended in crowded places. International flights operate normally.

Conclusion

The five years from 2026 to 2030 represent China's golden window for inbound tourism development. With visa policies optimized, infrastructure upgraded, technology barriers removed, and market demand surging, the foundation exists for sustained double-digit growth reaching $180 billion annually by the decade's end.

For travelers, this means unprecedented access to one of the world's most rewarding destinations. For businesses, it means transformative opportunity to serve growing and diversifying demand. For China, it means advancing from tourism giant to tourism powerhouse—achieving not just economic returns but enhanced global understanding and engagement.

The window is open. The question is not whether opportunity exists but who will seize it.

From Big Tech infrastructure to autonomous flight certification, here is the definitive guide on who is leading the AI revolution in 2026.

1. The Infrastructure Giants: $650 Billion in Compute Power

At the foundational level, the "Big Four" technology firms are spending a combined $650 billion in 2026 to dominate AI compute production. This massive capital expenditure serves as the utility layer for every travel booking and flight optimization system in existence.   

Amazon (AWS): Leading the pack with nearly $200 billion in capex, focusing on custom silicon like Trainium chips to lower the cost of training massive logistics and scheduling models.   

Google (Alphabet): Investing $185 billion to pivot its core search engine into a multimodal "AI Mode" designed to fend off "Answer Engines" like Perplexity.   

Microsoft (Azure): Utilizing its 27% stake in OpenAI to embed Copilot features across the global distribution systems (GDS) used by travel agencies and corporate managers.   

Meta: Focusing on AI-enhanced advertising and social discovery, though it faces "comparison anxiety" from investors due to a lack of enterprise cloud revenue.   

2. The Battle for Travel Discovery: Search vs. Answer Engines

The traditional travel funnel is breaking. In 2026, the share of travelers starting with traditional search has declined sharply as Answer Engines take over.   

Direct Booking vs. OTA Dominance

A major shift in the AI wars is the return of direct bookings. Analysis of leading models shows that AI is increasingly bypassing Online Travel Agencies (OTAs):

GPT-5.2: Sends 91.1% of hotel links directly to brand websites.   

Gemini 2.5 Flash: Directs 89.4% of traffic to brand sites, showing a strong bias for major 5-star hotel chains.   

Perplexity Sonar: The most "OTA-friendly" model, sending 25.3% of links to OTAs or TripAdvisor, driven by strategic partnerships.   

Key Insight: High-star-rated hotel chains (Marriott, Accor, IHG) are the biggest winners, successfully leveraging AI to reclaim direct traffic and reduce commission costs.   

3. Aviation Leadership: Boeing vs. Airbus in the Autonomy Race

In the aerospace sector, AI is being deployed to solve production bottlenecks and pioneer pilotless flight.

The Boeing Rebound

Boeing’s subsidiary, Wisk Aero, is currently leading the Urban Air Mobility (UAM) sector. In late 2025, the Wisk Gen 6 completed its first hover flight, becoming the first candidate for FAA certification of a fully autonomous, passenger-carrying eVTOL aircraft. Unlike its rivals, Boeing is pursuing a "self-flying-first" strategy with no pilot seat.   

The Airbus Strategy

Airbus has taken a more measured approach. While its Dragonfly research continues to refine AI-assisted emergency landings, the company "paused" its CityAirbus NextGen commercial launch in 2025. Airbus CEO Bruno Even cited insufficient battery density as the primary barrier to a 100-kilometer mission profile.

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4. Airline Operations: From Chatbots to "Decision Advantage"

For airlines like Emirates and Lufthansa, AI is now embedded in the "nerve center" of operations to manage disruptions in real-time.

Emirates-OpenAI Alliance: Emirates has deployed ChatGPT Enterprise across its entire value chain, establishing an AI Centre of Excellence in Dubai to prototype real-time data analysis for flight planning and crew management.   

Lufthansa’s Nevio Platform: Nine airlines under the Lufthansa Group are transitioning to the Amadeus-powered Nevio, an AI-native modular system that synchronizes commercial offers with real-time fleet availability.   

Delta & American Airlines: Implementing "Smart Gating" and AI route optimizers to reduce taxi times and fuel burn. Alaska Airlines reported saving 480,000 gallons of fuel in just six months using AI routing.   

5. AI for Sustainability: The "Green Engine" of 2026

Decarbonization is a top priority as the industry faces strict environmental targets. AI is currently the most effective lever for carbon reduction, enabling 10% to 20% fuel savings without fleet replacement.   

Project Contrails (Google): Using AI and satellite data to help airlines avoid atmospheric regions prone to forming warming contrails, reducing their formation by up to 54%.   

Precision Fuel Modeling: Predictive models assess weather and payload variability to ensure aircraft carry only the necessary fuel weight, further cutting emissions.   

Heathrow’s SAF Incentive: Backed by £80 million, this program uses AI-driven data to help bridge the price gap between traditional fuel and Sustainable Aviation Fuel (SAF).   

6. The Startup Disruptors: The "Agentic Shift"

Startups are "leapfrogging" legacy technology stacks by building AI-native services. In 2026, 60% of top travel startups are AI-native, a ninefold increase from previous years.   

BizTrip.AI: A digital corporate travel coordinator that provides 2-3x the output of a human agent, saving enterprises up to 8% in total travel costs through autonomous price monitoring.   

Cruisebound: Disrupting traditional cruise margins by removing booking fees and using AI to provide transparent, real-time pricing.   

Layla: An all-in-one AI trip planner that uses creator-led video content and live pricing to build itineraries ready for instant booking.   

TourOptima: An AI-powered communications platform for tour operators that has achieved 400% YoY growth by automating guest messaging and CRM workflows.   

Conclusion: Who is the Final Winner?

The 2026 AI Wars have moved beyond experimentation into execution.

In Infrastructure: Amazon and Microsoft are the undisputed landlords of the AI cloud.   

In Hospitality: Major chains are winning by using AI to reclaim direct traffic from OTAs.   

In Aviation: Boeing holds the lead in autonomy, while Airbus dominates industrial execution and deliveries.

For the consumer, this competition results in a "no red lights" experience where biometric identity serves as a passport and AI agents act as personal concierges, managing every disruption with "human-level nuance."   

However, as I emphasized during my address, the transition from a popular travel destination to a top-tier investment hub requires more than just scenic landscapes and historic charm. It requires a fundamental commitment to the structures that global investors demand.

The Architecture of "Patient Capital"

Hospitality investment is, by its very nature, a marathon. Unlike speculative liquid assets that can be moved at the click of a button, hotels, resorts, and tourism infrastructure represent "patient capital." These are multi-decadal commitments that embed themselves into the physical and social fabric of a nation.

For this caliber of investment to flow, the environment must offer more than just high yields; it must offer predictability. Georgia has demonstrated remarkable progress through deliberate economic reforms and a clear commitment to integrating into the global financial system. But to sustain this momentum, the focus must remain on the two non-negotiable pillars of institutional trust.

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Pillar I: Judicial Security and the Rule of Law

One principle remains universally true: Investment does not flow merely to beautiful destinations; it flows to stable economies supported by predictable governance.

For a global investor, the most critical factor is a transparent and trustworthy judicial system. Trust in institutions is the bedrock upon which long-term capital is deployed. Investors must have absolute confidence that:

• The Sanctity of Contracts will be upheld regardless of political shifts.
• Legal Frameworks will remain consistent, avoiding the "moving goalposts" that paralyze long-term planning.
• Property Rights are protected by an impartial judiciary that operates with international standards of efficiency.

Without judicial security, the "risk premium" becomes an insurmountable barrier, regardless of a project’s potential ROI.

Pillar II: Financial Stability and Macroeconomic Resilience

The second pillar is the country’s financial environment. Large-scale hospitality projects require a stable macroeconomic anchor. Investors look for:

• Consistent Monetary Policy: A predictable financial landscape that allows for accurate long-term forecasting.
• Openness to Capital: A continued trajectory of integrating into the global financial architecture.
• Fiscal Discipline: Ensuring the country remains a safe harbor for institutional funds.

Georgia has already made significant strides here, positioning itself as a competitive and investment-ready destination. Its strategic location as a bridge between East and West, coupled with investor-friendly policies, creates a formidable foundation.

Infrastructure Follows Trust

The next phase of Georgia’s success will depend on strengthening these two pillars—legal certainty and financial resilience. We must shift our perspective: Tourism is not merely a service sector; it is critical infrastructure. And in the global marketplace, infrastructure investment follows trust with mathematical certainty. Trust is the catalyst that transforms mere interest into actual, deployed investment.

I look forward to seeing Georgia continue its trajectory as one of the region’s most promising hospitality investment destinations. By reinforcing the foundations of stability and trust, Georgia is not just inviting visitors—it is securing its place in the global economic future.

The "Saturday Effect": By the Numbers

The weekend timing of February 14th this year has been a game-changer for airlines and hoteliers. Here’s a snapshot of the 2026 impact:

50% Surge in Bookings: Travel itineraries increased by half compared to 2025, as couples turned a mid-week date into a 3-to-5-day long weekend.

$29.1 Billion Spend: Total Valentine's spending in the U.S. alone hit a record high, with the average individual spending nearly $200.

175% Luxury Leap: High-end and boutique hotels saw the biggest gains, as travelers pivoted from "stuff" (jewelry/flowers) to "stories" (private villa stays and spa retreats).

Top Destinations for 2026

While Paris and Venice remain the "incumbents" of romance, new winners emerged in the 2026 data:

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Insight: In a surprising twist, Hamburg reported the longest average stay for Valentine’s travelers—a staggering 10 days, proving that "slow travel" is becoming a romantic status symbol.

 

More Than Just Couples: The Diversification of Love

The 2026 data highlights that the "tourism of love" is no longer just for pairs. The industry has successfully monetized alternative celebrations:

The Galentine’s Growth: Group bookings for friends (particularly on February 13th) have doubled since 2023. Hotels are now offering "Palentine’s" packages featuring cocktail masterclasses and group spa circuits.

The "Relationship Polygraph": According to recent surveys, 73% of couples now view a Valentine’s trip as a "compatibility test." This has led to a rise in adventure-based romance—think hiking in Costa Rica or diving in Bali—rather than just lounging by a pool.

Self-Love Stays: Solo travelers now make up a significant portion of February 14th spa bookings, as "wellness tourism" becomes a way for singles to reclaim the holiday.

The Bottom Line for the Industry

Valentine’s Day is no longer a one-night stand for the hospitality sector; it’s a strategic anchor for the entire first quarter. By bundling experiences—like private sunset cruises or neuroscience-based wellness treatments—venues are generating up to 35% more revenue per reservation than they did five years ago.

For the traveler, this means higher prices and the need to book months in advance. For the global economy, it’s a heartbeat of growth in an otherwise chilly month.

One year ago, Mongolia took a symbolic yet meaningful step on the global stage. At the World Economic Forum in Davos, Mongolia established the Mongolia House on the Promenade—not simply as a pavilion, but as a declaration of intent. It conveyed a clear message: Mongolia is open, ready, and engaged, prepared to participate actively in shaping global dialogue and capital flows.

It is a platform that brings together business leaders, investors, policymakers, innovators, and scientists to foster trust, resilience, and shared progress. Mongolia values this platform deeply because we believe dialogue must lead to action, and partnerships must result in tangible outcomes.

Through gradual yet determined reforms—what we call our “movement against entropy”—Mongolia’s economy has rebounded strongly. Economic growth accelerated from 2.4% to 6.4% last year, accompanied by renewed international confidence. For the first time in more than a decade, Mongolia’s sovereign credit rating was upgraded by all three major agencies—Moody’s, Fitch, and Standard & Poor’s—reflecting improved macroeconomic fundamentals, stabilizing inflation, and strengthened foreign reserves. According to the World Bank and the International Monetary Fund, Mongolia’s growth is expected to remain in the range of 5–6% in the medium term.

Yet growth alone is not enough.

Mongolia is among the world’s most resource-rich nations, endowed with a wide range of mineral assets, from copper and gold to rare earth elements. However, our historical dependence on mining has highlighted the need for diversification. Tourism is therefore not simply an additional sector—it is a strategic pillar of Mongolia’s economic diplomacy and a long-term driver of inclusive and sustainable development.

Mongolia offers what is increasingly scarce in today’s world: authenticity. Vast, untouched landscapes. A living nomadic civilization. A cultural legacy shaped by the Great Chinggis Khan. Though Mongolia is the 17th largest country by land area, it is one of the least densely populated nations globally, with just 3.5 million people across a territory four times the size of France. Nearly 65% of our population is under the age of 35.

These wide-open spaces—endless steppe, deserts, mountains, and star-filled skies—combined with a living nomadic heritage, form a value proposition of exceptional global relevance. Mongolia does not promote mass tourism. Instead, we offer experiential, exclusive, once-in-a-lifetime journeys, available year-round. From nomadic life and cultural heritage to adventure sports, business events, and historical tourism rooted in the legacy of the Mongol Empire, Mongolia’s tourism offering cannot be replicated elsewhere.

This is not a ceremonial dinner. It is a working table—built around one clear priority: turning strategic conversations into bankable partnerships.

Co-organized with VisitAngola and Kleber Group

This edition of Leaders Dinner Berlin is co-organized by VisitAngola and Kleber Group, reflecting a shared commitment to positioning Angola’s tourism economy as an investable, scalable, and internationally connected opportunity. The partnership brings together destination leadership, private-sector execution capability, and WTFI’s convening power to create a focused environment for decision-grade conversations.

Why this Leaders Dinner matters

In today’s world, tourism is no longer a standalone industry. Tourism is infrastructure. Tourism is connectivity. Tourism is foreign direct investment (FDI) packaged as social impact. When governments, investors, and industry leaders align, destinations accelerate. When they don’t, opportunities remain on paper.

The Leaders Dinner format exists to close that gap—with a setting that enables the kind of conversation that rarely happens on stage.

A central focus: Angola’s investment opportunities

This Berlin gathering comes at a decisive moment for Angola. The country is gaining momentum as a frontier investment market with growing international attention—particularly in sectors where tourism development overlaps with real asset growth and national infrastructure priorities.

At the Leaders Dinner, we will discuss Angola’s investment pipeline directly with senior private-sector executives and government representatives, in a setting built for depth, discretion, and outcomes.

What we will be addressing—concretely:

1) Tourism as an investable asset class in Angola

• High-potential destinations and development zones
• Hotel, resort and mixed-use opportunities aligned with demand growth
• Tourism-led urban regeneration and coastline development concepts
• Destination positioning and branding strategies that support investment uptake

2) Hospitality expansion and branded development

• Feasibility-driven hotel pipeline discussions with global operators and regional developers
• Conversion vs. new-build opportunities
• Project structures: lease, management, franchise, JV and PPP frameworks
• Investor expectations: yield logic, risk mitigation, phased development

3) Aviation connectivity and access strategy

Tourism growth follows air connectivity. Leaders Dinner discussions will consider:

• Route development priorities (regional + international)
• Partnerships that reduce barriers to entry for carriers and tour operators
• Integrated strategies linking aviation, hospitality supply, and inbound demand

4) Investment enablers: making deals possible

The most valuable part of a leaders-format dinner is not “ideas”—it is execution logic:

• Regulatory clarity and investor confidence
• Incentives and investment protection fundamentals
• Land/lease frameworks and project governance
• Cross-border financing pathways and partner selection

5) Public–private partnership models that scale

The long-term winners will be the destinations that can structure projects professionally:

• PPP templates for destination development
• Multi-stakeholder execution models
• Investor working groups and post-dinner follow-up mechanism

Who will be at the table

Leaders Dinner Berlin is invitation-only, bringing together a targeted mix of:

• Government leaders and senior officials
• Sovereign and institutional capital networks
• Hospitality owners, developers, and branded operator executives
• Aviation and travel ecosystem decision-makers
• Strategic partners shaping destination and infrastructure investment

This composition is intentional: Angola’s opportunity requires both policy alignment and private-sector execution capacity.

How WTFI is structuring outcomes

WTFI’s approach is not “a dinner and goodbye.” Our model is built around:

• Curated introductions based on clear interest areas
• A short set of investment themes and discussion triggers
• Post-event follow-up: mapping next steps, prioritizing projects, and maintaining continuity through a structured engagement channel

We are creating an environment where high-level conversations can lead to:

• MoU-level alignment where appropriate
• Feasibility and site-review pathways
• Deal structuring discussions with the right stakeholders
• A clearer, faster route from opportunity to execution

Angola’s investment story deserves to be communicated with the right tone: strategic, credible, and opportunity-driven. Berlin provides a unique platform to bring the right people into one room—quietly—so the next phase can be built with real partners.

The Global Tourism Forum – Leaders Dinner Berlin is where we will connect Angola’s opportunities with global decision-makers—and move from interest to action.

RSVP (Invitation-only)

The Ritz-Carlton, Berlin, 03 March 2026 | 19:00, Co-organized by VisitAngola and Kleber Group

Participation is strictly invitation-only. If you would like to be considered for attendance, please send your RSVP (expression of interest) to:

RSVP: y.bagci@worldtourismforum.net

What distinguishes Prof. Dr. Işık is his European Board of Breast Surgery (FEBS) certification, a rigorous and highly selective credential that evaluates surgeons’ knowledge, clinical expertise, and decision making abilities across Europe. He is the only physician in Turkey to hold this certification, a distinction that underscores the alignment of his surgical and therapeutic approaches with international oncology standards.

His expertise extends beyond technical skill, encompassing oncologic safety, patient management, multidisciplinary decision making, and ethical responsibility. For Prof. Dr. Işık, breast cancer surgery is not a single operation but part of a comprehensive oncology process from diagnosis to treatment, reflecting why Turkey has emerged as a stronghold in cancer care.

Scientific Research Underpinning Clinical Excellence

Prof. Dr. Işık’s clinical practice is supported by an extensive body of research. His work spans breast conserving surgery, oncoplastic techniques, advanced breast cancer management, and surgical decision algorithms. Published in top national and international journals, his studies focus not only on what interventions to perform but also which patients, when, and under what circumstances, ensuring care is individualized and evidence based.

A central theme of his research is that oncologic safety must never be compromised in breast conserving and oncoplastic surgeries. His approach safeguards not only survival but also postoperative quality of life, body image, and psychological well being, embodying the principles of modern breast cancer treatment.

Advanced and Metastatic Breast Cancer Care

Prof. Dr. Işık’s work in advanced and metastatic breast cancer demonstrates how surgery can be integrated with systemic therapies to optimize outcomes. Multidisciplinary collaboration with medical oncology, radiology, pathology, and radiation oncology ensures that even the most complex cases receive coordinated, evidence driven care.

This approach was exemplified in July 2025, when a patient diagnosed with stage IV metastatic breast cancer initially given only a few months to live entered his care. Through a thorough re-evaluation, considering disease biology, metastasis distribution, and overall patient condition, a personalized treatment plan was implemented. Systemic therapies, meticulous monitoring, and carefully timed surgical interventions were executed in a coordinated, integrated fashion.

After six months, imaging in January 2026 revealed complete regression of metastatic lesions, reaching a state of “zero metastases” a rare and remarkable outcome that highlights the potential of precise, evidence based oncology care.

Providing Clarity and Hope for Patients and Families

Prof. Dr. Işık emphasizes that hope in cancer care must be rooted in realism and ethical responsibility. While responses vary among patients, guideline based, multidisciplinary care can make even the most challenging cases manageable.

This methodology offers not only patients but also their families a clearer understanding of the process, reducing uncertainty. Transparent communication, shared decision making, and realistic expectations are as vital as medical interventions themselves.

Today, Prof. Dr. Arda Işık Turkey’s only FEBS certified physician stands as a symbol of why the country is increasingly recognized internationally for excellence in breast cancer surgery, oncoplastic procedures, and metastatic disease management. In the fight against cancer, hope does not arise from words alone it flourishes where science is in expert hands.

The session convened Senthil Gopinath (CEO, ICCA), H.E. Márcio de Jesus Lopes Daniel (Minister of Tourism, Republic of Angola), and Alessandra Priante (President, ENIT SpA) for an outcomes-oriented discussion focused on financing models, investor confidence, and the practical mechanics of delivering tourism infrastructure at scale.

Tourism investment is an “infrastructure conversation”

Across the panel, the central message was that tourism growth is increasingly determined by infrastructure readiness — including air connectivity, destination access, utilities, digital systems, event venues, and hospitality ecosystems. Speakers emphasized that successful destinations treat tourism as an integrated development agenda, requiring coordinated delivery across ministries and investment partners rather than isolated sector planning.

PPPs as a credibility framework for investors

The dialogue positioned PPP structures as a credibility mechanism for long-term capital: clear governance, transparent procurement, bankable project pipelines, and predictable regulatory frameworks were highlighted as key conditions for mobilizing institutional investors and sovereign partners.

Rather than one-size-fits-all templates, participants emphasized “fit-for-purpose PPPs” tailored to project type — from airports and roads to convention infrastructure, mixed-use destination zones, and sustainable hospitality developments.

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Angola: investment pipeline meets destination strategy

Minister Márcio de Jesus Lopes Daniel underscored Angola’s ambition to scale tourism’s contribution to national development by pairing policy alignment with investment facilitation, positioning PPPs as a practical pathway to accelerate destination infrastructure, unlock jobs, and diversify the economy. The discussion reflected the country’s focus on creating structured, investable opportunities that can attract international partners while ensuring local value creation.

Italy’s perspective: institution-led investment readiness

Alessandra Priante emphasized the importance of institutional readiness and national coordination in building investor confidence — aligning destination strategies with enabling regulation, predictable permitting, and long-term sustainability principles. The session highlighted how mature destinations can still expand investment by modernizing infrastructure, improving connectivity, and strengthening destination governance and brand positioning in parallel.

Meetings and events as a catalyst for investment and connectivity

Senthil Gopinath brought the perspective of the global meetings industry, framing business events as an accelerator for tourism investment: destinations that develop convention capacity and event ecosystems often gain faster gains in air routes, hotel development, urban regeneration, and international visibility. The panel discussed how ICCA-type networks and data can support governments and investors in targeting high-return segments and building year-round demand.

A shared takeaway: make projects bankable, not just visionary

The session concluded with a clear emphasis on execution: turning tourism ambition into bankable projects with robust governance, risk-sharing structures, measurable sustainability outcomes, and credible delivery partners. With capital increasingly selective, the panel argued that the destinations that win investment will be those that bring clarity — not only on vision, but on pipeline, process, and performance.

Bringing together Kuban Omiraliyev, Secretary General of the Organization of Turkic States, Hon. Dr. Harini Amarasuriya, M.P., Prime Minister of Sri Lanka, and Meshari Alnahari, CEO of Aseer Investment Company, the discussion positioned tourism as a form of “diplomatic currency” — an asset that helps countries project values, strengthen regional partnerships, and accelerate development agendas.

Tourism as diplomatic infrastructure

Speakers framed tourism as more than an economic sector, describing it as diplomatic infrastructure that supports sustained people-to-people engagement, cultural exchange, and continuous international interaction. In an era marked by geopolitical uncertainty, the panel argued, travel can open channels for cooperation that remain resilient even when formal politics becomes more complex.

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Regional identity and cooperation across Turkic States

Omiraliyev emphasized the relevance of regional coordination in translating shared heritage, culture, and connectivity into real economic outcomes. The session highlighted how joint tourism initiatives — including aligned branding, multi-destination routes, and coordinated facilitation measures — can strengthen regional cohesion while improving competitiveness in global travel markets.

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Tourism policy and national positioning

Prime Minister Amarasuriya focused on how tourism intersects with national identity, governance, and global perception, especially for emerging destinations seeking sustainable growth. She underscored that credibility is built through consistent delivery — safety, service quality, infrastructure, community inclusion, and cultural authenticity — not only marketing. The panel’s broader message: tourism can reinforce a country’s standing internationally when it reflects real progress at home.

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Investment perspective: tourism as a growth platform

Representing the private-sector investment lens, Alnahari described tourism as a scalable platform for job creation, destination transformation, and long-term capital deployment. The discussion pointed to the increasing role of investment companies and public-private models in shaping destination ecosystems — from hospitality and attractions to infrastructure and place-making — with tourism serving as the “connector” between economic strategy and global visibility.

Key levers for soft-power impact

Across the session, three practical levers emerged as central to converting tourism into diplomatic advantage:

Access: streamlined visas, predictable traveler policies, and frictionless entry

Connectivity: aviation links, route development, and integrated transport corridors

Narrative: coherent destination storytelling rooted in culture, values, and modern ambition

A strategic conclusion

The session concluded with a shared view that tourism is increasingly central to national strategy — not only as a driver of GDP, but as a tool for reputation-building, partnership creation, and investment attraction. For governments and investors alike, the panel argued, tourism offers a rare combination of economic return and diplomatic reach — turning visits into relationships, and relationships into long-term cooperation.

Speaking to an audience of policymakers, business leaders, and investors the Prime Minister argued that tourism sits “at the crossroads of economic growth, international cooperation, and long-term sustainability,” positioning Mongolia’s visitor economy as a pillar of national economic diversification and a channel for confidence-building across borders.

Economic rebound — but a push to diversify beyond mining

The Prime Minister also pointed to Mongolia’s recent economic momentum, citing improved growth and stronger international confidence. While noting gains in macroeconomic indicators, he stressed that growth alone is not sufficient — especially for a country whose economy remains heavily dependent on mining and commodities.

Mongolia, he said, is richly endowed with minerals, but the next phase of development must broaden the economy and expand opportunity. In that context, he elevated tourism as a “second sector” and a strategic lever of economic diplomacy — designed to diversify revenue, create jobs, and bring wider regions and communities into the benefits of growth.

A “once-in-a-lifetime” destination — not mass tourism

In a central theme of his remarks, Zandanshatar positioned Mongolia as an alternative to mass tourism, emphasizing authenticity, space, and nature.

He highlighted the country’s vast landscapes, living nomadic culture, and “silence, space, [and] stars” — experiences he argued are increasingly rare globally. Mongolia’s tourism proposition, he said, is inherently experiential and exclusive: from cultural heritage and nomadic life to adventure travel, business events, and historical tourism rooted in the legacy of the Mongol Empire.

The Prime Minister described this as a year-round offer built around meaning and connection — inviting visitors “not merely to observe, but to connect with nature, culture, and meaning.”

Policy levers: visas, air liberalization, and digital outreach

Beyond destination storytelling, Zandanshatar outlined a policy agenda aimed at making Mongolia easier to access and invest in. He linked tourism growth to deliberate reforms including visa facilitation, air transport liberalization, digital outreach, and cross-border tourism cooperation — measures intended to improve competitiveness and unlock private-sector participation.

He also referenced ongoing legislative work to strengthen the business environment, including a package of reforms aimed at expanding economic freedoms and reinforcing investor protections, notably around property and investment rights.

Tourism as diplomacy in an era of uncertainty

In closing, the Prime Minister addressed the geopolitical moment directly. With alliances shifting and uncertainty rising, he argued tourism can play a quiet but powerful diplomatic role — creating human connection and trust where politics can struggle.

Asked how tourism fits into Mongolia’s approach to diplomacy, Zandanshatar said the world’s trajectory is difficult to predict, but he underscored Mongolia’s peace-oriented foreign policy and its intent to remain a stable, constructive partner.

His message in Davos was consistent: tourism is not a side story to Mongolia’s development — it is a strategic tool to diversify the economy, invite investment, and strengthen international relationships at a time when global cooperation needs new, practical pathways.

The announcement was made by Bulut Bağcı, President of the World Tourism Forum Institute in the presence of H.E. Márcio de Jesus Lopes Daniel, Minister of Tourism of Angola, during a special program held in Davos, Switzerland, organized in partnership between WTFI and Euronews. The program convened high-level policymakers, investors, and global tourism leaders.

The forum will take place in Luanda, in partnership with the World Tourism Forum, bringing together policymakers, investors, tourism operators, financial institutions, and sector experts. It will serve as a high-level platform for dialogue, cooperation, and the development of business opportunities and strategic partnerships within Angola’s tourism sector.

The International Tourism Investment Forum aims to spotlight Angola’s growing potential as a competitive tourism destination, highlighting its rich natural and cultural assets, economic opportunities, and ongoing reforms to enhance the business climate and encourage sustainable investment.

Through this initiative, the Government of Angola, together with the World Tourism Forum Institute, reaffirms its commitment to economic diversification, positioning tourism as a key driver of growth and elevating Angola’s presence on the global tourism investment landscape.

Airlines don’t sell seats. They sell space and certainty at different price points.

Every cabin is a business model built on three levers: space per passenger, service cost, and willingness to pay.

Below is the logic behind the cabin mix you see on most long-haul, non-budget airlines.

1) The airplane is a flying real-estate portfolio

Think of the aircraft cabin like a building:

Rows are “square meters.”

Each seat is a rental unit.

Airlines try to maximize revenue per area while protecting profit margin.

That’s why you often hear:
“Less than half the seats can generate most of the revenue.”
Front cabins take fewer passengers—but the ticket value is disproportionately high.

2) First Class: The prestige product that often underperforms

First Class is expensive to operate and consumes huge space.

Even when ticket prices are the highest, First Class can be:

Costly to service (premium catering, crew ratio, ground services, lounges)

Inefficient in space (one First suite can equal multiple Economy seats)

In many markets, First is kept for brand positioning, VIP demand, or specific routes—not purely for profit.

Translation: First Class is sometimes more “marketing” than margin.

3) Business Class: The profit engine

For many full-service airlines, Business Class is the most profitable cabin because it hits the sweet spot:

High willingness to pay (corporate travel, high-value leisure)

Strong demand for schedule reliability and flexibility

Good balance between ticket price and space taken per seat

Business also drives:

Loyalty program value

Corporate contracts

Premium connecting traffic through hubs

In short: Business is where airlines often make their money back.

4) Premium Economy: The quiet margin champion

Premium Economy is priced roughly 2–3x Economy, yet it usually costs the airline only slightly more to provide:

A bit more seat space

Better meals/amenities

Some priority services

Because the cost increase is modest but the price increase is meaningful, Premium Economy can deliver very strong profit margins.

That’s why many airlines have expanded it rapidly: it’s a product designed for the “aspirational upgrade” traveler—especially in long-haul leisure markets.

5) Economy: High density, sometimes low profit (and occasionally loss-making)

Economy looks like the backbone of air travel—and in volume, it is. But profit is complicated.

Economy can be:

High revenue per square foot (many seats packed into limited space)

But low margin due to price competition, distribution costs, and operational fixed costs

On some routes, Economy can even be unprofitable unless supported by:

Premium cabin revenue

Cargo revenue

Ancillary fees (bags, seat selection, upgrades)

Network effects (feeding hub connections)

So Economy fills the plane; premium cabins often fund the plane.

6) What this means for tourism, destinations, and travelers

For destinations & tourism boards

If your goal is higher spending visitors, you need air capacity that supports:

Business + Premium Economy growth

Direct routes aligned with premium leisure demand

Partnerships that de-risk new routes (marketing support, seasonal guarantees, joint promotions)

Premium cabins are not just comfort—they’re a signal of visitor value.

For travelers

If you’re optimizing value:

Premium Economy is often the best “money-to-comfort” ratio

Business is most valuable when time, sleep, and flexibility matter

First is often worth it only when you’re buying the experience (or using points strategically)

Bottom line

Airlines design seating not by tradition, but by economics:

First Class = prestige, heavy space + service cost

Business Class = core profit engine

Premium Economy = high-margin upgrade ladder

Economy = volume base, sometimes thin margins

The next time you board a flight, you’re not just walking through cabins—you’re walking through an airline’s financial strategy.

London, United Kingdom | 7 January 2026 — At a Board Meeting held today in London, a strategic decision was approved to establish “Tourism House” in Brussels within the next 12 months, creating a permanent “house concept” platform designed to bring together governments, senior tourism decision-makers, and key institutional stakeholders in the capital of the European Union.

Tourism House will be positioned as an invitation-led convening hub for high-level dialogue, strategic coordination, and partnership building—ensuring tourism is represented where European and global priorities are shaped.

“Brussels is where policy, diplomacy, and investment agendas converge. Tourism House will provide a trusted, dedicated address for tourism leaders to meet, align, and advance common priorities,” said Bulut Bağcı. “Our objective is simple: to bring decision-makers together, consistently, in a format designed for outcomes—not speeches.”

A Permanent Brussels Hub for Tourism Decision-Making

Designed as an “always-on” platform rather than a periodic event, Tourism House will support:
    •    Closed-door roundtables with governments and senior officials
    •    EU-facing dialogues connecting tourism to competitiveness, trade, mobility, sustainability, and workforce priorities
    •    Investment and project briefings linking destinations with strategic partners and capital
    •    Leadership receptions and diplomatic engagements strengthening international cooperation through tourism

The initiative will also enable the formation of working groups on priority themes such as destination resilience, aviation connectivity, data governance, sustainability standards, crisis preparedness, and tourism investment frameworks.

Timeline and Next Steps

The implementation phase begins immediately following today’s decision. Over the coming months, the project will focus on:
    1.    Confirming the operational model and venue concept in Brussels
    2.    Establishing a Strategic Advisory Circle and institutional stakeholder mapping
    3.    Engaging partners across EU institutions, diplomatic missions, and industry leadership
    4.    Announcing the inaugural program calendar and opening format

Tourism House is planned to open within 12 months (target: January 2027).

Demirköy, Kırklareli – Türkiye | July 2026

One of Turkey’s most untouched forest ecosystems, the Istranca (Yıldız) Mountains, is stepping onto the global stage as a pioneering model for nature-based conservation and eco-tourism. Located in the Demirköy district of Kırklareli, the region is launching Turkey’s first structured Firefly Eco-Tourism initiative, alongside forest biodiversity awareness programs focused on the protected red wood ant—one of nature’s most reliable indicators of ecosystem health.

Running from late June through mid-July and culminating in the Demirköy Firefly Festival (July 3–4–5), the initiative blends silent wildlife observation, ecological education, and low-impact camping experiences. Every element is carefully designed to protect sensitive species while deepening public understanding of forest ecosystems.

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Nature’s Smallest Guardians, Nature’s Loudest Warnings

Often unnoticed, the red wood ant plays a critical role in forest ecosystems. By regulating harmful insect populations, aerating soil, and contributing to the carbon cycle, it acts as a silent guardian of forest balance. Scientists widely recognize declines in red wood ant populations as early warning signs of ecological stress.

Recent scientific fieldwork and citizen science observations have revealed alarming population decreases linked to climate change, habitat degradation, and human activity. In Demirköy, however, a collaborative conservation effort is offering a rare success story.

Led by the DAYKO Foundation for the Protection of Wildlife, with support from Demirköy Municipality, local institutions, environmental organizations, and volunteers, a participatory conservation model has taken shape—uniting scientists, young people, and local communities around a shared question:

How can forests be protected collectively and sustainably?

Remarkably, two of the very few red wood ant nests under protection in Europe are located in Demirköy, giving the region ecological significance at a continental level. During the festival period, these areas will be accessible only through controlled, rule-based observation.

Firefly Eco-Tourism: Protection Before Experience

Fireflies are globally recognized as symbols of healthy ecosystems—and as one of the most vulnerable species affected by light pollution, uncontrolled tourism, and habitat loss. Worldwide, their numbers are declining rapidly.

Demirköy’s Firefly Eco-Tourism model is built on uncompromising conservation principles:

• No artificial or high-intensity lighting

• No flash photography

• No physical contact with wildlife

Silent, guided observation in small groups

Visitors are invited to witness the fireflies’ bioluminescent mating displays in complete darkness and silence, accompanied by brief educational sessions on biodiversity, climate change, and ecosystem protection—ensuring that the experience leaves no ecological footprint.

Demirköy Firefly Festival: Where Conservation Meets Experience

Held on July 3–4–5, the Demirköy Firefly Festival combines eco-tourism with environmental awareness and nature-friendly camping for tents and caravans. The festival is organized by Dilek Çakır, Founder of DÇ Consultancy and GTD Trakya Regional Representative, with the support of DAYKO, Demirköy Municipality, and the Nereye Gidiyoruz platform.

With its exceptionally low light pollution, humid microclimate, and well-preserved forest structure, Demirköy is one of the rare locations in Turkey where synchronized firefly light displays can be observed so vividly. Experts emphasize that this fleeting natural spectacle is not only visually captivating, but also a powerful indicator of ecological integrity.

From Local Stewardship to Global Inspiration

Firefly eco-tourism has been successfully practiced in countries such as Japan, Taiwan, and the United States. With this initiative, Demirköy becomes Turkey’s first destination to adopt a structured, conservation-first firefly tourism model—and the fifth worldwide to host a festival dedicated entirely to this fragile phenomenon.

Organizers emphasize that the goal is not to consume nature, but to encounter it responsibly; not to exploit ecosystems, but to protect them through science, awareness, and community engagement.

Illuminated only by the soft glow of fireflies, Demirköy now invites the world to witness nature’s quiet equilibrium—and to take part in its protection.

The Anam Foundation, established by The Anam Group’s founder and chairman Mr. Pham Van Hien, this week presented some 700 relief packages to residents in Khanh Hoa and Dak Lak provinces shattered by the deluge.

A delegation of volunteers led by Mr. Hien, alongside members of The Anam Group’s management team, visited affected families in Phu Vinh 1 village (Tay Nha Trang ward) in Khanh Hoa, offering words of encouragement and personally delivering gifts.

The volunteers handed out 200 relief packages, including 10kg of essential household items such as rice, cooking oil and tinned food. The initiative was carried out with the support of the local authorities, the Fatherland Front Committee of Tay Nha Trang ward. Additional financial support, of two million VND per household, was provided to particularly disadvantaged families.

As part of its ongoing program, the foundation’s volunteers also travelled to nearby Dak Lak province to deliver 500 additional relief packages to devastated communities. The Anam Foundation also provided financial assistance to those whose houses collapsed in the floods. These activities followed earlier relief efforts in Cam Lam Commune, where The Anam Foundation also distributed aid to flood-affected households.

Meanwhile, The Anam Foundation has also provided financial assistance to staff of The Anam Cam Ranh impacted by the floods. Many staff come from affected areas and have suffered financial setbacks, property damage and the challenges that come with starting again.

Mr Hien said he was “humbled and inspired by the community’s remarkable resilience despite difficult times”, with “neighbours looking after one another and volunteers working side by side”.

“Our efforts are modest compared to what the region will need in the weeks ahead, but we believe that every gesture of support, every shared resource and every helping hand contributes to the collective recovery,” Mr Hien said.

“We remain committed to standing with our staff and the people of south central Vietnam as they rebuild their homes and restore their livelihoods. Our deepest respect goes to our local communities, the volunteers and our own staff who continue to show strength, compassion and unity during these tough times.”

The value of distributed support so far exceeds 500 million VND. The Anam Foundation has further volunteer efforts planned for the weeks ahead, including major clean-up efforts.

In a meaningful initiative to support people in need, The Anam Group, the umbrella company of The Anam Cam Ranh, sister resort The Anam Mui Ne, and multi-purpose convention centre Axi Plaza, sets aside a percentage of its profits annually for The Anam Foundation. This provides a consistent and impactful flow of resources towards a range of initiatives. The Anam Foundation recently built safe and stable houses for families facing hardship near The Anam Mui Ne.

About The Anam Group 

After the auspicious debut of The Anam Cam Ranh in 2017, the independently owned and operated The Anam Group celebrated the grand opening of its second property, The Anam Mui Ne, in January 2023, and multipurpose convention centre Axi Plaza in Cam Ranh in April, 2024.

With “Indochine Charm” and “Modern Luxury” as its watchwords, the group blends colonial-era aesthetics and attentive Vietnamese service with modern comforts and convenience. “The Anam” today is a reference to another name, “An Nam”, which was the name of Central Vietnam during the French Indochina era.

The Anam Cam Ranh overlooks 300 metres of beachfront on Vietnam’s scenic Cam Ranh peninsula, which averages more than 300 sunny days per year. The luxurious five-star resort boasts 77 villas and 136 rooms and suites. The Anam Cam Ranh features a French-inspired fine dining restaurant, all-day dining restaurant, a Vietnamese restaurant and bar, a classical bar, a beach club, in-room dining, a 10 treatment-room spa, indoor and outdoor movie theatres, three capacious swimming pools, ballroom, conference rooms, recreation and fitness centre, a tennis court, yoga room and deck, kids club, putting green, onsite sustainable farm, gift shop and more.

Like its predecessor The Anam Cam Ranh, The Anam Mui Ne’s design is also an echo out of Vietnam’s Indochine era. Situated in southern Vietnam’s popular beach town Mui Ne, the 1.2 hectare beachfront resort affords spectacular ocean vistas and features 127 elegant rooms and suites, including seven 142sqm suites with private pools and a 122sqm presidential suite with an extra room for the bodyguards. Its dining landscape comprises an all-day dining restaurant and grill, beachside restaurant and bar, and lobby bar. A five-treatment room spa, two vast swimming pools, a ballroom, conference rooms, water sports center, fitness center, yoga room, kid’s club and gift shop are among the resort’s host of world-class facilities.

With a design inspired by Vietnam’s iconic basket boat, Axi Plaza is a game changer for Cam Ranh and MICE offerings on Vietnam’s coastline due to its distinctive architecture and design, and spectacular beachfront location. Adjacent to The Anam Cam Ranh, Axi Plaza offers a vast state-of-the-art conference hall, a 360-degree rooftop venue, stunning outdoor beachfront event space, about 10,000sqm dedicated to shopping and dining outlets, and more.

To achieve and maintain Silver Certified accreditation with EarthCheck, the world’s leading scientific benchmarking, certification and advisory group, the hotel must be independently audited annually and meet stringent requirements across key performance areas.

The hotel’s potable water consumption for the audited year of 2024 was 204.2L per guest night. That figure is just over half of the regional average of 361L per guest night, and below what EarthCheck deems the “regional leader” level - meaning exemplary standard of performance for the type and location of an operation - at 253L per guest night.

The Hari Hong Kong’s energy consumption per guest night was 101.15 MJ for 2024, almost half the regional average of 180.3 MJ per guest night and also below the regional leader level of 126MJ per guest night. During the same timeframe, the hotel sent 3.37L of waste to landfill per guest night, just over a third of the regional average of 9.01L per guest night and almost half of the regional leader level of 6.31L per guest night.

The hotel’s greenhouse gas emissions for the audited year of 2024 were 18.33kg CO2-e per guest night, sitting right at the regional leader level and under the regional average of 25kg CO2-e per guest night.

Other performance highlights during the audited year include, due to the hotel’s ban on single use plastics, the avoidance of an estimated 109,878 500ml plastic bottles and 47,767 30ml bathroom amenities bottles.

The Hari Hong Kong, which opened in December 2020 in the heart of Wan Chai, was established through sustainable design and construction which sought to reduce negative impacts on the environment. The hotel is also a LEED (Silver), BEAM Plus (Silver) and BEEO certified hotel in recognition for its sustainable design, construction and energy efficiency performance.

“We are continually striving to improve our performance in environmental and social sustainability across everything we do, ranging from our energy and water conservation efforts to responsible purchasing, local employment and community support,” said the hotel’s General Manager Edward E. Snoeks.

The hotel works with Green Island Cement on its ShellCem Project to collect and upcycle oyster shells and other seashells such as mussel and scallop shells into cement.

A green wall on the facade of the hotel’s second floor terrace, that stretches three stories high, contributes positively to the environment by helping to reduce the temperature of surrounding areas.

Data released in the "EU Blue Economy Report 2025" confirms a full recovery for the sector, which now employs over 4.82 million people in Europe alone—a 16% increase since 2021. However, as industry leaders gather for the upcoming 3rd European Blue Economy Conference in February 2026, the conversation has shifted. The focus is no longer merely on "Blue Growth," but on a "Regenerative Transition" that demands tourism operators leave the ocean better than they found it.   

The New Economic Heavyweight

"The ocean economy is booming," states the latest UN Trade and Development (UNCTAD) report, noting that ocean trade in goods and services hit record highs in late 2023. Coastal and marine tourism has solidified its position as the dominant sector, accounting for approximately 50% of all global tourist spending and supporting a supply chain that touches over 100 million jobs worldwide.   

Yet, this economic behemoth faces a bill that is coming due. At the recent COP29 climate summit, the World Travel & Tourism Council (WTTC) issued a stark warning: the sector requires $65 billion in annual investment to shield coastal destinations from rising sea levels and extreme weather events.   

Who is Leading? A Fragmented Global Leadership

The race to define the future of the Blue Economy has no single winner. Instead, leadership has fractured across three distinct frontlines: regulatory power in the North, financial innovation in the Islands, and operational creativity in the Global South.

1. Europe: The Regulatory Superpower

The European Union remains the undisputed heavyweight in market volume and regulation. As of May 2025, coastal tourism accounted for 33% of the EU blue economy’s Gross Value Added (GVA).   

Leading the charge is Norway, which has turned its famous fjords into a testing ground for the future of shipping. As of January 1, 2026, a strict zero-emission requirement is now in effect for tourist ships and ferries under 10,000 gross tons entering the World Heritage Fjords of Geirangerfjord and Nærøyfjord.   

"The goal is to preserve these spectacular fjords," says Andreas Bjelland Eriksen, Norway’s Minister of Climate and Environment. By forcing operators to switch to electric or hydrogen propulsion, Norway is effectively using its "destination power" to decarbonize the global maritime industry.   

2. The Islands: Financial Engineers of the Ocean

While Europe regulates, Small Island Developing States (SIDS) are rewriting the rules of finance. Seychelles continues to pioneer "Blue Finance," having successfully utilized the world's first sovereign Blue Bond to fund a transition to sustainable fisheries.   

"Our country made history... favoring the environment, conservation, and climate adaptation," says Danielle Jupiter, manager of the SWIOFish3 project. The bond's proceeds are managed by the Seychelles Conservation and Climate Adaptation Trust (SeyCCAT), creating a model where national debt is refinanced to protect 30% of the nation's waters—effectively paying for conservation with the tourism revenue it protects.   

3. The Global South: Innovators in Regeneration

In the tropics, where government enforcement can be challenging, the private sector and local communities are taking the lead. Indonesia has emerged as a global hub for "regenerative tourism."

Just this year, the Astungkara Way project in Indonesia took home the Gold at the 2025 Global Responsible Tourism Awards for its work in regenerative agriculture and community engagement. Similarly, the Misool Eco Resort in Raja Ampat proves that conservation pays. By leasing 300,000 acres of sea directly from local communities to create a "No-Take Zone," the resort has facilitated a 250% increase in fish biomass, funded entirely by high-value eco-tourism.   

The Tech Frontier: AI Under the Sea

Technology is democratizing ocean stewardship. In Australia, the "Eye on the Reef" program has turned tourists into citizen scientists. Using AI-enabled apps, visitors to the Great Barrier Reef now upload thousands of geo-referenced photos that help authorities track coral health and Crown-of-Thorns Starfish outbreaks in real-time.   

Startups are also entering the fray. Companies like Reef Systems (Israel) and Arc Marine are deploying 3D-printed reef structures and electrical fields to accelerate coral growth, creating a new "restoration economy" worth billions.

The Road Ahead: 2026 and Beyond

As the sector moves deeper into 2026, the divide between "sustainable" and "regenerative" is widening. "Sustainable tourism—doing less harm—is no longer enough," argues a 2025 white paper on the subject. "The goal now is net-positive impact."   

With the 3rd UN Ocean Conference on the horizon, the pressure is on. The Blue Economy has proven it can generate wealth; the challenge for the next decade is proving it can save the very ocean it depends on.

Key Facts at a Glance:

Global Ocean Trade: $2.2 Trillion (2023)   

EU Blue Economy Jobs: 4.82 Million (2025)   

Climate Adaptation Cost: $65 Billion/year needed for coastal tourism   

Key Policy: Zero-emission entry for Norwegian World Heritage Fjords (Effective Jan 1, 2026)

While Washington celebrates the decapitation of the Maduro regime, analysts warn that the intervention has triggered a period of "kinetic volatility," fundamentally altering the risk profile for investors in Colombia, Mexico, and Cuba.   

Venezuela: The "Rusting Jewel" and the Reconstruction Myth

In the 48 hours since US naval assets, including the USS Gerald R. Ford, established a blockade off the Venezuelan coast, global energy markets have reacted with volatility. President Trump declared that the US would "run" the country temporarily to "get the oil flowing," signaling a boon for American energy majors.   

However, energy experts caution that Venezuela is a "rusting jewel." Despite possessing 303 billion barrels of proven reserves, the country's oil infrastructure is in catastrophic disrepair.

"The expectation of an immediate oil bonanza is a dangerous myth," said one energy analyst. "Restoring production to pre-crisis levels will require over $100 billion in capital expenditure and at least a decade of work."

For now, the country remains a no-go zone. The Federal Aviation Administration (FAA) has banned all US civil aviation from Venezuelan airspace, leaving thousands of travelers stranded and effectively zeroing out the country's tourism revenue.

Colombia: Caught in the Crossfire

The shockwaves are perhaps most palpable in neighboring Colombia, where the diplomatic relationship with Washington has reached a nadir. Tensions exploded Sunday when President Trump referred to Colombian President Gustavo Petro as a "sick man" and threatened military action against drug production facilities.   

The economic fallout has been swift:

Tourism Disruption: Colombia's flagship carrier, Avianca, has been forced to reroute flights to avoid Venezuelan airspace, adding significant fuel costs and flight time. Cancellations have spiked as US State Department advisories cite "civil unrest" and "terrorism" risks along the border.

Investment Chill: Fitch Ratings has revised Colombia’s outlook to Negative, citing fiscal deterioration exacerbated by the threat of US tariffs. "Investors are pricing in a 'diplomatic rupture' premium," noted a market strategist. "The Colombian Peso is trading as a proxy for Petro's political survival."   

Mexico: Sovereignty on the Line

While Mexico remains North America’s top trade partner, the US designation of Mexican cartels as Foreign Terrorist Organizations (FTOs) has introduced a new layer of sovereign risk. The move theoretically authorizes unilateral US military action against cartel assets, a red line for President Claudia Sheinbaum.   

Despite these tensions, Mexico’s financial markets have shown surprising resilience. The "nearshoring" boom faces headwinds as manufacturers pause capital expenditures ahead of the 2026 USMCA review, but the "Cancun Bubble" continues to hold. Security data indicates that major tourist zones remain insulated from the violence, though the rising cost of private security is beginning to squeeze margins.   

Cuba: Lights Out in Havana

The most immediate collateral damage has been inflicted on Cuba. For two decades, the island relied on 50,000 barrels of subsidized Venezuelan oil daily to keep its power grid running. With the US Navy now controlling Venezuela's oil terminals, that lifeline has been severed.   

The result is a humanitarian and economic crisis. Widespread blackouts lasting up to 20 hours have triggered cacerolazos (pot-banging protests) in Havana. Tourism, the island's economic engine, is in "disarray" as hotels struggle to operate on failing backup generators, leading to mass cancellations from Canadian and European operators.   

The Investor Outlook: The "Don-roe" Trade

Wall Street has wasted no time adapting to the new reality. Defense stocks, including Lockheed Martin and BAE Systems, surged in early trading Monday, reflecting expectations of a prolonged US military footprint in the region. Conversely, regional currencies like the Colombian Peso remain under heavy pressure as traders hedge against further diplomatic escalations.   

"The era of passive investing in Latin America is over," concluded a report from a major investment bank. "Sovereignty is now a variable, not a constant. The primary driver of value in 2026 will not be market fundamentals, but alignment with Washington's strategic security interests."

With the sector projected to contribute over $4 trillion to the national economy by 2033 , this report breaks down the key trends driving China’s inbound and outbound tourism outlook for the next ten years.   

The "Great Reopening 2.0": Inbound Access Revolutionized

The most immediate change for international travelers is the dismantling of historical barriers to entry. China has launched an era of "Visa-Free Diplomacy" to diversify its inbound market beyond traditional Western sources.

The 240-Hour Transit: A game-changing policy now allows travelers from 54 countries to enter China visa-free for up to 10 days (240 hours) at 65 major ports. This policy is designed to convert long-haul layovers into substantial tourism revenue, allowing ample time for a "Golden Triangle" tour (Beijing-Xi'an-Shanghai).   

Frictionless Payments: The "digital island" effect is being dismantled. New mandates require key tourist sites, hotels, and transport hubs to accept international bank cards (Visa, Mastercard). As of late 2024, acceptance rates at key merchant locations had already hit 99%.   

Global South Pivot: While courting the West, China is seeing a surge in visitors from Southeast Asia and Belt and Road partners, driven by mutual visa-exemption agreements with countries like Malaysia, Singapore, and Thailand.   

Outbound Travel: The Rise of the "Experience Economy"

The stereotype of the "shopping bus" tour group is fading. The Chinese outbound market is bifurcating into two powerful, high-value segments:

The Silver Economy: China’s rapidly aging population is creating a massive "Silver Tourism" market, forecast to reach $458 billion by 2030. These "active seniors" are wealthy, prefer off-peak travel, and demand high-quality cultural and wellness experiences.   

Gen Z and "CityWalks": For younger travelers, experiences are the new social currency. Driven by platforms like Xiaohongshu (Little Red Book), Gen Z travelers are flocking to "CityWalks"—immersive, aimless urban exploration focused on local "vibes" rather than famous landmarks.   

Infrastructure: Engineering the Future of Travel

China’s ambition is matched by its infrastructure investment, creating a physical network that shrinks the country’s vast geography.

High-Speed Rail (HSR): The network is targeting an expansion to 60,000 km by 2030, connecting virtually every city with a population over 500,000. New lines, such as the Xi'an-Yan'an route, are integrating "Red Tourism" sites with heritage destinations like the Terracotta Warriors.   

Mega-Airports: The construction of the Dalian Jinzhouwan International Airport, the world’s largest artificial island airport, highlights the push to dominate Northeast Asian aviation hubs.   

Air Silk Road: The civil aviation plan targets connecting over 70 countries by air, with a specific focus on linking 50 Belt and Road partner nations to facilitate trade and tourism flows.   

Tech & Sustainability: The "Smart" and "Green" Shift

By 2030, the Chinese travel experience will be fundamentally digital and increasingly green.

Agentic AI: Travelers will soon rely on autonomous AI agents for complex itinerary planning and disruption management.   

Smart Cities: Destinations like Hangzhou are utilizing "City Brain" systems to manage tourist flows and traffic in real-time, reducing congestion during peak seasons.   

Eco-Standards: Major players like Trip.com Group have committed to science-based carbon targets, promoting "lower carbon travel products" to millions of users.   

China's tourism strategy for 2035 is a move from "speed" to "quality." For the global travel industry, this means preparing for a more sophisticated Chinese traveler and a more accessible, digitally integrated Chinese destination.

For stakeholders, understanding these dynamics is no longer optional—it is a survival imperative. This analysis breaks down the Global MICE Market Forecast, offering data-driven insights into the trends shaping the next five years.

1. Global MICE Market Valuation: Trillions on the Horizon

The economic footprint of the business events sector is expanding rapidly. As of 2024/2025, the global MICE market is valued between USD 907.2 billion and USD 1.12 trillion. Projections for 2030 suggest a robust ascent, with estimates ranging from USD 1.5 trillion to USD 2.4 trillion.   

While North America and Europe continue to dominate regarding revenue per attendee, the growth engine has shifted. The Asia-Pacific MICE market is forecast to be the fastest-growing region, with a CAGR projected between 10% and 13% through 2030.   

Key Market Stats:

Global Business Travel Spend (2025): Projected to reach USD 1.57 trillion.   

Growth Drivers: Digitalization, infrastructure investment in emerging markets, and the "human connection deficit" post-COVID.

2. The "Bleisure" Boom: Institutionalizing the Flexcation

The concept of "bleisure" (mixing business with leisure) has graduated from a buzzword to a core revenue driver. In 2025, 42% of travelers explicitly plan business trips with leisure components, and 45% are planning "flexcations" (remote working from a leisure destination).   

This shift is reshaping venue selection. Hotels are no longer judged solely on meeting capacity but on "lifestyle" amenities. The global bleisure travel market, valued at approximately USD 816 billion in 2025, is expected to grow at a staggering 17.8% CAGR through 2034.   

Strategic Insight: Organizers must now select destinations that offer authentic local experiences. "Destination Dupes"—secondary cities like Dallas or Brisbane—are gaining traction over traditional hubs by offering these unique experiences at a lower cost.   

3. Geopolitics as the New Supply Chain Disruptor

While inflation stabilizes, geopolitics has emerged as the primary friction point for international congresses. Visa processing delays in major economies are actively redirecting event flows.

The US Visa Crisis: Severe backlogs have forced high-profile cancellations. Notably, a major cybersecurity convention in San Antonio was shelved, and Calgary lost a global health congress for July 2025 due to fears that attendee visas would not be processed in time.   

The Beneficiaries: This "bureaucratic friction" is pushing international associations toward "visa-friendly" hubs in Singapore, Dubai, and Western Europe, where entry policies are more predictable.   

4. Sustainability: From Marketing to Mandate

Sustainability is no longer a "nice-to-have" Corporate Social Responsibility (CSR) initiative; it is a license to operate. With frameworks like the EU’s Corporate Sustainability Reporting Directive (CSRD) fully effective in 2025, companies are mandated to report on Scope 3 emissions—which includes business travel.   

Emerging Standards:

Carbon Budgeting: Corporate planners are now balancing financial budgets with carbon budgets.

Proof of Concept: Major players are proving that large-scale neutrality is possible. For instance, ConferenceDirect successfully offset over 545,000 kg of CO2 for a single 950-person event by meticulously tracking energy, waste, and travel emissions.   

5. The Rise of the "Global South": New Power Players

The center of gravity for the global MICE industry is pivoting toward the Middle East and Asia.

Saudi Arabia's Vision 2030: The Kingdom is witnessing the most capital-intensive transformation in the sector. The Saudi MICE market is projected to exceed USD 5 billion by 2030, growing at over 11% annually.   

India's Ascent: With a forecasted CAGR of 13.2% from 2025 to 2030, India is aggressively expanding its convention infrastructure to capture global market share, supported by a booming domestic incentive travel sector.   

Conclusion: Adapting to the "Great Moderation"

The "Great MICE Comeback" is over; the industry is now in the "Great Evolution." Pricing power is moderating, but costs remain high. To succeed in the 2025–2030 landscape, stakeholders must prioritize:   

Value per Attendee: Focus on high-touch, relationship-building events over mass volume.

Risk Diversification: Rotate events between geopolitical "safe harbors."

Digital Integration: Use AI for attendee matchmaking and hyper-personalization.   

The future belongs to destinations and organizers who can seamlessly blend compliance (sustainability), experience (bleisure), and accessibility (visa ease).

Where Türkiye Stands Today (The Baseline)

Türkiye has reached historic highs in visitor volume and revenue, but one number matters most for the next decade: spend per visitor. To build a stronger tourism economy, the goal is not only to attract more tourists—but to increase:

Average spend per visitor

Average length of stay

Off-property spending (shopping, dining, culture, experiences)

Repeat visitation

Year-round demand

A modern tourism strategy is essentially a national “value creation” plan.

Vision for 2026–2036: From Volume to Value

My core vision: Türkiye becomes a 12-month, multi-thematic, premium-capable destination where tourism income grows faster than tourist numbers.

10-Year National Targets (KPI-Based)

I would manage the ministry around 4 measurable KPI clusters:

Tourism revenue growth (primary KPI)

Spend per visitor (yield KPI)

12-month demand distribution (seasonality KPI)

Regional spread (Anatolia growth KPI)

Instead of chasing a single “arrivals” headline, the ministry would publish a quarterly dashboard tracking these KPIs by market, city, and product category.

Market Strategy: You Don’t Sell the Same Türkiye to Everyone

Different markets travel differently. The winning strategy is segmented positioning.

Europe (Core Volume + Repeat Potential)

Goal: protect volume, grow yield.
Tactics: city breaks, culture routes, gastronomy, events, shoulder-season campaigns, and direct connectivity.

Russia/CIS (High Volume, Higher Volatility)

Goal: stabilize demand and reduce shock risk.
Tactics: diversified airline partnerships, strong resort value tiers, loyalty programs, and operational contingency planning.

Gulf (High-Spend, Experience-Led)

Goal: increase on-ground spending.
Tactics: privacy-first accommodation (villas/residences), luxury retail integration, wellness, curated gastronomy, family-friendly premium itineraries.

Far East (Next Big Growth Engine)

Goal: scale arrivals with the right product fit.
Tactics: visa facilitation, multi-city itineraries, group travel readiness, language support, and iconic “civilization + shopping + gastronomy” packages.

USA/Canada (Lower Volume, Higher Yield)

Goal: shift perception from “beach” to “civilization + premium experiences.”
Tactics: archaeology, museums, boutique hotels, high-end guiding, culinary storytelling, and longer itineraries.

SWOT: Türkiye’s Advantage Is Massive—But Two Issues Cap Growth

Strengths

Global brand recognition and accessibility

Strong accommodation inventory and aviation connectivity

Unique mix: coast + culture + city + nature

Weaknesses

Seasonality (summer concentration)

Revenue concentration (a few destinations dominate)

Price perception risk if value is not communicated clearly

Opportunities

Asia expansion, wellness tourism, MICE, cruise, gastronomy, and Anatolian routes

Threats

Geopolitics, climate/water stress, overtourism, and Mediterranean competition

The 10-Year Roadmap (Short–Mid–Long Term)

Phase 1: 0–2 Years (Fast Wins That Create Revenue)

Objective: improve yield quickly without waiting for mega-projects.

Value-based pricing strategy: bundles and tiers (not discount wars)

Border and airport experience: fast lanes, multilingual design, reliable transfers

City event calendars: a reason to visit every month

Performance marketing accountability: measure success by nights and revenue, not views

Experience packaging: make it easier to buy culture, gastronomy, and activities in one journey

Phase 2: 3–5 Years (Product Transformation to Raise Spend)

Objective: grow the segments that naturally spend more.

MICE expansion: congress bidding office + incentives + city-level convention capacity

Health & wellness standards: accreditation, quality pathways, insurance integration

Cruise & marina economy: ports that feed city spending

National tourism talent program: language + service excellence + revenue management

Phase 3: 6–10 Years (Sustainable Leadership + Global Brand League)

Objective: lock in long-term competitiveness.

Carrying capacity rules in high-pressure destinations (slots/reservations)

Water/energy/waste standards for tourism facilities

Anatolia destination network: 30+ thematic routes operating year-round

Next-gen tourism infrastructure: museums, immersive experiences, smart mobility, and digital ticketing

Product Strategy: Build a Portfolio, Not a Single “Beach” Identity

To increase spend per visitor, Türkiye must scale high-value tourism lines in parallel.

8 Priority Tourism Products (2026–2036)

Culture & Civilization Routes (UNESCO, archaeology, museums)

Gastronomy Tourism (regional trails, workshops, festivals)

Health & Wellness (thermal + medical + rehab)

Sports Tourism (camps, tournaments, endurance events)

Nature & Adventure (hiking/biking networks, national parks)

Cruise & Yachting (high-spend visitors)

MICE (highest yield segment)

Faith Tourism (multi-religion heritage routes)

Key rule: each product must have a calendar, a route map, certified operators, and a digital booking pathway.

Regional Spread: Grow “Türkiye Beyond Istanbul & Antalya”

A high-performing tourism economy can’t be concentrated in a few provinces. I would launch a Destination Growth Program with a KPI dashboard for each region.

How to Scale Anatolia Tourism

Every region gets two flagship products + one niche product

Develop multi-city itineraries (not single-stop tourism)

Improve “last-mile” access: roads, rail links, local mobility, signage

Build destination management organizations (DMOs) with public–private governance

Prioritize local supply chains: food, crafts, experiences, guides

Sustainability & Carrying Capacity: Nature Is the Real Limit

Without sustainability, tourism growth becomes self-destructive. Türkiye’s next decade must protect what tourists come to see.

What I Would Implement

Destination-level carrying capacity plans

Reservation/slot systems for peak sites

Water efficiency standards in high-stress regions

Waste management and recycling requirements

Incentives for certified sustainable operators

Sustainability must be measured like revenue—with targets and audits.

Visa, Transport, and Infrastructure: Reduce Friction, Expand Access

Tourism growth is often limited by “friction”: paperwork, long airport queues, and hard-to-reach destinations.

Priorities

Visa facilitation for high-potential markets

Off-season flight incentives to support 12-month tourism

High-speed rail and highway links for multi-city routes

Cruise port upgrades that increase city spending

Urban mobility for tourists (integrated ticketing, clear wayfinding)

Digital Transformation: Build a National Tourism Data Hub

The ministry should operate like a performance company: know what works, scale it, stop what doesn’t.

Tourism Data Hub: What It Tracks

Arrivals by market and season

Spending patterns (where money is spent)

Length of stay and repeat visits

Satisfaction and complaint themes

Crowd levels and capacity pressure

Campaign ROI (conversion to nights and revenue)

What Changes Immediately

Marketing budgets tied to bookings, nights, and yield

Personalized retargeting and CRM-based campaigns

Better support for SMEs to sell online

Revenue Policy: Don’t Fight All-Inclusive—Upgrade It

All-inclusive is a strength—but if it reduces local spending, it must evolve.

The Better Model

Standard all-inclusive + Premium tiers

Paid experience add-ons: gastronomy, wellness, culture, private tours

City cards that encourage spending outside hotels

Night economy strategy in key destinations

Stronger tax-free shopping and retail integration

The goal is not to make Türkiye “more expensive,” but more valuable.

Investment & PPP: Scale the “Experience Infrastructure”

Türkiye can attract global capital if projects are structured clearly and governed well.

High-Impact Investment Areas

Convention and expo centers

Cruise ports and marinas

Museum modernization and immersive heritage projects

Wellness and thermal destination clusters

Eco-lodges and nature tourism infrastructure

Training academies for tourism talent

PPP models should come with sustainability guardrails and city-level KPI accountability.

Regulation: Speed + Quality + Formalization

A competitive tourism economy needs faster permits, clearer standards, and fair competition.

Regulatory Priorities

One-stop licensing and inspections

Quality classification updates (service and sustainability)

Stronger controls against informal supply

Incentives for registered businesses: visibility, financing, and promotion access

Brand Strategy: “12 Months, Multi-Thematic Türkiye”

A national brand must be simple, repeatable, and consistent:

Türkiye is civilization + experiences

Türkiye is a 12-month destination

Türkiye fits every travel need (not just every budget)

The brand should shift from a single-season identity to a year-round portfolio.

Projections: Scenario Logic (Transparent, Realistic)

Tourism is sensitive to exchange rates, geopolitics, pricing, and capacity. So I would publish scenario-based projections, not false certainty.

A Practical 10-Year Scenario Framework

Visitor growth: ~3–5% annually (variable by market and shocks)

Spend per visitor: increase via MICE, wellness, gastronomy, and premium tiers

Revenue outcome: feasible path toward a $100B-range decade outcome if seasonality and yield improve

The strategy wins if revenue grows faster than arrivals—because that is value-led growth.

A Stronger Türkiye Tourism Economy

Türkiye’s tourism success story is real—but the next decade requires a higher standard. The winning formula is:

12-month demand + higher spend per visitor + regional spread + sustainability + data-driven marketing.

This is how Türkiye becomes not only one of the most visited countries in the world—but one of the most valuable tourism economies.

Ground Zero: The Paralysis of the Taipei Skies

The immediate impact of any escalation would be the closure of the Taipei Flight Information Region (FIR), a critical node that manages 18 international routes and 17 airports. Before the current tensions, the Taipei FIR serviced over 1.85 million flights annually. Recent "gray zone" military exercises have already provided a grim preview of this paralysis: drills in late December 2025 were estimated to affect over 100,000 passengers on hundreds of international flights in a single day.   

Major carriers like Cathay Pacific, Singapore Airlines, and ANA are already forced to navigate a patchwork of no-fly zones and reroutes, adding significant fuel costs and logistical complexity. For European carriers, the burden is even higher; avoiding regional airspace can add 10% to 15% to operating costs, a strain that would likely become permanent in a hot war scenario.   

The End of "Revenge Tourism" and the Luxury Collapse

The anticipated post-pandemic "revenge tourism" boom has been largely replaced by a "geopolitical risk premium." In 2024, the Chinese mainland luxury market declined by up to 20%, reverting to 2020 levels as consumer confidence eroded. Affluent Chinese travelers, once the primary drivers of global luxury growth, are becoming more conservative. Sentiment indices for high-income households dropped to 69 in early 2025, down from 81 just two years prior.   

This shift is not just about saving money; it is a fundamental change in mindset. Gen Z travelers are increasingly redirecting their budgets toward personal "experiences" and "wellness" rather than labels. In the event of an active conflict, an "avalanche decoupling" of the Chinese and global economies would make Western luxury operations in China virtually impossible, terminating one of the world's most lucrative travel corridors.   

Regional Dominoes: Winners and Losers in a Fragmented Asia

The shadow of conflict is already reshaping where people choose to go. Diplomatic friction between Beijing and Tokyo has recently made Japan "politically expensive" for Chinese tourists, leading to travel warnings and flight reductions. This has created a vacuum that South Korea and Southeast Asian nations are racing to fill. By late 2025, South Korea surpassed Japan as the top destination for Chinese travelers on platforms like Qunar, aided by a won that hit a 16-year low.   

However, this regional reshuffling is fragile. A conflict would put the lives of over 780,000 Southeast Asian migrant workers in Taiwan at risk, primarily from Vietnam, Indonesia, and the Philippines. The humanitarian challenge of evacuating these citizens would likely tear at the unity of ASEAN, as member states struggle to balance their economic ties to China with their security needs.   

Maritime Logistics and the Cruise Industry's Retreat

The Taiwan Strait is a vital thoroughfare for 44% of the global container fleet. Beyond cargo, the region was becoming a massive hub for international cruises, with Kaohsiung expecting 115 ships and 170,000 passengers in 2025. A conflict would not only halt these operations but would also trigger a massive spike in insurance premiums. For some segments, coverage costs for the region have already quadrupled, rising from 0.35% to nearly 2% per annum. If the waters around Taiwan are officially listed as a "high war risk" zone, the Western Pacific could become effectively uninsurable for commercial travel.   

Conclusion: The Death of the Peace Dividend

For forty years, global travel has flourished under a "peace dividend" that assumed borders were increasingly open and the seas were always safe. A war over Taiwan would effectively terminate this era. The result would be a "New Normal" of fragmented mobility—high-cost, high-risk, and deeply politicized.

The $10 trillion cost is a reminder that in our interconnected world, there are no local wars. For the travel industry, resilience now depends on moving away from a model of hyper-globalization and toward one that accounts for a world where safety and accessibility can no longer be taken for granted.

1) What “escalation” looks like for tourism: three pathways

A) Airspace and aviation safety risk (fastest impact)
When tensions spike, airlines and regulators can act within hours. The typical first steps are rerouting around high-risk corridors, suspending flights to exposed airports, and restricting overflights across conflict-adjacent airspace. Even if fighting is limited, aviation becomes the immediate pressure point because aircraft safety decisions are binary: routes are either acceptable or avoided.

B) Government advisories (the demand “lock”)
Travel advisories quickly reshape behavior. Corporate travel often freezes first; MICE (meetings, incentives, conferences, exhibitions) postpones next; leisure demand follows as news intensity rises. Advisories also influence travel insurance validity, which can sharply reduce bookings even when flights still operate.

C) Spillover perception (regional contagion)
Tourists often “regionalize” risk. Countries that are geographically close but not directly involved can still see sudden drops in arrivals. This is especially true for destinations that share flight corridors, cruise routes, or media narratives with the conflict zone.

2) The first-order shock: reroutes, cancellations, and hub friction

If escalation intensifies, the tourism hit is immediate because aviation is not just transport — it is the distribution system of tourism.

Expect three operational effects:

Longer flight times and higher costs: Detours increase fuel burn, reduce aircraft utilization, and push fares upward.

Reduced capacity: Airlines cut frequencies on routes that become less profitable or operationally complex.

Hub disruption: Gulf hubs are global connectors. If they are perceived as risky or become operationally constrained, the disruption spreads far beyond the region.

A growing operational concern in conflict-adjacent zones is navigation interference (GPS jamming/spoofing), which adds uncertainty and intensifies safety-driven rerouting decisions.

3) Which destinations are most affected — and why

A) Immediate “red zone” (tourism can drop to near zero)

These markets face direct exposure, the strongest warnings, and the highest probability of sudden flight suspensions:

Iran

Iraq

Israel (if the escalation expands regionally)

Inbound leisure travel can collapse almost instantly, while business travel is typically paused by corporate risk policies.

B) High exposure “hub belt” (tourism + connectivity shock)

These destinations may not be combatants, but they sit near the risk envelope and operate as global transfer points:

UAE (Dubai/Abu Dhabi)

Qatar (Doha)

Bahrain, Kuwait, Eastern Saudi Arabia

They are vulnerable to two things: (1) perception risk (tourists avoid the Gulf during heightened tension), and (2) network disruption (Europe–Asia flows get rerouted, flight options shrink, and stopovers become less attractive).

C) Spillover destinations (often hit hardest by perception)

Even without direct involvement, these can see steep booking declines:

Jordan (Petra, Amman, Dead Sea)

Egypt (Cairo, Red Sea resorts)

Lebanon (Beirut and leisure segments)

Turkey (especially group travel and MICE; Istanbul’s role as a hub can amplify both impact and recovery)

These places are often “guilty by geography” in the traveler’s mind.

D) Global ripple zones (indirect but material)

Europe–Asia and Europe–Australia long-haul routes: detours raise costs and can reduce frequencies.

European city-break hubs: can lose high-spending Gulf visitors and see softer long-haul demand.

South and Southeast Asia: may benefit from rerouted demand if travelers substitute away from the Middle East—though broad conflict can also dampen overall confidence.

4) What happens to demand: short-term shock vs. medium-term rebalancing

Short term (days to weeks):

Flight cancellations and reroutes spike.

Bookings to the region plunge; cancellations surge.

MICE events postpone; corporate travel pauses.

Hotels in exposed markets face occupancy drops, discounting, and shortened booking windows.

Medium term (1–6 months):

Demand starts to redistribute toward “clean headline” destinations.

Tour operators redesign itineraries to avoid sensitive corridors.

Airlines stabilize schedules with new routings; fares remain elevated on longer paths.

Long term (6–24 months):

If the escalation is short and contained, tourism often rebounds strongly (pent-up demand).

If tension becomes chronic (repeated incidents, unstable air corridors, ongoing sanctions), the region can face a prolonged “risk discount” in both leisure travel and investment.

5) Insurance and advisories: the “hard stop” for many travelers

Even when flights operate, demand can collapse if:

advisories rise to high-risk levels,

insurers tighten terms or invalidate coverage under certain conditions,

corporate travel risk frameworks prohibit the destination or transit points.

This can be decisive for families, senior travelers, and premium leisure segments.

6) Who could benefit (substitution effect)

When people still want to travel but avoid the region, common substitutes include:

Southern Europe (Spain, Portugal, Italy, Greece)

Southeast Asia (Thailand, Malaysia, Indonesia)

Domestic and short-haul trips in key source markets

“Safe hub” city breaks depending on flight connectivity and perception

However, if the conflict dominates headlines for weeks, global consumer confidence can soften and reduce travel more broadly.

7) A practical playbook for destinations and tourism brands

Crisis communications that are operational (not generic)
Publish clear updates: flight status guidance, safety protocols, local stability messaging, and traveler support contacts.

Flexibility becomes a sales tool
Free date changes, transparent cancellation policies, and flexible rebooking reduce hesitation.

Protect MICE with contingency options
Offer hybrid formats, alternate hubs, and “Plan B” routes early to retain delegate confidence.

Diversify source markets
Lean into regional, diaspora/VFR, and short-haul segments if long-haul weakens.

Coordinate with airlines and hotels
Align messaging and policies so travelers don’t receive conflicting information.

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1) Start with a clear brand promise — and never dilute it

Dubai positioned itself around a small set of easy-to-grasp ideas:

Modern spectacle (future-facing city, record-breaking icons)

Luxury and service (premium hospitality, high-end retail, curated experiences)

Safety and reliability (low-friction, predictable visitor experience)

“Everything in one trip” (beach + desert + shopping + culture + nightlife + business)

This clarity matters. Many destinations try to be everything to everyone in their messaging; Dubai made its core promise unmistakable, then built stories around it for different audiences.

2) Treat destination marketing like entertainment, not advertising

Dubai’s campaigns often feel like short films: cinematic visuals, celebrity presence, and story-driven itineraries. The goal isn’t only awareness; it’s desire. By creating content people actually want to watch and share, Dubai converts paid media into earned media and keeps the destination culturally present.

What’s important here: the campaigns are modular. A single “Visit Dubai” platform can produce dozens of versions by market (India, Europe, GCC, Asia) and by segment (families, couples, stopovers, luxury travelers).

3) Use mega-events as global credibility accelerators

Dubai leveraged mega-events (most notably Expo 2020) to accomplish three things at once:

Global visibility: putting Dubai in front of audiences who weren’t actively “shopping” for travel.

Trust and capability: proving Dubai can host the world—safely and at scale.

Legacy conversion: repurposing infrastructure and venues into ongoing districts, attractions, and business ecosystems.

This is the underappreciated lesson: events only create lasting tourism benefits when there is a deliberate post-event plan to keep the site alive and the story continuing.

4) Build “reasons to visit” faster than attention decays

Dubai refreshes its product continuously: new attractions, new districts, new museums, new entertainment venues, new hotel openings, and new experiences that generate headlines.

This matters because modern travel demand is attention-driven. Dubai gives the media—and social platforms—fresh material repeatedly, which keeps it trending as “new” even for repeat visitors.

5) Make access the growth hack: aviation as distribution

Dubai’s connectivity is a competitive weapon. A destination can spend heavily on marketing, but if access is expensive or complex, conversion suffers. Dubai solved this by turning the city into a global hub:

Extensive long-haul and regional flight networks

Stopover potential built into hub routing

Seamless airport experience and high capacity

Strong airline-to-destination coordination

In practical terms, Dubai doesn’t only “create demand.” It funnels demand—through routes, stopovers, and availability—then captures it with a strong destination proposition.

6) Operate digital marketing like a modern consumer brand

Dubai’s marketing behaves like a high-performing digital brand:

Always-on content cadence (not one campaign per year)

Heavy social distribution and creator partnerships

Market-specific targeting and performance optimization

Strong destination website and itinerary inspiration that turns interest into planning

Influencers and creators are not treated as occasional “nice to have.” They are part of a structured distribution system that keeps Dubai continuously visible in feeds and search results.

7) Align policy, infrastructure, and private-sector execution

Dubai’s advantage is governance alignment. Tourism growth is supported by:

Pro-investment and pro-visitor policy (streamlined processes, residency/visa innovations over time)

Infrastructure expansion (airports, metro extensions, roads, venue capacity)

Public-private partnerships that co-invest in attractions and co-market demand

A service economy designed to deliver the brand promise consistently

This alignment reduces the gap many destinations face: great marketing undermined by weak product delivery or friction-heavy visitor experience.

Why Dubai’s strategy worked (the real differentiators)

Dubai built a system, not a campaign

Most places run marketing in bursts. Dubai built a repeatable machine:
Build → Launch → Amplify → Measure → Refresh → Repeat

Dubai marketed what it could truly deliver

The city’s advertising matches reality: iconic visuals, strong hospitality, reliable logistics, and newness. When marketing and experience match, word-of-mouth becomes an extension of paid media.

Dubai scaled trust

Safety, cleanliness, predictability, and high service standards create trust—especially important for families, premium travelers, and first-time visitors.

The “Dubai Playbook” — what others can copy

For tourism boards and governments

Define a three-word positioning

Example: “Safe. Modern. Surprising.”
If it can’t fit on a billboard, it’s not clear enough.

Create one signature annual event

Not a generic conference—an event the world associates with your destination.

Remove friction

Visas, airport arrival, transport, signage, safety standards, cashless adoption—these are “silent marketing.”

Co-market with airlines and anchor brands

Align budgets, calendars, and KPIs with your airline(s), hotel groups, payment networks, and major venues.

Build a content studio

Make destination storytelling a weekly habit, not an annual project.

For destinations and city developers

Invest in one “hero reason to visit”

One distinctive landmark or experience drives more demand than ten average attractions.

Design for the Instagram-to-booking path

Photogenic is not enough—make experiences easy to plan, buy, and share.

Plan legacy from day one

Every major build should have a “post-event” or “post-launch” life that sustains visitation.

For hotels, tour operators, and travel businesses

Sell bookable stories

Bundle experiences into itineraries people can buy in one click.

Run creator partnerships like performance marketing

Measure saves, clicks, bookings—not just views.

Match the destination brand

Your service design, visuals, and guest flow should reinforce what the destination promises.

Common mistakes Dubai avoided

Marketing before product: Dubai built the stage first, then sold the show.

One-size-fits-all messaging: Dubai keeps a consistent brand, but adapts stories by market.

Short-term thinking: Dubai plays multi-year cycles—events and districts are designed for long-term value.

Dubai became a popular destination because it treated tourism as an integrated growth strategy—not a marketing department. The city combined brand clarity, world-class product, constant storytelling, frictionless access, and government-private coordination into a system that keeps generating demand.

The 2024 snapshot

Tourism “inflows” in Central Asia are often reported in different ways—foreign visitors, tourists, overnight visitors, and arrivals for tourism purposes. That definitional gap matters in a region where many trips are short, cross-border movements by road. Still, the direction is clear.

Kazakhstan reported 15.3 million foreign visitors in 2024, including 10.4 million who stayed more than one day (a proxy for overnight tourism). In 2023, Kazakhstan also reported 9.2 million foreign tourist arrivals, up from 4.7 million in 2022—a near doubling in one year.

Uzbekistan reported 8.2 million tourists in 2024, up from 6.6 million in 2023. More importantly for the business story, the country also reported a sharp rise in tourism service export revenues, signaling stronger monetisation of arrivals.

Kyrgyzstan recorded 8.56 million foreign visitors in 2023 (up from 6.91 million in 2022) and indicated continued growth into 2024. Its inbound structure is heavily regional: Uzbekistan and Kazakhstan dominate, with Russia a distant third.

Tajikistan reported around 1.4 million tourists in 2024, up from roughly 1.2–1.3 million in 2023, showing steady gains from a smaller base.

Turkmenistan remains difficult to benchmark: internationally comparable arrival figures are limited, and inbound tourism has historically been very low. A key development, however, is a recent legal shift toward electronic visas and reduced entry friction, which could materially change the trajectory if implemented broadly.

Kazakhstan: big numbers, bigger conversion challenge

Kazakhstan’s tourism surge looks like a breakout because it is doing two things at once: absorbing large-scale cross-border movement and pushing for longer stays through improved connectivity and a broadened destination offer.

The next challenge isn’t just arrivals—it’s conversion: turning high visitor volumes into nights, spend, and repeat travel, especially beyond the Almaty–Astana axis and outside peak season. If Kazakhstan closes that gap, it moves from “regional gateway” to “regional leader” on value.

Uzbekistan: growth plus revenue, a rare combination

Uzbekistan’s story is the most straightforward—and arguably the most investable—because it pairs strong inflow growth with rising receipts.

The country’s momentum is driven by a product that sells itself: Silk Road heritage tourism built around Samarkand, Bukhara, and Khiva, now supported by more consistent visitor services and infrastructure. The revenue jump suggests a shift from “more tourists” to “more tourism economy”—a critical distinction.

Kyrgyzstan: the neighbour-powered tourism machine

Kyrgyzstan’s inflows are a reminder that Central Asia’s tourism is still, at its core, regional. High volumes come from nearby markets—short holidays, family visits, lake-season travel, and road-based mobility.

That mix makes Kyrgyzstan resilient to long-haul volatility, but it also creates a different set of bottlenecks: border processing capacity, road access, seasonality, and the ability to upgrade services so that regional inflows translate into higher per-visitor spend.

Tajikistan: smaller base, strong niche

Tajikistan is building from a modest base, but the trend line is upward. Its competitive advantage is not mass tourism—it’s high-impact niche tourism: mountains, adventure itineraries, and longer trips that can generate higher average spend, provided infrastructure and connectivity keep improving.

If Tajikistan can strengthen air links and visitor logistics while preserving its “authentic” appeal, it can become Central Asia’s premium adventure circuit rather than a volume destination.

Turkmenistan: the wildcard

Turkmenistan remains the region’s biggest question mark. Its tourism is defined by policy, not product: remarkable heritage sites and desert experiences exist, but access has historically been restrictive and data limited.

The significance of recent moves toward easier entry is this: if implementation matches intent, Turkmenistan could quickly become the region’s “new” destination for curated circuits. If not, it stays outside the regional inflow race.

The bottom line

Central Asia’s tourism story is accelerating—but not uniformly. Kazakhstan leads on scale, Uzbekistan leads on growth and monetisation, Kyrgyzstan leads on regional repeat flows, Tajikistan leads on niche differentiation, and Turkmenistan’s policy choices will decide whether it joins the race.

If you want, I can add a final “What this means for 2026” section—covering where investment is most likely to land (hotels, airlines, DMCs, destination branding, and infrastructure), written in the same journalist-style tone.

1) 2024: A Record Year for Inbound Tourism

The UK achieved a major breakthrough in 2024:

42.5 million inbound visits (the highest on record)

£32.5 billion in inbound spending

This matters for two reasons:

The UK fully regained inbound volume and crossed pre-pandemic levels.

Spending is strong in nominal terms, but the debate is now about real value—how much of that revenue growth is driven by volume and product strength versus inflation.

A key driver has been the strength of North America, especially the United States, while Europe also contributed meaningful growth in spend even when volumes were still catching up.

2) Tourism’s Real Weight in the UK Economy

Tourism is often underestimated because it is spread across many industries—hospitality, transport, culture, retail, food and beverage, events, and more.

In 2023, tourism delivered:

Around £58 billion in direct economic contribution

Approximately 1.2 million direct jobs

When indirect and induced effects are added (supply chains + employee spending), tourism becomes a far larger “visitor economy” supporting millions of livelihoods. In practice, tourism is not a niche sector—it is a national economic system tied to trade (inbound spend as “export earnings”), employment, and local regeneration.

3) The Structural Backbone: Domestic Tourism

A crucial reality of the UK market is that domestic tourism is the volume engine.

In 2024:

UK residents made 100+ million overnight domestic trips

There were roughly 1 billion tourism day visits

Domestic spending (overnight + day visits combined) significantly exceeded inbound visitor spend

This creates a strategic balance:

Inbound tourism brings foreign currency, brand prestige, and high-spend segments.

Domestic tourism delivers stability, scale, and regional distribution.

However, a softening in day-visit volumes points to a key risk area going forward: the cost-of-living environment and household travel budgets.

4) Regional Reality: London Leads, But the Growth Question Is National

The UK tourism economy remains highly concentrated:

London dominates inbound tourism, capturing around half of overseas stays.

That concentration is a strength (global brand, premium pricing, world-class attractions), but it also creates vulnerabilities: congestion, price pressure, and an uneven distribution of benefits.

Domestic tourism is more geographically spread—regions such as the South West, North West, and South East absorb large shares of UK resident trips and spending. The central challenge for 2025–2030 is clear:

How does the UK convert London’s global pull into broader national visitor prosperity?

5) Sector Analysis: Culture, Nature, and Luxury as Growth Pillars

A) Cultural & Heritage Tourism: Strong Rebound, Still Room to Grow

Visitor attractions improved significantly in 2023, but many categories remained below 2019 levels. The key variable is the pace of international visitor return, especially for flagship museums and heritage icons that depend on inbound demand.

For the UK, cultural tourism remains a top strategic asset because it delivers:

High destination differentiation

Year-round demand potential

Strong links to soft power and global perception

B) Eco / Nature-Based Tourism: A Pandemic-Era Shift That Became Structural

Outdoor and nature travel—walking routes, national parks, countryside breaks—accelerated during the pandemic and has held relevance. This segment is increasingly tied to:

Sustainable destination positioning

Rural economies and regional renewal

Off-season travel development (reducing seasonality risks)

The opportunity is to package nature and sustainability as a premium national product, not only a domestic “staycation” trend.

C) Luxury Tourism: High Value, High Competition

Luxury travel is where the UK can earn more with fewer visitors—premium hotels, dining, curated experiences, culture-led luxury, and high-end shopping.

But luxury is also the UK’s most competitive battleground, with Paris, Milan, Dubai, and others fighting for the same visitor wallets. Policy and friction points—ease of entry, shopping incentives, high-cost operations—can shape outcomes quickly.

6) Policy Direction: From Recovery to a 2030 Growth Agenda

The UK’s tourism agenda is shifting toward long-term competitiveness:

Ambitions to push inbound growth strongly by 2030

Stronger destination management structures and regional partnerships

Regulation and transparency around short-term holiday lets

A sustainability emphasis paired with data-driven tourism planning

The message is that the next stage of tourism growth will not be driven by marketing alone. It will be driven by a policy + infrastructure + data triangle.

2025 Outlook: What to Watch

Positive momentum

Continued inbound growth, with strong performance from high-value markets

Further rebuilding of attractions and city tourism

Expansion of premium and experience-led products

Risks

Household budgets and domestic demand sensitivity

Operating cost pressures (energy, labor, supply chains)

Entry frictions and competitiveness against other European city-break destinations

 The UK Is Moving From “Record Numbers” to “Smart Growth”

The UK proved in 2024 that it can return to the top tier of global tourism performance. The real question for 2025 onward is more strategic:

Can the UK grow tourism in a way that increases real value, improves regional distribution, and strengthens sustainability—without losing competitiveness?

If it succeeds, the UK tourism economy will not just recover—it will evolve into a more balanced, higher-yield, and future-ready visitor economy.

Airports set the pace for the year-end rush

Dubai International Airport (DXB) is a reliable indicator of how big the season has become. During a recent year-end peak, DXB projected 4.4 million passengers between December 15 and 31, with daily traffic averaging around 258,000 and a late-December peak day expected near 279,000 passengers.

Dubai: New Year’s Eve fuels premium rates and peak occupancy

In Dubai, New Year’s Eve remains the centerpiece of winter tourism demand—particularly for hotels and high-end dining experiences.

Market data for December 2023 shows Dubai hotels achieved a record average daily rate (ADR) of AED 1,060.61, while revenue per available room (RevPAR) reached AED 839.98. The market’s highest occupancy was on New Year’s Eve at 91.4%, underlining how strongly demand concentrates around December 31.

Abu Dhabi: mega-shows and winter festivals strengthen the tourism pipeline

Abu Dhabi has expanded its New Year appeal through major public events and a broader winter calendar that supports longer stays and repeat visitation. In 2024, the emirate’s hotels welcomed 4.8 million guests year-to-date as of October, alongside growth in international visitors and performance across cultural attractions and landmarks.

For New Year programming, headline events—especially large-scale fireworks and drone shows—play a dual role: they increase immediate visitor demand and also serve as global marketing moments for the destination.

Ras Al Khaimah: record-breaking celebrations as a destination strategy

Ras Al Khaimah has used New Year’s Eve to sharpen its global positioning by delivering record-scale shows that pull demand into its resort inventory. In one high-profile edition, the emirate staged an eight-minute fireworks and drone display along a 4.5 km waterfront, earning new Guinness World Records titles and reinforcing New Year’s Eve as a signature tourism product.

National momentum: New Year peak rides on record annual tourism performance

The year-end spike is amplified by strong annual growth. Dubai reported 18.72 million international overnight visitors in 2024, strengthening winter occupancy and supporting premium holiday pricing.

At the national level, the UAE recorded around AED 45 billion in hotel revenues in 2024, with hotel occupancy averaging about 78% and 1,251 hotels operating across the country. Global tourism industry estimates also place the sector’s economic contribution in the hundreds of billions of dirhams, supporting close to 900,000 jobs.

Why New Year’s matters for the UAE’s tourism economy

Across the Emirates, the New Year period functions as a high-yield “compression point” where:

Air arrivals surge, feeding hotel and retail demand.

Hotels monetize scarcity through premium rates and packaged experiences.

City-scale public celebrations act as both demand generators and global branding showcases.

With aviation capacity expanding, winter programming becoming more ambitious, and destination marketing intensifying, the UAE’s New Year tourism economy is increasingly positioned not only as celebration, but as a strategic driver of hospitality revenues and international visibility heading into 2026.

Domestic demand remains the main engine

Domestic travel continues to carry the U.S. tourism story. The market’s scale—driven by leisure trips, short breaks, and drive-to travel—has supported strong performance across lodging, restaurants, attractions, and local retail, even as pricing and capacity constraints have kept the travel experience under pressure in peak seasons.

At the macro level, U.S. tourism-related activity has remained a major contributor to output and jobs, with the wider travel economy benefitting from the normalization of travel behavior after the pandemic era.

Mobility is the performance indicator

Tourism performance in the U.S. is inseparable from mobility capacity—and the signal from mobility is clear: the system is operating at very high utilization.

Air travel is at record throughput. Passenger screening volumes and monthly airline passenger counts have reached historic highs in recent peak periods, reflecting strong demand and a return to mass-scale travel.

Capacity management is tight. High load factors and congestion in major hubs indicate airlines and airports are running near the top of practical capacity during busy weeks.

Road travel remains dominant. For domestic trips, driving continues to be the preferred mode, reinforced by flexible itineraries, lower perceived hassle versus airports, and the geographic spread of U.S. tourism.

This matters because the U.S. “tourism product” depends on network performance: when airports, highways, and local mobility options are stressed, it affects not just arrivals, but also visitor dispersion, length of stay, and spend per trip.

Inbound tourism: recovery continues, but the spending story is less certain

International visitation has been on a recovery path, and official forward-looking forecasts continue to point to rising visitor volumes through 2026–2027. However, inbound spending is increasingly sensitive to friction in the traveler journey—especially cost, administrative hurdles, and perceived convenience.

Several pressures stand out:

New and rising fees add to the overall price of a U.S. trip (especially impactful for families and long-haul visitors).

Policy and compliance changes increase planning complexity, particularly for travelers who must navigate visa steps, documentation, or additional entry procedures.

Affordability and currency dynamics can quickly change demand elasticity: if the total trip cost rises faster than competing destinations, even stable visitor volumes may not translate into higher spending.

The key risk is a “volume-spend gap,” where visitor counts can improve but per-visitor or per-trip spend softens due to shorter stays, tighter budgets, or substitution toward lower-cost itineraries.

Policy friction is now a tourism variable

Policy shifts are no longer background noise—they directly shape demand, mobility, and traveler decisions:

Domestic air travel ID requirements now carry stricter enforcement, influencing airport readiness, passenger flow, and traveler preparedness.

Higher pricing for nonresident access in certain public attractions effectively raises the cost of visiting marquee natural assets.

Additional visitor fees and compliance mechanisms can affect trip decisions at the margin, especially for long-haul markets and price-sensitive segments.

Each step may be manageable on its own—but combined, they change the perceived ease and affordability of visiting the U.S.

What this means for 2026

1) The U.S. travel system is strong, but operating under strain. Record mobility is positive for tourism volume, but it also raises the stakes for reliability: security lines, flight delays, staffing, and air-traffic resilience become tourism KPIs.

2) The U.S. needs inbound growth that also protects spend. The strategic goal isn’t just more visitors; it’s higher-value visitation—longer stays, broader geographic spread, and stronger per-trip spending.

3) Destination competitiveness will increasingly be “friction vs. experience.” If the traveler journey feels costly or complicated, the U.S. must offset that with clearer value—better connectivity, smoother entry experiences, and compelling destination propositions beyond the main gateway cities.

The U.S. enters 2026 with domestic momentum and record mobility volumes, but inbound tourism performance will hinge on whether the country can keep travel friction—fees, processing burdens, and complexity—from eroding spending, satisfaction, and long-haul competitiveness.

The index tracks residential price changes across more than 80 countries, reporting both nominal and inflation-adjusted (real) performance over one year, as well as longer time horizons.

Fast climbers: double-digit annual gains in several markets

The latest table shows some of the strongest year-on-year price increases in smaller or higher-inflation economies. Among the top performers are Moldova (+34.16%), Pakistan (+29.22%), North Macedonia (+25.10%), and Mauritius (+23.82%) in nominal terms.

Several European markets also register notable increases, including Portugal (+21.63%) and Hungary (+15.34%), while Japan (+13.48%) and the United Arab Emirates (+13.27%) also post solid annual gains.

The inflation reality check: “up” in nominal, “down” in real

In multiple advanced economies, modest nominal growth turns into real declines once inflation is accounted for. The United Kingdom shows +2.78% nominal growth but -1.37% in real terms over one year, while the United States records +1.68% nominal but -1.00% real.

Other markets show similar softness. France is near flat (+0.40% nominal / -0.42% real), while Hong Kong remains negative (-1.20% nominal / -2.29% real).

Short-term momentum: quarter moves hint at volatility

The latest quarter figures include several outsized gains that may reflect volatility, timing, or data methodology in individual markets. Vietnam stands out with a +22.81% quarter-on-quarter jump (nominal). Portugal (+5.96%), Japan (+5.48%), and Hungary (+7.04%) also show strong quarterly increases.

Global Property Guide notes that currency fluctuations and high inflation environments can distort comparisons—particularly for international investors evaluating returns in another currency.

Global context: real prices have been soft overall

Broader international data points to a cooling trend in inflation-adjusted terms. The Bank for International Settlements reported global residential property prices fell by 0.8% year-on-year in real terms in Q2 2025, with advanced economies slightly positive on average and emerging markets weaker in real performance.

Meanwhile, separate U.S. reporting in late 2025 highlighted that price growth has slowed significantly compared with the post-pandemic peak.

Takeaway

The latest global snapshot underscores a widening divide: some markets are still delivering rapid headline price gains, while many others are effectively treading water once inflation is included. For buyers, policymakers, and investors, the real (inflation-adjusted) figures are increasingly the key metric for judging whether housing wealth is truly rising—or simply keeping pace with the cost of living.

Following a highly productive high-level meeting between Nepal Tourism Board CEO, Mr. Deepak Raj Joshi, and representatives of the Global Tourism Forum (GTF), both organizations have affirmed a mutual commitment to elevating Nepal’s profile through international platforms.

Signals New Era of Strategic Collaboration

Mr. Bulut Bağcı, President of the World Tourism Forum Institute, issued a formal statement celebrating the NTB’s milestone.
"Twenty-seven years of showcasing the majestic beauty and resilience of Nepal is a tremendous achievement," said Mr. Bağcı. "Under the leadership of CEO Mr. Deepak Raj Joshi, the NTB continues to be a beacon of hospitality. The World Tourism Forum Institute is committed to standing with Nepal. We look forward to leveraging our global network to ensure Nepal’s unique narrative reaches the high-level international audience it deserves."

Strengthening Global Ties

The announcement comes on the heels of strategic discussions regarding the Global Tourism Forum’s role in Nepal’s future tourism roadmap. With the Nepal Tourism Board allocating dedicated resources for international promotion, the collaboration with GTF is poised to drive high-value tourism and investment into the region.

"We are entering a phase of enthusiastic cooperation," the Institute stated. "By combining Nepal’s unparalleled natural assets with the Global Tourism Forum’s expertise in destination marketing and investment, we aim to open new horizons for Nepal’s tourism industry in the coming year."
 

An Accra ceremony focused on diplomacy and national value

According to reports, Afeku was formally unveiled by Richard Owusu, WTFI’s representative in Ghana, with Ghana’s Minister for Tourism, Abla Dzifa Gomashie, also in attendance. The event emphasized the idea that such international representation can strengthen national tourism priorities and broaden strategic partnerships.

The ceremony also carried a strong “national gain” message—framing the appointment as a step that can support Ghana’s and Africa’s broader tourism ambitions beyond partisan lines, with an emphasis on institutional cooperation to enable the role.

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What WTFI says it aims to achieve

WTFI positions itself as a global platform working at the intersection of tourism, investment, and policy engagement—bringing together public and private sector stakeholders through forums, dialogues, and investment-oriented initiatives.

Afeku’s ambassadorial role is presented not only as symbolic representation, but as a mission-driven appointment aligned with priorities such as investment promotion, innovation, destination development, and tourism infrastructure growth across the continent.

A stronger voice for Africa’s tourism agenda

Coverage around the announcement highlights Afeku’s leadership background and experience in tourism governance, linking her selection to the goal of giving Africa a clearer, more influential voice in global tourism discussions—while improving investor confidence and expanding international collaboration.

 This appointment is being framed as both a reputational milestone for Ghana and a strategic move for Africa—aimed at amplifying the continent’s tourism potential and accelerating investment-focused partnerships.

Top 10 most visited cities in 2025 (as shared)

Bangkok — 30.3 million

Hong Kong — 23.2 million

London — 22.7 million

Macao — 20.4 million

Istanbul — 19.7 million

Dubai — 19.5 million

Mecca — 18.7 million

Antalya — 18.6 million

Paris — 18.3 million

Kuala Lumpur — 17.3 million

What stands out

Asia’s dominance at the top. Four of the top five cities—Bangkok, Hong Kong, Macao, and Istanbul’s regional connector role—underline how strongly Asian hubs are driving global travel volumes in 2025, supported by aviation capacity, city-break demand, and shopping/entertainment ecosystems.

Türkiye’s twin-city success. Istanbul ranking 5th and Antalya 8th signals a rare combination: a global metropolis and a leisure-focused coastal destination both attracting massive visitor flows. Istanbul benefits from year-round culture, business travel, and air connectivity; Antalya is powered by resort tourism, strong summer demand, and value-driven packages.

Middle East resilience. Dubai at 6th and Mecca at 7th show continued strength in both premium transit-and-luxury travel and faith-driven travel, sectors that tend to rebound quickly and maintain consistent demand patterns.

A note on the figures

The post does not detail the exact methodology (e.g., international arrivals vs. total visitors, overnight stays vs. trips). Still, as a directional snapshot, it reinforces a broader 2025 theme: connectivity + diversified city experiences + strong destination branding are separating the leaders from the pack.

By Derya Soysal

Kazakhstan offers unique landscapes and hospitality for European audiences and for the whole world.

Kazakhstan is about five times the size of France and lies south of Russia. That’s what makes it so different and why the country has so much to see.

Paradise of Nature

In terms of nature, Kazakhstan has some unbeatable locations, whether it is the Kolsai Lakes, the Kaindy Lake, or the Rakhmanov Springs. Almaty is one of Kazakhstan’s most captivating destinations, and for good reason. Just a few hours’ drive from the country’s greenest city, you will discover a variety of natural wonders, from the rocky towers of Charyn Canyon to the enchanting lakes of Kolsai and Kaindy.

One of the most remarkable things to see in the country is the Tengri Tagh mountains. From all over the city of Almaty, you can admire this majestic mountain range, which is why it is called the Mountains of God.

This year, I had the chance to visit some of the most beautiful lakes in Kazakhstan, and they were among the most stunning I’ve ever seen in my life, such as Lake Kaindy and Lake Kolsai in the Almaty region.

The park is part of the Kolsai Kolderi Biosphere Reserve, recognized by UNESCO in 2021. Nicknamed the “Pearl of the Northern Tien Shan,” the Kolsai Lakes are a breathtaking series of three mountain lakes, all connected by the Kolsai River. They offer spectacular natural beauty with crystal-clear waters surrounded by beautiful trees and magnificent nature.

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Wonderful Historical Heritage

Beyond its natural beauty, the country is full of historical sites. In fact, its historic city, Turkestan, is considered one of the most beautiful cities in Central Asia.

Turkestan is one of the oldest cities in Kazakhstan, located in the southern part of the country, and close to Uzbekistan. It was founded more than 2500 years ago and has always had special cultural and historical significance for Central Asia. The first mention of the name of the city of Turkestan dates back to the end of the 15th century according to Abdrassilova et al. (2021). In the XVI–XVIII centuries, the city was the capital of the Kazakh Khanate. Since the second half of the twentieth century, the city has been one of the cultural and tourist centers of Kazakhstan.

“One of the most famous architectural monuments of Central Asia is of great interest – the Mausoleum of Khoja Akhmed Yassavi in the city of Turkestan. The architecture of the mausoleum reflects the local traditions of formation and has become a source of inspiration for architects of different periods,” wrote Abdrassilova et al. (2021).

Nestled in the sun-drenched steppes of southwestern Kazakhstan, Turkistan is calling. With its breathtaking architecture, sacred heritage, and vibrant cultural life, this city offers an unforgettable journey into the heart of Central Asia.

In recent months, the Kazakh city of Turkistan has been gaining attention across social media. A historic gem and UNESCO World Heritage site, Turkistan is a spiritual center for the Turkic-Muslim world and a rising star in Central Asian tourism. Indeed, thousands of people visit the city of Turkestan in Kazakhstan every year, making a pilgrimage to the mausoleum of Khoja Akhmed Yassavi, which is highly revered by Muslims in Central Asia. As a monument of architecture of the XIV century, since 2003 the mausoleum has been included in the list of UNESCO World Heritage Sites according to Abdrassilova et al. (2021).

Some tourists come to the city as pilgrims to honor the 12th-century Sufi mystic Khoja Ahmed Yasawi, while others are drawn by the city’s stunning architecture and archaeological treasures.

At the heart of Turkistan stands the awe-inspiring mausoleum of Khoja Ahmed Yasawi, commissioned by Timur the Great, founder of the Timurid Empire. With its intricate blue-tiled façade and grand domes, the mausoleum is both a sacred site and a major tourist attraction, proudly listed as a UNESCO cultural heritage site. The mausoleum reflects the art and constructive traditions of Timurid architecture and represents a longitudinal axial portal-dome structure.

Ahmed Yasawi’s influence spread widely across Central Asia and beyond. His tomb in Turkistan became a major pilgrimage site, and his spiritual legacy was honored by Timur, who built a grand mausoleum over his grave. His teachings, conveyed in simple Turkic verse, played a key role in spreading Islam among the nomadic Turkic peoples. He left behind many disciples and spiritual successors, and his impact is still felt in the Turkic-Islamic world today.

The Kazakh government has invested heavily in the city’s infrastructure, offering high-quality hotels and modern amenities. Visitors can enjoy open-air shopping, try on traditional costumes, ride horses, and capture breathtaking photos of the landscape. Turkistan concentrates centuries of history, culture, and spirituality into one vibrant destination.

In Turkestan, along with the mausoleum of Khoja Ahmed Yasawi, there are the best monuments of archaeology, history, architecture and fine arts, such as the Great Kiluet (underground mosque, XII century), octagonal mausoleum (XIV–XVI), mausoleum of Ulugbek's daughter, wife of Abulkhair Khan Rabigi Begim (XV), eastern bath (XVI–XVII), mausoleum of Esimkhan, Zhuma Mosque. The total area of the territory occupied by the reserve-museum is 90 hectares noted Issakov et al. (2023).

From the Mausoleum of Rabia Sultan Begum to the Underground Mosque and the Kervansaray cultural complex, the city offers a rich and immersive experience for all who visit.

In conclusion, Kazakhstan is more than just a destination—it is an experience that combines breathtaking landscapes, centuries of history, and a vibrant cultural spirit. From the turquoise lakes of Almaty to the sacred mausoleum of Khoja Ahmed Yasawi in Turkistan, every corner of this vast country tells a story of resilience, beauty, and tradition. Whether you seek adventure in the mountains, tranquility by the lakes, or inspiration in ancient architecture, Kazakhstan offers it all. As the country continues to invest in tourism and preserve its heritage, now is the perfect time to explore this hidden gem of Central Asia and create memories that will last a lifetime.

Turkmenistan has declared 2025 as the "International Year of Peace and Trust" and has hosted a High-Level Forum in Ashgabat on December 12. Since 1995, the country has been promoting a peace initiative worldwide. Indeed, since Turkmenistan declared its neutrality, it has had positive repercussions at national, regional, and international levels. It is useful to understand the historical context of Turkmenistan's permanent neutrality and its achievements in peace over thirty years of permanent neutrality.

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High Level Forum in Ashgabat

Organized within the framework of the 30th anniversary of Turkmenistan’s permanent neutrality and the International Year of Peace and Trust proclaimed by the United Nations, the International Forum on Peace and Trust brought together an impressive array of global leaders, including heads of state and government from whole around the world. Among the distinguished participants were Russian President Vladimir Putin, Turkish President Recep Tayyip Erdogan, Iranian President Masoud Pezeshkian, and the leaders of Central Asian countries, Kazakhstan, Uzbekistan, Kyrgyzstan, and Tajikistan. Also in attendance were Azerbaijani Prime Minister Ali Asadov, Georgian Prime Minister Irakli Kobakhidze, Pakistani Prime Minister Shehbaz Sharif, and Armenian President Vahagn Khachaturyan.

President Serdar Berdimuhamedov, in his address, underlined that peace, trust, and cooperation must become the cornerstones of the new world order. Emphasizing that Turkmenistan’s permanent neutrality is constitutionally guaranteed, Berdimuhamedov reaffirmed that non-use of force, peaceful conflict resolution, and respect for human rights form the core principles of the country’s foreign policy.

In his speech, he said:

“The value of peace, cooperation, and culture, alongside the emergence of new foundations and visionary approaches to the international order, increasingly shape contemporary global dynamics. The level of cooperation achieved with our partners and our determination to meet shared objectives have acquired new significance within the context of the International Year of Peace and Trust.”

Historical Context

Thirty years ago, on December 12, 1995, Turkmenistan declared its permanent neutrality, four years after its independence. Article 1 of the Constitution of Turkmenistan states that "Turkmenistan, by law, has the status of permanent neutrality."

Turkmenistan declared its permanent neutrality in the context of independence from the Union of Soviet Socialist Republics (USSR) and at a time when significant tensions existed in its neighboring country, Afghanistan. During Turkmenistan's independence in 1991, Afghanistan was during a severe civil war. After the withdrawal of Soviet troops in 1989, President Mohammad Najibullah, who came to power, was trying to protect his government from the attacks of the Mujahideen. The situation in Afghanistan was characterized by continuous conflicts between government forces and resistance groups, as well as political instability. Turkmenistan's government policy was shaped in response to such instability in its neighboring country, which will be discussed in more detail below.

Since Turkmenistan declared its permanent neutrality, the United Nations has recognized how the country contributes to world peace.

Concept of Neutrality in Turkmenistan

The concept of neutrality has developed in Turkmenistan and has helped build the country's identity. Neutrality has been integrated into Turkmenistan's political culture and its process of de-Russification. Since its independence, the concept of neutrality has promoted Turkmenistan's interests at national, regional, and global levels.

After independence, Turkmenistan's leaders opted for a political culture of neutrality to achieve their dual objectives of de-Russification and formulating their foreign policy in a way that would integrate them into the international community and counter the threats and pressures of the neo-Great Game in the Eurasian region. Initially, the concept of neutrality is more related to wars where sovereign states adopt neutrality to avoid any form of involvement in an armed conflict between states (Saima Ashraf Kayani & Raja Qaiser Ahmed., 2018).

Turkmenistan chose neutrality after the end of the Cold War, and it is the only state to have opted for neutrality in peacetime. According to Article 1, Turkmenistan's permanent neutrality is the basis of its foreign and domestic policy aimed at strengthening stability and consent in society, developing friendly and mutually beneficial relations with states in the region and around the world.

The principle of permanent neutrality contributed to Turkmenistan's rapid integration into the outside world. In this context, it provided comprehensive opportunities for establishing and developing economic and political ties with international actors. This process not only allowed Turkmenistan to build diplomatic and trade-economic ties but also enabled it to successfully complete the priority of forming its internal political system (Hamzaoğlu, 2020: 654).

Achievements of Turkmenistan for Regional and World Peace

Mr. Guterres, Secretary-General of the United Nations, told journalists that "Turkmenistan is playing a very important role in international relations," particularly in cooperation with the UN (ungeneva.org). "In these troubled times, I commend Turkmenistan’s policy of neutrality," he said. He was encouraged that relations between Central Asian countries have improved in the face of these challenges, and regional cooperation has deepened, again highlighting the important role played by Turkmenistan.

Mr. Guterres also noted that Turkmenistan has made "significant progress" towards achieving several Sustainable Development Goals (SDGs), adding that the UN country team is engaged with the government in identifying gaps and risks.

Turkmenistan's neutrality has allowed the country to develop diplomatic relations with many diverse countries. It has established bilateral relations with the United States, Russia, Iran, Afghanistan, Uzbekistan, China, India, Pakistan, and many others, staying away from the clutches of the new Great Game in the region.

Additionally, as noted by Ünlü (2016) in his research, thanks to its permanent neutrality, Turkmenistan has played a crucial role in developing the legal status of the Caspian Sea. Until 1991, the status of the Caspian Sea and the region's energy resources were governed by treaties between Soviet Russia and Iran. After the collapse of the Soviet Union, the littoral states gained independence, and this increase in the number of littoral states led to several issues. The emergence of new littoral states of the Caspian Sea, the inability to determine continental shelves, and the sharing and use of energy resources led to disputes among the states in the region. Not only has Turkmenistan been the main country supporting the development of the legal status of the Caspian Sea, but it has also developed plans and projects for transporting Caspian gas to Europe. In these approaches, plans for transporting the region's energy resources to the global market through different blocs were proposed. The first of these plans is a gas distribution plan coordinated by Turkmenistan, Iran, and Turkey, and the second is the transport of Caspian gas via Turkmenistan, Kazakhstan, and Russia (Ünlü, 2016).

Finally, Turkmenistan has supported the development of peace and conflict resolution in the Central Asian region. In this context, Turkmenistan hosted negotiations between parties during the internal conflicts in Tajikistan and Afghanistan in the 1990s. In 2007, the UN's special mission, the UN Regional Centre for Preventive Diplomacy for Central Asia, began operations in the capital, Ashgabat (Terzioğlu, 2012). Certainly, Turkmenistan has played a key role in promoting peace in Afghanistan. Turkmenistan used its position of neutrality to organize forums and conferences on peace and stability in Afghanistan. For example, in 2015, it co-organized a regional conference in Ashgabat with NATO on peace and stability in Central Asia and Afghanistan. Turkmenistan provided humanitarian aid to Afghanistan, including building infrastructure such as schools and hospitals, and supplying electricity and drinking water, as noted on NATO's official website (NATO.int).

Conclusion

In summary, as Terzioğlu (2012) states, in the statements of Turkmen authorities and various documents, Turkmenistan's neutrality is described as "positive neutrality." Turkmenistan has maintained a policy of neutrality, recognized by the UN, which allows it to mediate in regional conflicts. For example, it has organized forums on regional peace and stability in collaboration with international organizations like NATO. Moreover, the fact that the country declared 2025 as the Year of Peace shows its commitment to promoting global peace and resolving various conflicts.

The decision was announced during UNESCO’s 20th Intergovernmental Committee session, held this week in New Delhi. Italy began the nomination process in 2023, presenting its national cuisine not merely as a collection of dishes, but as a living cultural practice rooted in family life, community rituals and regional identity.

Italian authorities emphasised that the country’s food culture reflects a deep social fabric, passed down through generations and expressed in everyday life as well as celebrations. From Lombardy’s slow-cooked ossobuco to Puglia’s orecchiette with turnip greens, the nomination highlighted Italy’s regional diversity and historical influences as central to its culinary heritage.

Prime Minister Giorgia Meloni welcomed the decision, calling it a source of national pride and an important step in safeguarding Italy’s food traditions. She noted that the recognition would also strengthen efforts to protect Italian products from imitation and unfair competition abroad.

Tourism and industry groups estimate that the UNESCO designation could significantly enhance Italy’s global appeal, potentially increasing visitor numbers by up to 8% over the next two years and generating millions of additional overnight stays.

Italy now joins a distinguished list of food-related cultural traditions recognised by UNESCO, including French gastronomic meals, Mexico’s traditional ceremonial cuisine, South Korea’s kimchi-making practices and Japan’s Washoku culinary culture.

The latest additions to UNESCO’s Intangible Cultural Heritage list also include cultural traditions from around the world, underlining the organisation’s mission to preserve living practices that shape identity, social cohesion and cultural continuity.

The trend comes despite an overall dip in Western European travel to the United States. According to the U.S. National Travel and Tourism Office, arrivals from Western Europe fell by around 3.5 per cent year-on-year between January and October. Political tensions, rising costs, and uncertainty during President Donald Trump’s first year back in office prompted many Europeans to postpone or cancel U.S. trips earlier in the year.

Yet the downturn has not been evenly distributed.

Smaller Cities Gain as Major Hubs Lose Ground

While Washington D.C. saw an 11 per cent decline in Western European visitors, California dropped 9 per cent and New York slipped 4 per cent, other destinations recorded strong gains. Tennessee, home to Nashville and Elvis Presley’s Graceland, welcomed 24 per cent more European travellers during the same period.

Cost is a major factor. Average hotel rates in New York City reached around $316 per night by October, compared with $176 in Nashville and $145 in Boise, according to data from CoStar. With cost-of-living pressures continuing across Europe, travellers are increasingly price-conscious.

“Some of the larger cities have taken more of a hit than more rural and lesser-known destinations,” said Lisa Simon, CEO of the International Inbound Travel Association. “We consistently hear concerns about the high cost of travelling in the U.S.”

For many repeat visitors, the appeal is also experiential. “New York is my prime destination,” said Zurich-based traveller Renee Oostdam, who recently visited Nashville and Boston before taking a road trip through Texas. “But after visiting it so many times, I wanted to explore iconic American places.”

Airlines Follow the Demand

Airlines are responding quickly to these changing patterns. British Airways has reduced capacity on some traditional routes, including flights between London and New York JFK, while also cutting back services to Miami. At the same time, it is launching a new route from London to St. Louis in April.

Lufthansa plans to increase seasonal service to St. Louis from three to five weekly flights, while Aer Lingus, Icelandair, and British Airways have all expanded connectivity to Nashville. Flights from Europe to the Tennessee capital nearly doubled year-on-year in 2025, according to Cirium.

“Demand for flights to Nashville has been encouraging,” said Aer Lingus Chief Strategy and Planning Officer Reid Moody, noting that the route aligns with the airline’s broader strategy of connecting Europe with diverse U.S. cities beyond traditional gateways.

What’s Next for Transatlantic Travel?

Despite current softness, European travellers still represent 37 per cent of all international visitors to the U.S., contributing an estimated $39 billion annually. Industry leaders remain optimistic that demand will rebound in 2026, supported by major events such as the FIFA World Cup, which will take place across 10 U.S. states, and the country’s 250th anniversary celebrations.

For now, however, the story is clear: Europe’s travellers are rewriting the American itinerary. Less Fifth Avenue, more Broadway Street. Less Manhattan skyline, more Midwest charm. And for many U.S. cities that have long sat outside the tourism spotlight, the timing could not be better.

With flying often unavoidable, the question for many travellers is no longer whether to travel, but how to do so with the least environmental impact.

Why the way you travel matters

Aviation produces about 2.5% of global CO₂ emissions, but its total climate impact is closer to double that figure due to radiative forcing — the added warming effect of emissions released at high altitude. A 2024 study in Nature Communications found aviation emissions grew by an average of 3.5% per year between 2009 and 2019.

Experts say choosing direct flights can significantly reduce emissions, as takeoff and landing are the most carbon-intensive stages of air travel. Selecting airlines with stronger environmental performance can also make a difference, with organisations such as Germany-based Atmosfair publishing annual rankings of airline efficiency.

Brett Mitchell, managing director of Intrepid Travel Australia and New Zealand, says travellers can make meaningful reductions by choosing closer destinations, replacing flights with rail or bus travel where possible, and opting for itineraries that prioritise walking, cycling and public transport.

“Small choices — like using reusable bottles and bags — also reduce waste throughout the journey,” Mitchell says.

The debate over carbon offsets

Carbon offsets remain one of the most common tools offered to travellers, with airlines allowing passengers to offset emissions for as little as a few dollars on short flights. However, their effectiveness is increasingly questioned.

Professor Andrew Macintosh, former head of Australia’s Emissions Reduction Assurance Committee, has previously criticised offset schemes as ineffective, while Australia Institute research director Rod Campbell describes them as fundamentally flawed.

Research by the institute identified numerous offset projects that failed to deliver promised environmental benefits. Campbell argues travellers should instead focus on directly reducing emissions or supporting companies actively investing in genuine decarbonisation efforts.

Eco-tourism and slower travel

Beyond transport choices, eco-tourism is gaining traction among travellers seeking lower-impact experiences. Farm stays, community-based tourism and locally owned accommodation allow visitors to support regional economies while reducing environmental strain.

Zsuzsi Máthé, who runs an organic homestay in rural Romania, says responsible tourism must be rooted in local engagement. “True eco-tourism builds responsibly, eats locally and respects deeply,” she says. “It creates meaningful experiences that honour both nature and community.”

Such approaches often replace fast-paced sightseeing with deeper cultural immersion, offering what many travellers describe as more rewarding experiences.

A lower-carbon future for travel

Structural change in global transport is also underway. The International Energy Agency’s net-zero-by-2050 roadmap anticipates rail replacing a significant share of short-haul flights. France has already banned domestic flights on routes where fast rail alternatives exist.

Several countries have set ambitious targets for fossil-fuel-free aviation, including Denmark by 2030, Finland by 2035 and Germany by 2045.

In Australia, Brisbane-based Stralis Aircraft is developing hydrogen-electric planes for short-haul routes. Chief operating officer Steffen Geries says the company plans to begin with six-seater test flights, expanding to 15-seat aircraft capable of travelling up to 800 kilometres by 2030.

“Electric aviation is following a similar path to electric cars,” Geries says. “The challenge is energy density and weight, but progress is happening.”

While carbon-free long-haul travel remains years away, experts agree that informed choices today — from destinations and transport to accommodation and activities — can significantly reduce the environmental cost of seeing the world.

The gala served as a platform celebrating individuals who transform influence into purpose — leaders whose work extends beyond commercial success to embrace environmental stewardship and social responsibility. The event emphasized Ecuador’s vision of positioning nature, identity, and sustainability at the heart of international dialogue.

Tourism as a Force Beyond Economics

In his remarks and ongoing work, Bağcı has consistently highlighted tourism’s role as more than an economic engine. Under his leadership, the World Tourism Forum Institute has evolved into a global platform where policymakers, investors, and industry leaders engage on issues such as sustainable destination development, investment diplomacy, and tourism governance.

“Tourism, when approached with vision and responsibility, becomes a bridge between nations and cultures,” Bağcı noted. “It has the power to align economic growth with respect for people, heritage, and the planet.”

Global Recognition for a Shared Vision

The Casa Ecuador Abu Dhabi recognition underscores a broader global acknowledgment of leadership that prioritizes balance — between development and conservation, innovation and tradition, growth and responsibility. The evening brought together leaders from diverse sectors, united by a shared commitment to shaping a more conscious and resilient global future.

Casa Ecuador representatives emphasized that the honorees were selected not only for professional excellence, but for their ability to integrate sustainability into decision-making and inspire cross-border collaboration.

As global tourism faces increasing pressure to adapt to environmental, social, and economic challenges, platforms like the World Tourism Forum Institute continue to play a critical role in mobilizing dialogue and investment toward responsible outcomes. The recognition of Bulut Bağcı at the Casa Ecuador Abu Dhabi Gala stands as a reflection of this growing global shift — where leadership is measured not only by scale, but by impact.

The evening concluded with a renewed call for collaboration, reinforcing the belief that a more prosperous future is best achieved when development moves in harmony with nature and humanity.

Moderator: Laura Buckwell – TV News Anchor
Speakers: Luca Zambello (CEO, Jurny) • Weynand Kuijpers (Co-Founder & CTO, Skipr Technologies) • Max Rangeley (Founder & CEO, ReboundTAG)

As the tourism industry accelerates toward a new era driven by automation, personalization, and data intelligence, the Global Tourism Forum Annual Meeting 2025 hosted one of its most highly anticipated sessions: “TechFront: AI & Tourism – The $500 Billion Transformation.” Moderated by international TV news anchor Laura Buckwell, the session brought together three pioneering entrepreneurs who are reshaping the global travel landscape through cutting-edge AI solutions: Luca Zambello, Weynand Kuijpers, and Max Rangeley.

Their discussion offered a forward-looking examination of how artificial intelligence is redefining the economics, operations, and experiences of travel—unlocking what industry analysts estimate to be a $500 billion transformation opportunity over the next decade.

AI as the Core Engine of the Future Travel Economy

Opening the session, Laura Buckwell set the stage by highlighting a fundamental shift: travel companies are no longer simply adopting digital technologies—they are restructuring their entire business models around AI-first strategies. From itinerary creation to pricing optimization, from mobility services to customer engagement, AI is becoming the new competitive currency.

The speakers agreed that the next phase of global tourism will be defined by three pillars:

Hyper-personalization at scale

Seamless mobility and frictionless travel

Automation-driven operational efficiency

These pillars, they argued, will separate the winners from the laggards in a rapidly evolving, post-pandemic travel economy.

Luca Zambello: Automation as the New Hospitality Infrastructure

For Luca Zambello, CEO of Jurny, the hospitality sector is standing on the brink of a historic transformation. He described how AI is enabling hotel and short-term rental operators to streamline once-manual workflows—check-ins, guest communications, revenue management, maintenance scheduling—through end-to-end automation.

Zambello emphasized that the future of hospitality will not be defined by property size or brand legacy, but by technological adaptability. Operators embracing AI-powered automation will reduce costs, increase guest satisfaction, and unlock new revenue channels.

His central message was clear:
“Automation is not replacing hospitality—it is elevating it.”

By removing operational friction, AI makes room for human-centric, high-touch service experiences in an industry built on emotional connection.

Weynand Kuijpers: AI-Driven Mobility as a Foundation for Sustainable Tourism

As Co-Founder and CTO of Skipr Technologies, Weynand Kuijpers focused on the intersection of smart mobility and sustainable tourism. He argued that transportation represents the tourism industry’s largest barrier to decarbonization—and AI is the most powerful tool to overcome it.

Kuijpers outlined Skipr’s vision for integrated, AI-enabled mobility ecosystems that allow travelers to:

Navigate multi-modal transport effortlessly

Reduce their carbon footprint

Access real-time route, traffic, and emission data

Make sustainable choices without compromising convenience

He positioned AI as the “invisible infrastructure” powering the future of tourism, enabling destinations to evolve into smart, efficient, and climate-conscious ecosystems.

His insight underscored an emerging trend:
Tourism growth will no longer be measured solely by visitor numbers, but by mobility efficiency and sustainability metrics.

Max Rangeley: Reinventing Baggage Technology in a Digital World

Max Rangeley, Founder and CEO of ReboundTAG, brought a tangible, problem-solving perspective to the conversation: AI’s role in fixing one of travel’s most frustrating pain points—lost and mishandled luggage.

Rangeley explained how AI-powered tracking technologies, including smart RFID systems and predictive algorithms, can drastically reduce loss rates, improve airline efficiency, and enhance customer trust.

He demonstrated that baggage handling is not a side issue—it is a core operational cost center for airlines and airports. With millions of bags mishandled annually, AI-based systems offer a breakthrough in:

Real-time tracking

Predictive logistics

Automated issue resolution

End-to-end transparency for travelers

Rangeley positioned this not just as a technological upgrade but as a new standard for customer experience in aviation.

A $500 Billion Opportunity – If Industry Leaders Act Now

Throughout the discussion, an unmistakable theme emerged: the travel and tourism industry is entering a once-in-a-generation technological reset.

The speakers argued that AI is no longer an optional enhancement—it is the foundation upon which the next decade of tourism growth will be built. According to the panel:

AI will drive new business models, not just efficiencies

Investment in AI will determine market competitiveness

Destinations that digitize infrastructure will outperform those that don't

Travelers will expect seamless, personalized, automated journeys as a basic standard

Laura Buckwell closed the session by noting that AI’s impact is not theoretical. It is already transforming operations, investment flows, and traveler expectations worldwide.

Conclusion: Tourism’s Next Era Has Already Begun

“TechFront: AI & Tourism – The $500 Billion Transformation” demonstrated that the industry is moving beyond simple digitization. AI is reshaping every layer—from hospitality and mobility to aviation logistics and guest engagement.

As the Global Tourism Forum continues to convene global leaders, innovators, and policymakers, one message from this session stands out:

The future of tourism will be built by those who understand, invest in, and strategically deploy AI today—not tomorrow.

For the astute investor, these are the four regions that define Angola as a "future investment star":

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The Okavango Basin (Kuando Kubango Province)

The Vibe: The Last Wild Frontier

This is arguably the most critical investment zone in Southern Africa right now. It is part of the KAZA TFCA (Kavango-Zambezi Transfrontier Conservation Area), which connects Angola with Botswana, Namibia, Zambia, and Zimbabwe.

The Asset: The source waters of the famous Okavango Delta. Unlike the Botswana side, which is saturated with high-end lodges, the Angolan side is pristine and largely undeveloped.

Key Infrastructure: The newly upgraded Mavinga Airport is a game-changer, allowing tourists to bypass long overland journeys and fly directly into the safari heartland.

The Investment Opportunity:

High-End Eco-Lodges: There is a vacuum for $800+ per night luxury tented camps similar to those in the Jao or Vumbura concessions in Botswana.

Adventure Logistics: Companies providing fly-in safari logistics, mobile clamping, and river safaris along the Cuito and Cubango rivers.

Malanje Province

The Vibe: The Land of Giants

Located roughly 380km east of Luanda, Malanje offers the most "Instagrammable" assets in the country, making it an easy sell for international tour operators.

The Asset: Kalandula Falls. At 105 meters high and 400 meters wide, these are the second-largest waterfalls in Africa. Currently, the site lacks a branded 5-star resort, with only modest accommodation available nearby.

Secondary Asset: Pungo Andongo (The Black Rocks), a mystical landscape of massive monolithic rock formations.

The Investment Opportunity:

Destination Resort: A flagship hotel overlooking the Kalandula Falls would immediately become one of Africa's iconic properties.

Circuit Tourism: Developing a "Malanje Circuit" that packages the waterfalls, the Black Rocks, and the Cangandala National Park (home to the rare Giant Sable Antelope).

Namibe & Huíla (The Southern Circuit)

The Vibe: Desert Meets Ocean

This region offers a topographical diversity that mirrors Namibia but with a distinct Portuguese-Angolan cultural flavor. It is ideal for the self-drive and adventure market.

The Asset: The Namib Desert merging with the Atlantic Ocean. The breathtaking Serra da Leba mountain pass connects the high-altitude city of Lubango (Huíla) with the coastal desert of Namibe.

Key Infrastructure: The Moçâmedes Railway offers potential for luxury rail tourism (similar to the Blue Train), and the road network here is among the best in the country.

The Investment Opportunity:

Desert Glamping: Luxury desert camps in the Iona National Park.

Boutique City Hotels: Restoration of colonial-era buildings in Moçâmedes into boutique heritage hotels.

Agro-Tourism: Wine tourism in the Huíla highlands, where the climate allows for vineyard cultivation.

Benguela & Lobito

The Vibe: The Atlantic Leisure Hub

Historically the cultural heart of Angola, Benguela offers a relaxed, beach-centric atmosphere that appeals to both domestic (weekend breaks from Luanda) and international travelers.

The Asset: The Lobito Corridor (railway) terminus and miles of art-deco architecture and palm-lined beaches.

The Investment Opportunity:

MICE (Meetings, Incentives, Conferences, and Exhibitions): With the Lobito Corridor attracting massive US/EU logistics investment, there is a rising demand for business hotels with conference facilities in Lobito.

Leisure Resorts: The coastline, particularly around Baía Azul, is prime real estate for "sun and sea" resort developments.

The Strategic Pivot: Policy and Accessibility

The most significant barrier to Angolan tourism—accessibility—has been dismantled. The government’s recent policy shifts signal a clear intent to open borders to capital and visitors.

Visa-Free Regime: In a historic move, Angola has waived tourist visa requirements for 98 countries, including key markets such as the USA, Portugal, Brazil, China, and the majority of European nations. This removes the bureaucratic friction that previously stifled leisure travel.

PLANATUR Strategy: The government has launched a strategic roadmap aiming to increase international arrivals to 2 million by 2050. This plan is backed by a projected $3 billion public investment target by 2027 to upgrade infrastructure and reclassify existing assets.

Private Investment Law: The new Private Investment Law has removed the requirement for foreign investors to have a local Angolan partner for most sectors, allowing for 100% foreign ownership. This significantly de-risks market entry for international hotel groups and tour operators.

Infrastructure: The Connectivity Game-Changer

Tourism potential remains theoretical without the means to move people. Angola has recently delivered on critical infrastructure projects that serve as the backbone for tourism growth.

Dr. António Agostinho Neto International Airport (AIA): Officially inaugurated in late 2023 and ramping up operations throughout 2024/25, this facility is designed to handle 15 million passengers annually. It positions Luanda not just as a destination, but as a regional aviation hub competing with Johannesburg and Addis Ababa.

The Lobito Corridor: Backed by substantial US and EU financing (including a $553 million loan), the revitalization of this railway link improves logistics across the country, opening up the interior for potential rail-tourism models similar to the Blue Train or Rovos Rail in South Africa.

Mavinga International Airport: Strategically located to unlock the Okavango Delta region, this smaller airport is crucial for high-end eco-tourism, allowing direct access to the remote wilderness without long overland transfers.

The Asset Portfolio: Untapped Natural Capital

Angola’s primary competitive advantage is the sheer diversity of its uncommercialized landscapes. Unlike mature markets like Kenya or South Africa, Angola offers "raw" experiences that appeal to the growing adventure and eco-luxury market.

The Okavango Connection: Angola holds the source waters of the Okavango Delta. The Okavango-Zambezi Transfrontier Conservation Area (KAZA) is the world's largest transboundary conservation area. Investors like Natural Selection have already moved to establish large-scale private game reserves, sensing the potential for a "Botswana-style" high-yield, low-volume safari model.

The Namib Coast & Desert: The Namibe province offers a unique convergence of desert and ocean, similar to Namibia’s Skeleton Coast but with far less commercial density. This area is ripe for glamping and adventure tourism developments.

Kalandula Falls: One of the largest waterfalls in Africa by volume, Kalandula remains largely undeveloped. The site lacks high-end accommodation, presenting an immediate opportunity for hospitality developers to create a landmark lodge resort.

Investment Incentives and Fiscal Benefits

To court Foreign Direct Investment (FDI), the Angolan government (via AIPEX - Agency for Private Investment and Export Promotion) offers specific fiscal sweeteners for tourism projects:

Tax Holidays: Reductions in industrial and capital gains taxes for up to 15 years for projects located in priority development zones (Zones B, C, and D), which include most prime tourism areas outside Luanda.

Import Duty Exemptions: Exemptions on customs duties for importing heavy equipment and materials required for hotel construction and tourism fleet vehicles.

Repatriation of Profits: Reforms have streamlined the process for foreign investors to repatriate dividends, addressing a historical pain point regarding foreign exchange controls.

Angola is currently at the "early mover" stage of its tourism lifecycle. The combination of visa liberalization, state-of-the-art aviation infrastructure, and pristine, uncrowded assets creates a rare arbitrage opportunity. Investors entering the market now can secure prime locations (Okavango riverfronts, Luanda coastline) at valuations significantly lower than in comparable SADC markets, with a government that is actively incentivizing their presence.

This rapidly evolving trajectory draws directly from the strategic direction that the Minister of Tourism, Marcio de Jesus Lopes Daniel, had outlined during the 8th annual tourism expo in Luanda — a moment that marked a turning point for how Angola intends to position itself on the global map.

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A Nation Ready to Move From Hidden Gem to Global Contender

Angola’s future strategy centers on transforming the country from an under-discovered destination into one of Southern Africa’s leading tourism powerhouses. The Minister had emphasized that Angola possessed “unique and dynamic qualities” capable of surprising global travelers — especially those seeking landscapes and cultural experiences that remain largely untouched by mass tourism.

This strategic foundation continues to fuel Angola’s tourism planning today, shaping its commitment to authenticity, nature-based adventure, and cultural richness as core pillars of future growth.

The Drive Toward 1 Million Tourists by 2027

One of the most ambitious components of Angola’s tourism future is its target of attracting more than 1 million international tourists by 2027. This goal is supported by a combination of ongoing policy reforms and nationwide infrastructure improvements aimed at making travel within Angola easier, safer, and more appealing.

During the tourism expo, the Minister had made a powerful economic point: each additional tourist could generate the equivalent of three local jobs. With nearly 65% of the population under 25, Angola’s long-term development strategy increasingly sees tourism not only as a revenue generator, but as a catalyst for youth employment and a pathway to broad-based economic inclusion.

The projection of 300,000 potential new jobs linked to tourism remains a central driver in the country’s forward-looking agenda.

Safety, Training, and Service Excellence at the Center of Growth

Angola’s next phase of tourism development places strong emphasis on visitor safety and hospitality quality — two areas that the Minister had highlighted as foundational strengths.

He had stressed that Angola was “a very safe destination,” reaffirming the government’s commitment to enhancing security visibility and elevating visitor confidence. This assurance remains a crucial message Angola is working to amplify across international markets.

Simultaneously, the country is investing in extensive training programs for local communities, equipping them with professional hospitality skills and empowering them to become ambassadors of Angolan warmth and culture. These efforts aim to ensure that rising visitor numbers are matched by rising service standards.

Visa Liberalization: Angola’s Big Open-Door Moment

One of the strongest signals of Angola’s tourism future is its sweeping visa reform. The government has granted visa exemptions to more than 100 countries, a policy that the Minister had proudly announced during the expo.

This sudden reduction in entry barriers represents a strategic pivot toward global integration. It makes Angola one of the most accessible countries in Sub-Saharan Africa — a major advantage as the nation seeks to compete with established regional destinations.

The visa reform is expected to significantly boost international arrivals in the coming years, aligning perfectly with Angola’s 2027 visitor targets.

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A Brand Ready to Go Global

Angola’s tourism identity is also evolving through the “Visit Angola, the Rhythm of Life” campaign — a nationwide effort to present the country with a fresh, contemporary voice.

While the campaign had been launched during the expo period, its relevance today is even stronger. It positions Angola as a destination of movement, rhythm, energy, and discovery — themes that resonate with a new generation of travelers seeking meaningful, less-commercialized experiences.

By combining nature, heritage, music, and everyday culture under one cohesive message, Angola is crafting a brand that has the potential to stand out in a crowded global tourism market.

The Road Ahead: A Confident, Sustainable Transformation

Looking forward, Angola’s tourism future is defined by decisive leadership, bold policy changes, and a clear understanding of global travel trends. The strategic steps laid out in recent years — and articulated strongly during the 8th annual tourism expo — have now evolved into a national roadmap aimed at:

• strengthening international visibility,

• delivering a safer and more seamless travel experience,

• empowering youth through job creation,

• and positioning Angola as one of the most compelling emerging destinations in Africa.

If Angola maintains this momentum, the country could very well become one of the continent’s most exciting tourism success stories by 2027 — a destination that blends natural beauty, cultural depth, and youthful energy into an experience unlike anywhere else.

According to new insights from the Korea Tourism Organization (KTO), this next era will see contrasting forces converging — high-tech innovation with human warmth, indulgence with responsibility, modernity with heritage — to reshape how visitors engage with Seoul, Gyeongju, Jeju, and beyond.

South Korea is positioning itself as a global model for future-forward tourism where travel becomes not just an activity but an emotional and cultural journey.

Digital Humanity: Where Technology Feels Human

Technology is no longer just a convenience; it is becoming a companion.

In 2026, AI systems such as AI Trip Butlers will evolve into emotionally intelligent assistants capable of sensing travelers’ moods, anticipating needs, and customizing recommendations.

These systems will go beyond booking restaurants or planning itineraries. They’ll:

• Offer comfort when travelers feel anxious

• Suggest uplifting experiences based on emotional cues

• Help visitors connect more deeply with the culture

This new wave of Digital Humanity marks a future where travel tech feels warm, personal, and intuitive.

K-Life Tourism: Living Like a Local

Move over, K-dramas and idol tours — travelers are ready to live the real Korea.

In 2026, K-Life Tourism will push visitors to experience authentic daily life:

• Morning markets instead of malls

• Traditional snacks with local vendors

• Staying in hanok-style guesthouses

• Joining neighborhood cultural activities

Rather than consuming culture as spectators, travelers will immerse themselves in Korea’s rhythms, traditions, and relationships — building emotional connections that transcend the typical sightseeing checklist.

Regenerative Tourism: Travel That Gives Back

With the climate crisis reshaping global consciousness, Korea is shifting from sustainability to regeneration.

This means:

• Participating in beach and mountain cleanups

• Supporting community-led green initiatives

• Joining wildlife and habitat conservation projects

• Restoring heritage sites through volunteer programs

Adaptive Resilience — the mindset behind regenerative tourism — positions travelers as active stewards, contributing to the long-term health of the landscapes and communities they explore.

Local Re-Creation: Rediscovering Korea’s Hidden Soul

Tourists are moving away from predictable routes and craving authenticity.

In response, Korea is spotlighting its local micro-destinations:

• Small family-run restaurants

• Undiscovered historical alleyways

• Traditional craft workshops

• Uncommercialized riverside towns and villages

This shift will diversify regional economies and introduce travelers to Korea’s lesser-known stories — the everyday beauty often overlooked in major sightseeing tours.

The Era of Personalization: N-Polarization Consumption

Travelers in 2026 will make choices based on identity and emotion.

N-Polarization Consumption reflects a new balance between premium and practical spending. Travelers will:

• Splurge on luxury where it feels meaningful — wellness retreats, boutique stays, heritage experiences

• Save on areas they value less, such as transportation or standardized activities

This personalized approach creates journeys that feel curated, intentional, and deeply satisfying.

Spatial Brewing: When Places Become Experiences

In South Korea’s future tourism model, spaces themselves become immersive artworks.

Spatial Brewing — the reinvention of environments — will transform:

• Abandoned factories into interactive art zones

• Parks into sensory playgrounds

• Historic districts into multimedia storytelling spaces

Visitors will explore environments designed to stimulate all five senses, creating memorable, emotion-rich encounters at every turn.

Multi-Generational Travel: Experiences for Every Age

South Korea is acknowledging the diverse emotional and wellness needs of each age group.

In 2026:

• Travelers in their 20s may chase adventure and pop culture

• Families may prioritize bonding and education

• Visitors in their 40s+ may seek emotional wellness and reconnection

From meditation retreats in the mountains to heritage tours in Gyeongju or nature escapes in Jeju, Korea will offer tailored experiences for every generation — enabling families to travel together without compromising individual desires.

2026: A Transformational Travel Year for Korea

As 2026 approaches, South Korea is building a tourism ecosystem where technology enhances humanity, luxury aligns with sustainability, and authenticity becomes the ultimate travel currency.

The country is embracing tourism not as an industry, but as a transformative encounter between people, culture, and nature. Visitors won’t just see Korea — they will feel it, live it, and connect with it in ways that shape their worldview long after the trip ends.

Tips for Travelers Planning a Korean Adventure in 2026

To make the most of these new trends:

• Choose immersive cultural experiences over standard sightseeing

• Take part in regenerative initiatives and low-impact travel

• Seek out sensory-rich, redesigned spaces

• Build a personalized itinerary based on your values

• Explore multi-generational experiences with family and friends

According to official data released on Saturday, November alone saw 1.98 million international arrivals, up 14.2% from October and 15.6% compared with November 2024. It was the nation’s third-strongest month of the year, trailing only January and March, both surpassing two million visitors.

A Standout Global Recovery

The UN Tourism agency hailed Vietnam’s rebound as one of the most remarkable recoveries worldwide. While overall tourism in the Asia–Pacific region has returned to roughly 90% of pre-COVID levels, Vietnam joins just a handful of destinations — including Japan — experiencing rapid, sustained, and above-trend growth.

Visitor Growth Across All Markets

Asia remained Vietnam’s largest source region, contributing 15.10 million visitors, up 19.7% year-on-year. Europe posted the strongest regional growth, climbing 37.8% to 2.46 million arrivals.

Additional gains included:

Americas: 993,700 (+9.4%)

Oceania: 549,800 (+13.6%)

Africa: 51,200 (+9%)

China retained its position as Vietnam’s biggest market, sending nearly 4.8 million tourists — one-quarter of all foreign arrivals — followed by South Korea with 3.9 million. Taiwan, the United States, and Japan rounded out the top five. Other key growth markets included India, Cambodia, Russia, Malaysia, and Australia.

Arrivals from China soared 43.1%, while Russia delivered one of the year’s most dramatic increases — a 191% jump to 593,000 visitors — supported by relaxed visa policies and new air connections.

Air Travel Leads the Way

Air arrivals accounted for 84.5% of all international visitors (16.2 million passengers). Land arrivals rose 22.2% to 2.7 million, while sea arrivals reached 228,800, an increase of 3.4%.

Tourism Boom Lifts Revenue Nationwide

The surge in visitors has boosted Vietnam’s service economy across the board.
Revenue from travel services in the first 11 months reached VNĐ 85.4 trillion (approximately US$3.2 billion), up 19.9%.

Major destinations posted strong growth:

Hanoi: +23.4%

Ho Chi Minh City: +22.3%

Quảng Ninh: +18.2%

Vĩnh Long: +14.1%

Đà Nẵng: +13.2%

Accommodation and food-service revenue also climbed 14.6% to VNĐ 767.8 trillion, driven by both robust domestic tourism and the return of long-haul travelers.

Eyes on 2025 Targets

With momentum accelerating month after month, Vietnam is on a strong trajectory toward its national tourism goal of 23–25 million international visitors in 2025.

As the country continues to diversify its tourism offerings — from cultural heritage routes to nature-based experiences and new aviation links — Vietnam is solidifying its position as one of Asia’s most dynamic travel success stories.

It is in this silence that people discover what they have lost beyond the obvious wreckage. Not just roofs and possessions, not only livelihoods and familiarity, but the ability to rest. To lie down without fear. To close one’s eyes without rehearsing the next emergency. To sleep deeply enough that the body, finally, believes it is no longer under threat.

The world is not very good at noticing this loss. Humanitarian systems are built to keep people alive, not to make them whole. Food can be counted. Water can be measured. Beds can be provided. But rest—real rest—is strangely absent from the calculus. It is treated as something that follows safety, rather than something necessary for it.

And yet any doctor, any trauma specialist, any displaced parent could tell you otherwise. Without sleep, the nervous system never stands down. Without privacy, dignity erodes faster than hunger ever could. Without rest, survival stretches into something that looks perilously like endurance.

This is where the story of Comfee Travel begins, though not in a boardroom or a glossy pitch deck. It begins, instead, in the aftermath of hurricanes in Jamaica, where buildings were unpicked by wind with astonishing speed, and families found themselves suddenly displaced in a place that was once home, but no longer habitable.

When the emergency response arrived, it arrived efficiently enough. Shelter was offered. Aid was distributed. Lives were, in the narrowest sense, stabilised. Yet what emerged in those early days was not calm, but something closer to suspended animation. People existed rather than lived. They slept in fragments, if at all. Children stayed alert long after midnight. Parents remained half-awake even when their bodies finally collapsed.

Lori-Ann was there, not as an aid worker in the traditional sense, but as someone whose professional life had been shaped by travel, mobility, and the design of spaces for humans in transit. What she saw unsettled her.

Not the destruction itself—disasters are always shocking—but the conditions that replaced normal life. Temporary shelters that were technically functional, yet psychologically brutal. Open spaces with no doors. No boundaries. No moments of being unobserved.

It was not hard to see what was missing, though it was hard to admit how fundamental it was. People had lost the right to lie down in peace. The travel industry knows more about rest than almost any other human enterprise. It has built an entire global economy around the idea that rest can be perfected, enhanced, engineered. It worries endlessly over mattress density and soundproofing, light temperature and spatial flow. It understands, intimately, the difference between somewhere you merely stay and somewhere you recover. And yet, in moments like these, it is nowhere to be found. Tourism, in the language of crisis, is always an afterthought. A casualty. A sector to be rebuilt later. Rarely does it feature as part of the immediate response, still less as a contributor to human recovery. Its expertise sits just outside the frame—unused, uninvited.

Comfee Travel exists because Lori-Ann refused to accept that separation. What emerged from Jamaica was not a sudden ambition to “disrupt” humanitarian aid, but a quieter recognition of moral absence. If we accept that sleep is essential to human flourishing—and every piece of medical evidence suggests that it is—then denying the conditions for rest after disaster is not a logistical failure. It is an ethical one.

The accommodation units Comfee developed are modest by design. They do not proclaim innovation loudly. Their power lies in restraint. Each one offers something rare in post-disaster environments: privacy that does not have to be negotiated, safety that does not depend on constant vigilance, a small physical boundary that signals to the body it may, at last, let go.

This sounds almost trivial until one considers the alternative. In crowded emergency shelters, the body never fully relaxes. Trauma lingers in muscle memory. Sleep becomes shallow, borrowed, unreliable. It is here that recovery stalls, that illness takes root, that psychological distress deepens. Aid, delivered generously, fails to land.

Rest is not the opposite of action. It is its precondition. What Comfee Travel reveals, perhaps inadvertently, is how narrow our definition of humanitarian assistance has become. We are comfortable with survival. We are less comfortable with dignity. Comfort, in policy language, carries the whiff of luxury. It feels indulgent. Something to be justified away.

Yet dignity is the substrate of resilience. Without it, people do not rebuild. They endure.

This is where the travel and tourism industry finds itself implicated in an uneasy question: what does it mean to be experts in human comfort in a world where comfort has become scarce—not only among the wealthy, but among the displaced, the traumatised, the climate-exposed?

As climate events intensify and displacement becomes structural rather than exceptional, the old binaries collapse. The tourist destination and the disaster zone increasingly share the same geography. Paradise in one season, emergency shelter in the next. The airport that once welcomed holidaymakers becomes a lifeline for evacuation. The hotel that once promised indulgence becomes temporary refuge. And still, the industry hesitates to see itself in this role.

Institutions like the World Tourism Forum Institute speak eloquently about tourism as a driver of economic development and cultural exchange. Increasingly, they are being asked to reckon with tourism as something more elemental: infrastructure for human movement in a destabilised world.

Comfee Travel does not offer a grand theory of change. It offers a reminder: that somewhere, after the wind has passed and the floodwaters recede, a person needs a door that closes. A place to sleep without being watched. A few hours where the future does not press quite so hard.

Lori-Ann’s insistence that rest is a human right is not rhetorical. It is grounded in observation. In Jamaica, what people asked for was not always more supplies. It was quiet. Privacy. Somewhere to exhale.

To recognise this is uncomfortable, because it redraws the moral map. It suggests that industries built for pleasure cannot remain neutral in the face of mass displacement. That the knowledge accumulated in service of leisure may have obligations beyond profit. That comfort, when hoarded, becomes a kind of failure.

There is a politics to lying down. Who is allowed to rest, and under what conditions, reveals more about a society than almost anything else. In a world that grows harsher by the year, the right to rest may become the sharpest dividing line of all.

Tourism, whether it likes it or not, now sits on that line.

Comfee Travel’s quiet intervention suggests a future where the industry does not merely promise escape, but participates in repair. Where mobility is matched by responsibility. Where the spaces we build for pleasure can, in moments of need, stand in for care.

That is not a radical conclusion. It is a surprisingly modest one.

After everything has been taken away, what a person needs most is somewhere to lie down in peace. If we cannot organise ourselves to provide that, then all our talk of progress, resilience, and recovery rings faintly hollow.

And perhaps that is the journey this story invites us on—not towards grand solutions or sweeping reform, but towards a smaller, steadier idea: that in the quiet aftermath of disaster, defending the right to rest may be the most human act left to us.

By Alfie Brown
United Nations (UN-Habitat) Columnist and Media Consultant

London/Las Vegas — Between 2015 and 2025, Formula 1 (F1) underwent the most radical commercial metamorphosis in its 75-year history. No longer just a Sunday race, a Grand Prix today is a week-long "Super Bowl" designed to inject hundreds of millions of dollars into local economies. However, a detailed analysis of the past decade reveals a complex picture: while macro-economic numbers have skyrocketed, the "wealth transfer" often bypasses local businesses, creating a sharp divide between the boardroom and the boardwalk.

The Liberty Effect: A New Business Model

In 2017, when Liberty Media acquired F1 for $4.4 billion, the sport was generating roughly $1.8 billion in annual revenue. By the end of 2024, that figure had doubled to $3.65 billion. This growth wasn't just about more races; it was about a fundamental shift in how cities monetize the sport. The old model of "pay a huge hosting fee for prestige" shifted toward an integrated tourism strategy.   

The "Netflix Dividend" and the New Tourist

The catalyst for this explosion was Netflix's Drive to Survive. The docuseries didn't just bring in more fans; it brought in richer fans.

Demographic Shift: Nielsen data reveals that 34% of new US fans in this era cited the series as their entry point. These fans are younger, more affluent, and nearly 40% female.   

Spending Power: This new demographic treats a Grand Prix as a luxury lifestyle event. In Singapore, "affluent travelers" (top 30% by income) accounted for 40% of total tourism spending during race week, driving a 45% surge in luxury retail and fine dining receipts.

The American Gamble: Las Vegas's Double-Edged Sword

Nowhere is the scale of this new economy more visible—or controversial—than in Las Vegas. The inaugural 2023 Las Vegas Grand Prix was a financial titan, generating an estimated $1.5 billion in total economic impact, surpassing Super Bowl LVIII.   

The Win: Hotels like MGM Resorts reported record room revenues, and the event generated $77 million in tax revenue for the state.   

The Cost: However, the "crowding out" effect was severe. Extensive construction and road closures for the track suffocated local access. Small businesses, such as Ellis Island Casino and Battista’s Hole in the Wall, reported millions in losses, leading to lawsuits against the organizers. The lesson from Vegas is clear: a mega-event can boost a city's GDP while simultaneously strangling its local SMEs.   

Soft Power: The Middle East and Eurasia

For hosts like Azerbaijan and Abu Dhabi, the Return on Investment (ROI) is measured not just in dollars, but in global perception.

Baku: Since its debut in 2016, the Azerbaijan Grand Prix has generated over $506 million in direct and indirect economic impact. More importantly, it rebranded Baku from an industrial post-Soviet city to a modern European tourist destination broadcast to 80 million households.   

Abu Dhabi: The 2023 season finale drove a 34% net increase in international visitor spending. Crucially, 62% of these visitors traveled to other emirates like Dubai, proving the event acts as a gateway for broader regional tourism.   

The Singapore Blueprint: The Regional Hub

Singapore remains the gold standard for the "city festival" model. By integrating concerts and nightlife with the race, the city-state maximizes visitor retention.

Regional Spillover: Visa data from 2024 shows that 20% of international attendees in Singapore extended their trip to visit neighboring countries like Indonesia, Thailand, and Malaysia. The race isn't just a destination; it is a tourism anchor for Southeast Asia.   

Heritage vs. Modernity: The European Struggle

While the Middle East and US pay hosting fees upwards of $50-55 million, historic European tracks like Zandvoort (Netherlands) rely on pure fan passion. Zandvoort's return in 2021 was a success, generating €22.3 million in additional local spending despite pandemic restrictions. However, without massive government subsidies, these historic venues face an uncertain future against state-funded rivals.

Conclusion: The 2035 Horizon

As we look toward the next decade, the F1 economy is entering a maturity phase. The explosive growth of the "Drive to Survive" era is stabilizing. For host cities, the playbook has changed: simply hosting a race is no longer a guaranteed win. The successful hosts of the future will be those who can manage the "Vegas Paradox"—delivering global spectacle without cannibalizing the local street-level economy.

In stepping into the top role, Mr. Al-Khater brings a strong track record from Hamad International Airport (HIA), where he served as Chief Operating Officer. His tenure at HIA was defined by a focus on operational safety, strategic growth, major infrastructure development and elevating the airport’s passenger experience — all key elements that supported HIA’s continued rise as one of the world’s premier aviation hubs.

Before joining HIA, Mr. Al-Khater held senior leadership roles at QatarEnergy, where he led business development, oversaw complex deal executions, and steered large-scale operational and strategic projects.

A Message from Qatar Airways’ Chairman

In a statement announcing the appointment, His Excellency Mr. Saad Sherida Al-Kaabi, Chairman of Qatar Airways Group’s Board of Directors, expressed appreciation for outgoing CEO Engr. Badr Mohammed Al-Meer and confidence in the Group’s new leader.

“Qatar Airways Group extends its appreciation to Engr. Badr Mohammed Al-Meer for his service. As we welcome Mr. Hamad Ali Al-Khater, we look forward to building on the strong foundations and expansive global network of Qatar Airways, anchored by our exceptional team in Qatar and around the world. With this leadership transition, Qatar Airways Group reaffirms its commitment to delivering world-class experiences, reliability, and innovation to travellers around the globe.”

A New Era Ahead

Mr. Al-Khater’s appointment comes at a pivotal time for Qatar Airways, as the airline continues to expand its global footprint, strengthen service excellence, and invest in innovation across its operations. His combination of aviation leadership and strategic industrial experience positions him to guide the Group through its next phase of growth.

Established in 2007, the OACM officially launched its SOS CP (Sustainable Ocean Solution Conservancy Program) in Monaco with Prince Albert II of Monaco and OACM President H.E. Kristijan Curavić. The program was financially supported by Bernie Ecclestone, former CEO of Formula 1, with the objective of physically reducing plastic and marine debris in oceans, lakes, and rivers. The program has been supported intercontinentally by Heads of State, governments, and Royal Families due to its unique ability to combine strategic national interest and economy with scalable, long-term operational programs for coastal cleaning, monitoring, and maintenance, both above and beneath the ocean surface.

OACM currently coordinates the intercontinental integration of the SOS CP, which focuses on the creation of Certified SAFE Marine Areas for Human & Marine Life (CSMA)—plastic-free coastal areas beneath and above the ocean surface most frequently used by tourists. The CSMA is the most fundamental tourism industry service, as it preserves biodiversity and ensures a safe environment for human health and welfare.

The Global Tourism Forum in Brussels, Belgium, will mark the new landmark move to fundamentally reshape the global travel industry. The OACM and the WTFI are in the process of formalizing a strategic alliance. This partnership is designed to make mandatory environmental sustainability—specifically the OACM's globally recognized CSMAcertification—the foundational requirement for national tourism strategies and corporate investment.

”The core message of this powerful new alliance is clear: Economic growth in tourism must now be directly tied to environmental protection, driven by policy and finance, not just goodwill.”

From Pledges to Policy: The SOS CP System

For years, the tourism sector has relied on voluntary pledges. The OACM-WTFI alliance changes this through the OACM's financially sustainable SOS CP (Sustainable Ocean Solutions Conservancy Program) system.

"The unique economic model of the SOS CP System is quickly becoming a necessity for nations seeking strategic growth," an OACM spokesperson stated. "By including the WTFI in our global operative process, we are ensuring that the goal of a clean ocean is no longer a political option, but an economic imperative."

The mechanism for acceleration is threefold:

Mandatory Governmental Integration: The OACM, aiming to integrate the SOS CP system across 80 nations by 2027, is requiring these member countries to integrate the system as a project of national interest. This integration automatically mandates the inclusion of the WTFI in their national strategy, securing new governmental membership and sustainable financial revenue for the Institute.

Corporate Sector Mobilization: The partnership leverages the ICBEC (International Chamber of Blue Economy Commerce) to align corporate ESG (Environmental, Social, and Governance) programs with WTFI membership. This rapid mobilization will generate immense capital, providing a consistent income stream for both organizational development and on-the-ground environmental action.

High-Level Political Platform: WTFI's inclusion in the Global Ocean Act Alliance elevates its status to a significant stakeholder in economic and environmental reforms. Backed by the OACM’s traditional support from Heads of State and Royal Families, this creates a unified political front that compels nations to adopt and fund the CSMA standard.

€22 Million CSMA Bond issued to support national economies during last Global Tourism Forum in Brussels, Belgium

The OACM has  donated €22 million worth of CSMA Products (White Flag beaches) during the  WTFI Global Tourism Forum to accelerate environmental preservation of the beaches and marine areas that empowers local communities. This donation is earmarked to support the AC-EBOTIR (African Continent Enhancement of Biodiversity and Ocean Tourism Industry Resilience) program, reinforcing the alliance's focus on supporting developing nations in establishing certified, high-value coastal tourism.

A New Era for Coastal Destinations

The integration of the CSMA "White Flag" certification is expected to fundamentally re-rate coastal destinations globally. Countries and corporations that adopt the OACM standards will be positioned to attract the fastest-growing segment of conscious travellers and investors, while those who lag risk being marginalized in the new "Blue Economy" tourism market.

OACM - WTFI  partnership is set to deliver on the long-held promise of environmental responsibility by making it the engine of sustainable financial growth for the entire tourism industry.

Curavić, a former professional diver who has spent decades advocating for ocean protection, brought both technical insight and moral clarity as he laid out a path for a more resilient and sustainable blue economy. His message underscored one truth: the future of global development depends on the health of our oceans—and our actions today will determine whether that future thrives or collapses.

Shipbuilding as the Backbone of Global Trade and Tourism

Curavić’s keynote began by reasserting an often-overlooked fact: 90% of global trade moves by sea. Ships are not merely vessels—they are the arteries of the world economy. From logistics and energy to tourism and food supply, the maritime sector underpins modern civilization.

He emphasized that tourism, especially coastal and maritime tourism, accounts for a significant share of global GDP. Cruise ships, ferries, yachts, and coastal transport systems directly fuel employment and economic mobility. However, these same industries also generate carbon emissions, waste, and marine degradation if not properly managed.

Curavić stressed that the next generation of shipbuilding must reconcile two obligations:

Economic competitiveness

Environmental responsibility

This means engineering vessels that are cleaner, safer, and more aligned with the ecological limits of the planet.

The Sustainability Challenge: Oceans Under Threat

Drawing from firsthand experience working with coral reefs, underwater cleanups, and coastal communities, Curavić delivered a sobering assessment of ocean health. Pollution, rising sea temperatures, illegal dumping, and unregulated industrial activity are damaging marine ecosystems at unprecedented rates.

He highlighted examples of islands and coastal regions where plastic pollution, waste mismanagement, and contaminated waters are already affecting public health and tourism flows. “These are not distant possibilities,” he warned. “These are realities happening right now.”

Curavić underscored that sustainable shipbuilding is no longer optional—it is essential to prevent long-term collapse of ocean resources. From propulsion systems to hull materials, shipyards must integrate sustainability from design to operation.

OACM’s Vision: A Global Movement for Ocean Stewardship

One of the most compelling parts of his keynote focused on OACM Group’s international initiatives, including the Arab Nations United Ocean Initiative and multi-country programs promoting marine protection, job creation, and community-driven stewardship.

Curavić explained how his organization collaborates with governments, local authorities, and private-sector partners to deploy innovative solutions:

Large-scale coastal cleanup programs

Diving-based environmental monitoring

Youth and community training for ocean jobs

Technology-driven approaches to marine waste management

He described these initiatives as a bridge between environmental preservation and economic opportunity. In his words: “A clean ocean is not just an environmental goal—it is an economic strategy.”

Shipbuilding at a Crossroads: Innovation vs. Inaction

Curavić argued that today’s shipbuilding sector stands at a historic crossroads. One direction leads to outdated practices, rising emissions, and environmental degradation. The other direction leads to innovation—new materials, renewable energy systems, fuel-efficient engines, waste-free cruise operations, and circular-economy models.

He called for:

International regulations that push for cleaner fleets

Research and development in green marine technologies

Public-private partnerships to fund sustainable infrastructure

Ocean literacy programs that engage the next generation

Curavić made it clear that the maritime industry cannot evolve in isolation. It requires global alignment, technology transfer, and a renewed moral commitment to protecting the seas.

Toward a Resilient Blue Economy

The keynote concluded by framing the oceans as the world’s most critical economic frontier—not merely as a resource, but as a shared responsibility. Shipbuilding, trade, tourism, and environmental policy must work not in parallel, but in harmony.

Curavić’s final message was both optimistic and urgent:

“Together, we can build an ocean economy that is clean, resilient, and prosperous. But we must act now—because the ocean cannot wait.”

His speech served as a clear call for decisive leadership, innovation, and global unity. At a time when climate pressures are reshaping every sector of society, Curavić’s vision places the maritime world at the center of sustainable development—and challenges industry leaders to step up with bold, future-focused solutions.

The Disconnect: Macro Records vs. Micro Crisis

A distinct rift has emerged between the macroeconomic data presented by Ankara and the operational reality faced by hoteliers in Bodrum, Antalya, and Cappadocia. The Ministry of Culture and Tourism and the Turkish Statistical Institute (TÜİK) report that Turkey is breaking historical records in terms of visitor numbers. However, industry representatives, including the Association of Turkish Travel Agencies (TÜRSAB), argue that these “paper records” do not translate into filled rooms or sustainable revenue for the traditional hospitality sector.

The core of this paradox lies not in the falsification of data, but in the changing definition of a “visitor” and the structural shift in where these visitors choose to stay.

Anatomy of the Figures: Who Are These 60 Million?

To understand why hotels are empty while entry numbers soar, one must dissect the composition of the “visitor” statistics. The official headcount includes segments that contribute minimally to the formal hotel economy:

The “Expat” Factor (The Invisible 20%)

Approximately one in every five visitors entering Turkey is a Turkish citizen residing abroad. In the first quarter of 2024 alone, this demographic accounted for over 21% of total arrivals. While statistically counted as “tourists,” these individuals typically stay in their own properties or with relatives. They contribute to the retail and food sectors but are effectively “ghosts” to the hotel industry.

The Methodology Shift & Day-Trippers

Following a 2022 methodology revision by TÜİK, data collection shifted to include “Big Data” sources (GSM roaming, credit card usage). This allowed for a more accurate count of marginal entries, such as day-trippers crossing the Bulgarian and Greek borders for shopping in Edirne. While these hundreds of thousands of entries inflate the “visitor” count, they generate negligible value for the broader tourism ecosystem or resort hotels.

The Shadow Hospitality Sector

The second major factor undermining hotel occupancy is the leakage of demand into the unregulated or semi-regulated economy.

• The Airbnb Effect: Despite new strict regulations introduced in 2024 (“The Tourism Rental Law”), a significant portion of the accommodation market has shifted to short-term rentals. High hotel prices have pushed families and groups toward villas and apartments, which often operate in a grey area of the economy.
• “Closed-Circuit” Tourism in Antalya: A specific phenomenon in Antalya involves the large resident population of Russians and Ukrainians. Since the onset of the war, many have purchased property and now rent these units to their fellow nationals. A Russian tourist may fly to Antalya, stay in a Russian-owned apartment, and use Russian-operated transfer services. They appear in the arrival statistics but entirely bypass the Turkish hotel and service economy.
•  

The Economic Trap: The Inflation-Currency Scissors

Perhaps the most critical threat to the sector is the loss of price competitiveness. For decades, Turkey relied on a “high quality, low price” value proposition. In 2024, this model has fractured due to a specific economic conjunction:

• Hyper-Costs: Operational costs (food, energy, labor) have surged by over 100% due to local inflation.
• Suppressed Currency: The government’s policy to stabilize the exchange rate means the Euro/Dollar has not appreciated at the same rate as inflation.

The Result: To cover spiraling costs, hoteliers were forced to raise prices in foreign currency terms. Turkey has suddenly become an expensive destination compared to Egypt or even Spain. This pricing disparity sparked the “Greek Island Exodus,” where domestic Turkish tourists flocked to Greek islands (aided by the visa-on-arrival scheme) for significantly cheaper vacation alternatives, leaving domestic-focused hotels in places like Çeşme and Bodrum with low occupancy.

Strategic Outlook and Recommendations

The data suggests that the Turkish tourism model is at an inflection point. The obsession with “headcount” records is masking a deeper yield crisis. To correct this trajectory, the following strategic shifts are recommended:

1. Redefine Success: Move the primary KPI from “Visitor Numbers” to “Revenue per Available Room (RevPAR)” and “Net Retained Earnings.”
2. Structural Reform: The government must enforce the “Tourism Residence” model more effectively to integrate the shadow rental market into the tax system without stifling demand.
3. Financial Shielding: The tourism sector should be granted full “Exporter Status,” exempting it from certain currency conversion mandates and providing access to lower-cost Eximbank credits to weather the inflation crisis.
4. Market Diversification: A pivot away from the “Sea-Sun-Sand” mass model toward 12-month tourism products (Gastronomy, Health, and Cultural tourism) is essential to reduce seasonal volatility and attract higher-spending demographics.

Are the statistics lying? No. But they are telling a story of border crossings, not economic health. The record-breaking numbers on paper reflect a bustling country, but the empty lobbies reflect an industry priced out of its own market and bypassed by the changing habits of the modern traveler.

Our foundational values and beliefs are shaped over time through adolescence, life  experiences, and both personal and professional relationships. For me, leadership is  rooted in integrity, empathy, adaptability, and collaborative influence.

From a young age, my parents instilled in me the importance of high standards and never  settling for mediocrity. They taught me to lead by example, modeling the behavior expected  of others. I was also fortunate to be mentored by leaders who taught me the value of  earning trust through transparency, ethical behavior, and consistency, encouraging open  dialogue while taking full ownership of outcomes.

Early in my career, leading complex projects taught me the importance of having a clear  vision and making decisive, informed decisions. Working across hospitality and real estate  further sharpened my ability to focus on exceptional guest experiences while managing  assets strategically. I can establish expectations and bridge the owner as well operator  deliverables.

This diverse background is especially relevant today, as the tourism sector undergoes rapid  change and faces increasing demands for innovation, resilience, and sustainable growth.

What major shifts are currently shaping the tourism and hospitality industry?

Travelers around the world are planning their journeys with greater understanding,  passion, and practicality. The travel industry is undergoing a profound transformation  driven by technology, a growing focus on sustainability, and the rise of wellness tourism.  Today’s travelers seek more than just destinations, they crave authentic, experiential  journeys enriched with unique culinary oHerings that highlight local flavors and traditions.  They expect meaningful, purposeful travel and experiences that align with their values and  lifestyle. Technology is playing a pivotal role in reshaping travel by making it more seamless and  hassle-free. The rapid adoption of innovations such as hyper-personalization, smart room

automation, and the integration of environmental elements is redefining the guest  experience. Whilst travel is being democratized, with over tourism in some areas, travelers  are seeking new oH the beaten path destinations.

Trends like multi-generational travel are gaining momentum, while solo travel is seeing  significant growth, especially among Millennials and Gen Z. Strategic partnerships and  brand alliances are raising expectations and adding new oHerings across the industry.

As the world becomes increasingly unpredictable, safety and security concerns driven by  extreme weather events, climate change, and geopolitical tensions are becoming critical  factors in travel decisions. These issues can alter travel plans at short notice. Flight path  restrictions, visa limitations, entry barriers, economic sanctions, and rising travel costs are  all impacting international travel.

Ultimately, success will belong to those who innovate responsibly, adapt quickly, and  consistently deliver guest-centric experiences by leveraging technology for operational  excellence.

Sustainability is a major focus globally. How can hospitality brands move beyond  greenwashing to create measurable, long-term impact?

The travel and tourism industry must unite to create real solutions that protect both  people and the planet. Sustainability needs to go beyond marketing, it should be a core  part of business strategy. Today’s younger travelers are more informed and intentional,  choosing brands that reflect their values and make a positive environmental impact.

To meet this demand, destinations, brands, and organizations must be transparent and  commit to science based measurable goals. Clear goals and accountability across the  entire value chain are critical to earning the trust of guests, investors, and local  communities. In areas facing overtourism, adopting regenerative and community-based  tourism can drive inclusive growth and leave places better than before. Investments in  green infrastructure and biodiversity are no longer optional, they’re essential.

Tourism infrastructure often requires significant capital. What innovative financing  or partnership models do you see as most eLective?

Innovative financing is vital, particularly during times of economic and geopolitical  uncertainty. Though it is diHicult to identify one solution for all situations, several financing  vehicles are available. Hospitality real estate continues to see a surge in allocated capital,  particularly given its inflation hedging ability (daily leases) to price at short notice.

We are seeing public-private partnerships evolve with shared risk and community focus.  Private capital sources such as pension funds, sovereign wealth funds etc have always  been active participants in real estate market.

Blended finance and ESG-linked investment are unlocking capital by aligning commercial  and impact goals. Green bonds, as debt instruments, make capital available for  environmentally beneficial projects. Multi-stakeholder partnerships combining public,  private, and nonprofit expertise are enabling large-scale, destination-wide initiatives. These  models align economic returns with social and environmental value, ensuring sustainable  and inclusive growth.

Crowdfunding is democratizing access to real estate investment, allowing multiple  individuals to pool funds for investments. Peer-to-peer lending oHers faster, more flexible  financing than traditional banks, catering to short-term needs or bridge loans.

Technology is transforming travel. Which innovations excite you most, and where  do you see untapped opportunities?

Technology has drastically transformed the travel industry and continues to redefine  how travelers engage at every stage of their journey, from inspiration and planning, to  booking, experiencing and sharing travel stories. At the core of this transformation is the  drive to simplify the complex web of relationships within the travel value chain: travel  sellers, airlines, airports, hotels, and destinations.

Artificial intelligence (AI) is playing a pivotal role by enabling technology platforms to  enhance services and oHerings. With growing consumer demand for eHicient, stress-free,  and more personalized travel, AI allows businesses to deliver tailored experiences.

Platforms leveraging personalization and predictive analytics are revolutionizing guest  experiences and operational eHiciency by addressing individual needs in real time, while  AR/VR solutions provide immersive pre-travel exploration. IoT-powered smart infrastructure  contributes to both sustainability and operational eHiciency.

There is still significant untapped potential, however, fully realizing this opportunity  requires overcoming key challenges such as budget and resource limitations, data  fragmentation, lack of interoperability across systems, outdated legacy technologies,  evolving compliance requirements, and complex privacy laws.

The path forward lies in ecosystem-wide collaboration. A connected network of  stakeholders working together to adopt new standards, and share data securely, is critical  to enabling seamless travel experiences.

Ultimately, the industry must focus on eliminating redundant, cumbersome processes,  identifying key customer frustrations and prioritize eliminating pain point and redirect  resources toward guest centric initiatives, particularly hyper personalization. The winners  in this transformation will be those who embrace these advancements and can strike the  right balance between high-tech innovation and authentic human connection.

What lessons can global tourism leaders learn from each other about balancing  growth with resilience? And how can leaders act as bridges between cultures and  economies amid geopolitical fragmentation?

Tourism is a global industry, and by working collectively, leaders can learn from each  other’s experiences and best practices around the globe. Balancing growth and resilience  in tourism requires strategic, inclusive management. It’s not just about managing visitor  numbers but about creating policies that are adaptive, equitable, and environmentally  responsible. True resilience in the tourism sector stems from diversifying oHerings, aligning  stakeholders, and ensuring that both local communities and ecosystems benefit from  tourism activity. Sustainability and profitability are not mutually exclusive. Emerging  markets often bring innovation and a strong community focus, while mature markets  provide tested diversification strategies that can reduce dependency on single tourism  segments.

Tourism has the unique power to connect people and places, fostering cultural exchange,  mutual respect, and understanding. Leaders in this industry serve as both economic  drivers and cultural ambassadors, bridging gaps between communities, nations, and  perspectives. Tourism can transform communities creating jobs, driving inclusion, and  strengthening local economies while broadening horizons, not just geographically but  emotionally and intellectually. This sector also plays a crucial role in peace and security.  Governments and communities have a vested interest in maintaining safe and stable  environments, as a decline in tourism can have rapid and severe economic consequences.  In this way, tourism fosters dialogue and cross-border partnerships that transcend politics,  helping to build trust, resilience, and shared prosperity.

Having lived and worked around the world, I’ve become more convinced than ever that  people everywhere want the same things: safety, happiness, opportunity, and a better  future for their families. As more people travel and embrace the beauty of both our  diHerences and shared humanity, many outdated paradigms will naturally fall away.

What advice would you give the next generation entering tourism and hospitality?

The travel and tourism industry has been an incredible journey for me, oHering  opportunities that would have otherwise been diHicult to access. It’s a dynamic and ever evolving sector that makes continuous learning not only possible but essential. As the industry continues to transform, future leaders will need to focus on environmental  protection, support for local communities, and the integration of digital solutions to  enhance both customer experiences and operational eHiciency. These leaders must be  prepared to act as stewards of global resilience, equity, and prosperity.

Success in this global industry requires a unique blend of skills. Beyond industry-specific  knowledge, it is vital to develop strong communication abilities that transcend language  barriers, along with strategic thinking and problem-solving capabilities to eHectively  navigate uncertainty. Leaders must also demonstrate cultural sensitivity, embrace  diversity, and remain adaptable to changing market dynamics. A commitment to innovation  and lifelong learning will be key to meeting the evolving expectations of travelers in a rapidly  shifting landscape. And above all, it’s important to enjoy everything this remarkable  industry has to oHer.

Looking forward, what personal or professional projects excite you most that align  with your vision for the industry’s future?

I have always been passionate about projects that integrate innovation, sustainability,  and community empowerment. I am particularly committed to mentoring technological  initiatives that enhance travel experiences across every touchpoint of the traveler journey,  delivering both exceptional service and meaningful impact.

Equally important to me is supporting the next generation of leaders helping them cultivate  purpose driven, resilient mindsets that will shape a more sustainable and equitable future  for the industry.

As I continue to speak at conferences and industry events, I remain dedicated to  advocating for travel and tourism as a powerful force for good driving positive change for  people, places, and the planet.

Pilgrimaps began as a response to two intersecting needs: the rediscovery of slow travel rooted in cultural memory, and the growing call for inclusive platforms that treat pilgrimage as a universal human impulse—not one bound to a single tradition. Many travel magazines still treat “religious tourism” as a niche, which in some senses it is—but it is also one of the fastest‑growing segments in global tourism. The religious tourism market was estimated at about USD 254.3 billion in 2023 and is projected to reach USD 671.9 billion by 2030, with a compound annual growth rate of ~15.3 %. That scale puts it on par with many “mainstream” travel sectors.

Seen this way, pilgrimage and sacred‑site travel are not just a commercial opportunity—they are a means to promote awareness of layered heritages to a growing audience. Many of these sites embody histories and identities shared across faiths and cultures; preserving them helps sustain plurality in a world of increasing homogenization.

Your platform is described as “holistic storytelling,” connecting sacred routes with art, food, history, and traveller wellbeing. Can you share an example of how this approach transforms a pilgrim or traveller’s experience compared to traditional guides?

Pilgrimaps shifts the focus from “routes” to the broader cultures of movement and encounter. While many platforms provide logistics, we embed those paths within living contexts—culinary practices, seasonal rituals, healing traditions, and everyday gestures of hospitality that define the journey as much as the destination.

By spotlighting lesser-known routes, we invite travellers into ecosystems where pilgrimage isn’t a product, but a shared rhythm—maintained by farmers, cooks, artisans, and guides. The result is a slower, more attentive form of travel that fosters reflection without requiring devotion, and encourages ethical engagement with communities along the way. Our storytelling makes space not only for guidance, but for understanding.

One of Pilgrimaps’ innovations is its “verified-by-design” itineraries. How do you work with local institutions, custodians, and faith communities to ensure reliability, cultural integrity, and respect for traditions?

Every itinerary we feature in our website is shaped collaboratively. We partner directly with site custodians—whether municipal archivists, caretakers, or local NGOs—as well as historians, urban planners, and, where appropriate, representatives from faith communities. Verification is not just about fact-checking; it’s about listening to those who inhabit these spaces and carry their knowledge. Our editorial team works through a multi-stage review process to ensure that what we publish reflects not just historical accuracy but cultural accountability. It’s a lot of work, but it surely pays off.

Beyond mapping routes, Pilgrimaps also aims to foster social cohesion, support small businesses, and promote responsible, site-sensitive travel. Which of these impacts have you seen most clearly so far, and can you share a success story?

Our ongoing collaboration with Malta offers a clear example. This small Mediterranean nation has partnered with us twice—soon three times—and our data suggests we’ve contributed to a marked rise in interest in Malta’s religious destinations, from prehistoric sites to Christian pilgrimage routes. By presenting the layered heritage of these paths in full context, we’ve helped redirect visitor flows toward lesser-known parts of the archipelago. This fosters a more distributed, site-sensitive economy. Crucially, religious-cultural tourism isn’t seasonal, so it brings steadier support to small local businesses year-round.

You have already collaborated with cultural bodies and pilgrimage routes in Europe and Latin America. What role do partnerships play in Pilgrimaps’ growth, and how do you see collaboration shaping the future of intercultural tourism?

Partnerships and grassroots collaborations are the backbone of what we do. Pilgrimaps exists to provide a platform for all institutions—large or small, public or private—tasked with preserving the heritage woven around pilgrimage routes. In Europe, we’ve worked with local cultural organizations in places like Valencia and Extremadura; in Latin America, we’ve aligned with postcolonial mapping initiatives and language preservation groups (as in the case of Paraguay, for example).

The future will be collaborative or it will not be—because heritage cannot be safeguarded through imposed narratives. Our work relies on local custodianship to ensure that what is shared reflects the voices, memories, and priorities of those who inhabit these landscapes. This isn’t just a strategy for dissemination—it’s an act of preservation. By resisting a top-down model, we open space for polyphonic storytelling, where intercultural tourism becomes a dialogue rather than a display.

How do you imagine the platform evolving over the next five to ten years in terms of technology, inclusivity, and its contribution to intercultural dialogue?

Technologically, we’re building toward a more immersive and accessible platform. We’re currently developing our app, which will include a pedometer feature allowing users to choose an itinerary and listen to site-specific stories—drawn from our collaborative research—while walking or jogging. It’s a way to connect movement with meaning, and to bring intercultural dialogue into everyday routines.

Beyond that, we’re prioritizing augmented route reconstructions, expand the languages in which the site is published (Arabic and French being prioritized for now), local-language audio, and offline access for remote segments. Tools for low-vision navigation and multilingual storytelling will ensure broader accessibility. Our upcoming focus includes expanding coverage in underrepresented regions of Africa and Southeast Asia, and increasing access to oral history archives along lesser-known routes. Pilgrimaps remains committed to making intercultural dialogue a lived, daily practice—embodied in every map, story, and step.

Built on 18 key variables, the Index combines two core dimensions:

Context indicators such as internet penetration, education levels, air connectivity, GDP, exchange rate, FDI inflows, corruption perception, political stability, inflation, price competitiveness and economic growth; and

Tourism-specific indicators including international arrivals, tourism’s share of exports, UNESCO World Heritage sites, hotel stock and available rooms, occupancy rates and total tourism expenditure. 

This dual-axis framework turns fragmented data into an integrated view of global tourism performance and is designed as a decision-making tool for investors and policymakers seeking to identify resilient, high-opportunity destinations. 

Download the World Tourism Investment Index here.

United Kingdom tops the global ranking

According to the 2025 edition, the United Kingdom leads the global Top 10 ranking, driven by strong air connectivity, rich cultural heritage and very solid governance. London’s position as a global hub for finance, culture and business travel consolidates the UK’s role as a prime destination for high-value tourism investment. 

The Top 10 countries in the World Tourism Investment Index 2025 are: 

• United Kingdom

• France

• Spain

• United States

• Canada

• Sweden

• United Arab Emirates

• China

• Portugal

• Italy

Each of these markets shows a strong balance between economic fundamentals, governance, connectivity and tourism-market strength. Their shared advantages include stability, strong aviation links, diversified tourism products and robust institutional frameworks. However, the report also flags challenges such as high operating costs, sustainability pressure and, in some cases, market saturation, especially in mature European and North American destinations. 

The Index highlights:

France as the world’s most visited destination, with Paris leading in museums, gastronomy and architecture and ranking among the top three in international tourism receipts.

Spain as a global leader in international arrivals and hotel occupancy, powered by its combination of coastal tourism, iconic cultural assets like the Alhambra and Prado, and world-class gastronomy.

United States as the world’s largest economy with the strongest air connectivity and the top position in international tourism spending, thanks to a diverse offer that ranges from major cities to national parks and entertainment hubs.

Canada for its strong governance, political stability and nature-based tourism assets, from the Rockies to northern wilderness regions.

Sweden for its outstanding governance and sustainability performance, high heritage value and very high spend per visitor despite relatively modest arrival volumes.

United Arab Emirates for its role as a global aviation hub and a focal point for luxury tourism and mega-events.

China for combining the world’s second-largest GDP with the highest number of UNESCO World Heritage Sites (56) and rapid growth in both domestic and international tourism.

Portugal and Italy for their rich heritage, strong brands in gastronomy, wine and culture, and increasing appeal to digital nomads and experiential travelers. 

Regional leaders: where investment momentum is building

Beyond the global Top 10, the Index identifies the top three performers in each major region, illustrating how different continents are positioning themselves in the tourism investment landscape. 

Europe: United Kingdom, France and Spain remain at the forefront, underpinned by dense air networks, institutional stability and unrivalled cultural heritage—but also facing urgent sustainability and over-tourism challenges in key cities.

North America: United States, Canada and Mexico combine massive tourism scale and strong connectivity; their main vulnerabilities relate to high operating costs, governance and security concerns in some markets.

Asia: China, Thailand and Japan stand out by mixing rapid growth, strong heritage and huge domestic markets. Sustainability, congestion and governance remain the region’s main long-term tests.

Middle East: United Arab Emirates, Saudi Arabia and Qatar showcase how targeted investment, branding and air connectivity can rapidly propel destinations into the global tourism spotlight, particularly in luxury, events and religious tourism.

North Africa: Morocco, Tunisia and Egypt leverage rich cultural heritage and favorable exchange rates to stay competitive, though they continue to manage political risk and diversification needs.

Sub-Saharan Africa: South Africa, Mauritius and Rwanda are highlighted as emerging safari and eco-tourism powerhouses, blending unique biodiversity with improving governance and national branding.

Caribbean: Panama, Costa Rica and the Dominican Republic lead through air transport hubs, biodiversity-driven tourism and established all-inclusive models, while grappling with climate vulnerability and market dependence.

South America: Peru, Argentina and Colombia combine world-class nature and culture—from Machu Picchu to Iguazú Falls and Cartagena—but must strengthen infrastructure and macroeconomic stability to unlock full investment potential.

Oceania: Australia, New Zealand and Fiji are recognised for nature, safety and mature tourism ecosystems, with opportunities in sustainable tourism and niche products like adventure, diving and eco-resorts. 

Tourism as a strategic engine of economic development

The World Tourism Investment Index 2025 underscores that tourism is no longer just a leisure or cultural activity—it is a strategic driver of economic transformation. The data confirms that countries combining strong connectivity, institutional stability and high occupancy rates are those that consistently attract greater investment and generate more sustainable tourism growth. 

For governments, the Index offers a roadmap for prioritising reforms and investments in areas such as air accessibility, safety, education and digital readiness. For investors, it indicates where market potential, governance quality and resource availability converge to create resilient, future-ready destinations.

The report concludes with a clear message: competitive tourism destinations are built on solid institutions, reliable infrastructure and compelling natural or cultural assets—continuously reinforced by innovation and strategic investment. Under its guiding motto, “Reshaping Economies Through Tourism,” the World Tourism Forum Institute positions the 2025 Index as a key reference for the next wave of global tourism investment.

Download the World Tourism Investment Index here.

As the Global Tourism Forum (GTF) Annual Meeting 2025 in Brussels moved into its final stretch, one of the closing sessions turned the spotlight back onto the biggest disruptor in the room: artificial intelligence.

Under the theme “Immersive Economy: The Convergence of AI & Hospitality,” TV news anchor Laura Buckwell moderated a fast-paced, highly practical conversation with Şekip Hardal, Vice President of WTFI-USA, and Ylka Reiss, Vice President of Strategic Alliances at Silicon Valley–based edtech company ID Tech.

What emerged was a clear message: AI is no longer a futuristic buzzword. It is already embedded in the guest journey, the back office, and the boardroom – but the heart of hospitality must, and will, remain human.

AI as a Time Machine for Professionals

Despite describing himself as “not a tech person,” Şekip Hardal was very clear about one thing: the most valuable gift AI gives professionals is time.

A lawyer by training, Hardal explained that he now uses AI tools daily to review contracts and legal documents—not as a replacement for his judgment, but as an accelerator.

“For me, the most important thing for professionals is time. AI gives us a lot of time,” he said, noting that tasks that once took hours can now be completed in a fraction of that, whether it’s preparing interviews, drafting documents or reviewing complex agreements.

His workflow is simple: let AI scan, summarize and highlight issues, then apply his two decades of legal experience on top. That combination, he said, “gives real value” to his career.

The key, the panel agreed, is seeing AI as a co-pilot, not a pilot. It speeds things up, but humans still sign off on the final decision.

Inside the “Smart Sanctuary”: Hyper-Personalization in Action

If Hardal represented the practical, back-office use of AI, Ylka Reiss brought the audience straight into the guest experience.

Having started her career in luxury hospitality with Small Luxury Hotels of the World, Reiss now sits at the intersection of technology, education and social impact in Silicon Valley. From her home base near Google’s headquarters, she sees AI-driven hospitality in its most advanced form.

She described a nearby hotel founded by a former Oracle executive whose concept is built around a “smart sanctuary” and a frictionless guest journey:

Guests bypass the front desk completely and go straight to their rooms via a mobile app.

Temperature, lighting and even the content on the TV are pre-set to personal preferences.

Family photos are cast automatically on the in-room screen, turning a hotel room into something that feels like home.

The system already “knows” she is a runner and proactively suggests the nearest trail, just a quarter mile away.

It also knows she prefers Michelin-starred restaurants and recommends them accordingly.

“The thought behind it,” she explained, “is genuinely meeting the guest where they are and freeing up the back of the house so staff can deliver those high-touch moments.”

The takeaway: AI handles the frictions; humans deliver the feelings.

From Luxury to Neighborhood Hotels — and Fast Food Counters

While these examples sound very “ultra-luxury”, Reiss argued that AI’s real impact may actually be stronger in the mid-scale and independent segments.

She shared a striking statistic: 80% of hotel chains are already using AI in some form, but only 7% have a clear blueprint for how to deploy it strategically. That gap, she said, creates a huge opportunity for independents who can move faster and design AI into their operations from day one.

One Chicago neighborhood hotel that opened in March 2020 did exactly that—designing a tech-forward, AI-enabled property where:

Processes are streamlined end-to-end

Operations are optimized in real time

The guest experience is curated intelligently through data

And hospitality is not the only sector crossing into this immersive, AI-enhanced economy:

NVIDIA, now the world’s largest company by market cap, is working with Yum Brands (Pizza Hut, Taco Bell, Burger King and others) on AI systems that recommend add-ons, accelerate ordering and reduce friction at quick-service restaurants.

Waymo, the autonomous vehicle company, is redefining how guests move between touchpoints—airport, hotel, restaurant—through driverless, app-based rides that generate terabytes of data and, as Reiss noted, are statistically 92% safer than human-driven cars.

For solo travelers like her, the feeling of safety and predictability in an autonomous vehicle becomes a core part of the overall travel experience.

The One Thing AI Can’t Do: Unreasonable Hospitality

For all the talk of data and automation, Reiss repeatedly pulled the conversation back to the essence of hospitality.

She reminded the audience that hospitality dates back to around 15,000 BC, when welcoming and nurturing a guest was considered a sacred honor—and that core hasn’t changed, nor will it.

To illustrate the difference between what AI can do and what it shouldn’t try to do, she referenced the book “Unreasonable Hospitality,” which celebrates small, unforgettable gestures that no algorithm could have designed:

A New York restaurateur overhearing that a table of guests had eaten at every Michelin-starred restaurant in town but never had a New York hot dog.

The team rushing outside to buy one from a street vendor, preparing it in the kitchen, and serving it as a surprise.

Those are the moments, she emphasized, that “AI can’t deliver and that won’t go away.”

She then offered a deeply personal example: returning to the Mansion on Turtle Creek, a Rosewood property in Texas, after ten years away. The maître d’ greeted her by name, brought her favorite margarita (with Chambord, no salt) and seated her at her preferred table—all from memory, not from a database.

These stories anchored a central theme of the session: AI should free humans from routine tasks so they have more time to create magic, not replace that magic with code.

Guests Still Want a Choice – Not a Robot Wall

Moderator Laura Buckwell voiced a familiar frustration: the rage of calling a bank, getting trapped in an automated system, and begging to speak to a human.

Both speakers acknowledged that badly implemented automation creates friction, not removes it.

Reiss argued that:

Well-designed chatbots are already becoming more natural, more helpful and better at routing guests to real solutions.

The goal is not to remove humans, but to let guests choose:

Self-service and automation when speed matters

Human interaction when empathy, nuance or reassurance are needed

Hardal, describing himself as “old school,” warned against the belief that “we need AI for everything.” He stressed that AI is still in its early stages and that final decisions, especially in complex or emotional contexts, should remain with people—at least for now.

Building the Bridge: Tourism, Tech and Governments

The session also underlined a major strategic gap: collaboration between the tourism industry and the tech world is still far from where it needs to be.

From his vantage point as Vice President of WTFI-USA, Hardal said he sees many:

Governments

Hospitality companies

Developers

who are not yet fully collaborating with tech companies on AI, despite attending the same forums and sharing the same challenges.

His aim, particularly in the run-up to the Global Tourism Forum Americas Summit in Miami (15–17 April 2026), is to change that. He plans to work closely with eMerge, one of the leading tech event organizers in Miami, to integrate dedicated AI and technology sessions into the GTF program—bringing tourism leaders and tech innovators into the same room with purpose.

Reiss, meanwhile, pointed out that from her base in Silicon Valley she already leads partnerships with Amazon, Microsoft and NVIDIA, and sees “unlimited possibility” for deeper collaboration with travel and hospitality players worldwide.

Hardal summed it up simply:

“Global Tourism Forum should be a big platform where tourism collaborates with many different markets… technology, construction, hospitality, government – tourism is everything.”

The Hotel of 2030: AI-Driven, Human-Led

Looking ahead to 2030, both speakers agreed on what the hotel of the near future will look like:

AI-driven and hyper-personalized, with seamless interactions and sustainable practices built-in

Frictionless travel from door to door:

AI planning and booking complete trips based on natural language prompts (“23rd anniversary trip with my husband, what do you recommend?”)

Biometric security at airports

Autonomous, app-based transfers

Seamless, contactless check-in at the hotel

Human interaction reserved for high-value, high-emotion moments that define a stay

Hardal believes we are already seeing the early version of this future in hotels where guests can check in online, never queue at a front desk and still feel that the experience has been tailored to them.

Reiss added that, within five years, hotels will finally start using guest data “for good”—not to intrude, but to meaningfully customize experiences, from room preferences to local recommendations. Data privacy and fear around AI, she acknowledged, are real concerns, but she expects trust, regulation and better design to evolve alongside the technology.

As the session closed in Brussels, one thing was clear: the immersive economy is not about replacing people with machines. It’s about designing a world where AI quietly handles the complexity, while humans remain at the center of hospitality—remembering your drink, spotting your unsaid wishes, and turning a stay into a story worth telling.

And platforms like the Global Tourism Forum are positioning themselves as the place where those two worlds finally learn to speak the same language.

I think this can best be explained in the words of Green Rock and Green Rock Foundation founder, Mareta Gevorkyan:

“The idea behind Green Rock is to show that even a small town can grow in a balanced way — with culture, tourism, education, and community life developing together. In Dilijan, we focus on eco-friendly construction, public spaces, and cultural projects that make the town more livable and inviting.
 

Each project shifts the town’s texture in ways that are steady and tangible. What matters is not the size of the initiative, but the change it allows — how it opens space for people to live, work, and create with more continuity and care.”

The Multifunctional Complex in Dilijan is described as a “city-within-a-city,” bringing together a hotel, cultural venues, gastronomy, and retail. How do you see this ecosystem reshaping tourism and everyday life for both residents and visitors?
 

Dilijan is often seen as a one-day destination because of its proximity to Yerevan and Tbilisi. The new ecosystem is designed to change that — with concerts at the Music Hall, extensive spa and retail area at the hotel, coworking spaces, cultural venues, restaurants, and public areas that encourage people to stay longer.

For local residents, it creates opportunities to start businesses and build careers in international-level hospitality. A large art park will also become a new anchor, bringing together culture, nature, and community life, while making the town more attractive for digital nomads and creative professionals who value both inspiration and modern facilities.

Sustainability runs through your initiatives, from the Green Cab hybrid taxi service to eco-friendly construction. How do you balance ambitious development with environmental responsibility in a small but fast-evolving town like Dilijan?

For local residents, the impact comes with new opportunities to open businesses, develop careers in international-level hospitality, and engage more actively in the life of the town.

To ensure this growth happens responsibly, Green Rock follows the principle of long-term sustainability — minimizing ecological footprint during construction and ensuring that our projects remain environmentally resilient for decades to come. Our developments also pursue EDGE certification, which verifies at least 20% savings in energy, water, and materials.

Some of our key projects will use solar panels for renewable energy and feature green roofs that lower CO₂ emissions and integrate with the surrounding forest.

Education is a pillar of your work, with Apicius Armenia opening as the region’s first international hospitality school. How do you see such initiatives creating long-term opportunities for Dilijan’s youth and linking education directly to jobs?
 

For us, education is not separate from other developments — it’s part of the same ecosystem. Through the Green Rock Foundation, we invest in scholarships and mentoring, and at Apicius Armenia students are trained to international standards with full support to make education accessible locally.

What we’ve learned is that investments in education bring more benefits than it might seem at first. They don’t just give young people a chance to study — they prepare local talent for the new tourism infrastructure, from the hotel and Music Hall to cultural centers and restaurants. This way, education becomes a strategic investment: it helps the community grow and at the same time provides the company and the wider sector with the skilled professionals needed for sustainable development.

You’ve said that a hotel is not a destination but an entry point. With supporting projects like the renovated Dilijan Sports Complex and redesigned Corn Kiosks, how does Green Rock extend that “entry point” into a wider ecosystem of culture, tradition, and community life?
 

Projects like the Dilijan Sports Complex and the Corn Kiosks are designed first of all for the community. We are sure that when you invest in people and everyday life, the city gains a much stronger foundation for growth.

Partnership is one of our core values, so we work closely with local businesses, the municipality, and residents. This way, even small projects like restoring a sports hall or reimagining traditional kiosks can become part of a larger ecosystem bringing value to Dilijan.

Around the world, tourism and hospitality are increasingly shaped by digitalization and artificial intelligence — from smart mobility to personalized guest experiences. How do you see technologies like AI playing a role in future Green Rock projects or in Dilijan’s evolution as a destination?

Technology is becoming part of how people choose and experience destinations. For us, AI can help personalize guest services, improve efficiency in hotels and restaurants, and make mobility in the town smarter and more sustainable.

It also creates new opportunities for local businesses — from digital visibility to data-driven tools that help them reach international audiences. In this sense, AI is not separate from tradition, but a way to make Dilijan more connected, welcoming, and competitive as a destination.

Moderated by Frederico Fernandes, CEO of WIZE, the panel featured:

Alper Kaşıkçı, General Manager for Luxembourg & Belgium, Turkish Airlines

Serguei Poppeleer, CEO, Bleriot Group

Together, they provided a rare inside look at how airlines, fuel innovators and regulators are navigating the monumental shift to sustainable aviation.

From Ambition to Implementation: Aviation’s Most Complex Transition

Opening the session, Fernandes underscored the industry’s central challenge:

“We are now at the intersection where sustainability is not just a moral imperative, but a market mandate.”

The question facing aviation today: how to move from political commitments and climate declarations to real fuel in the tanks, measurable emission cuts, and scalable technologies.

Turkish Airlines: Growth, Global Reach, and a Commitment to Net Zero

With one of the world’s largest route networks and over 320 destinations and 500+ aircraft, Turkish Airlines stands at the heart of global aviation. For Alper Kaşıkçı, sustainability is now inseparable from growth.

Reflecting on the airline’s evolution over 15 years, Kaşıkçı noted:

• From 80 destinations to over 320

• From 80 aircraft to over 500

• Nearly 90 million passengers projected in 2024

But he stressed that Turkish Airlines’ core success lies not in numbers, but in trust:

“We have placed a sympathy in the hearts of passengers. That is the real driver of growth.”

Decarbonization Strategy: 2050 Neutrality Target

Aligned with Türkiye’s ratification of the Paris Agreement and its 2053 national net-zero commitment, Turkish Airlines has mapped out a multi-pillar decarbonization plan:

• Next-generation, fuel-efficient aircraft

• Expanded use of Sustainable Aviation Fuel (SAF)

• Renewable energy

• Carbon offsetting

• Operational efficiency upgrades

The airline also complies with key global mandates including CORSIA, EU ETS, UK ETS and ReFuelEU, all of which impose significant costs—yet Turkish Airlines does not shift these costs to passengers.

“We do not reflect SAF costs in ticket prices unless a passenger voluntarily chooses to contribute.”

A “SAF contribution option” is already available through the airline’s website and mobile app.

The Startup Perspective: SAF, Feedstock & Friction

Representing the frontier of sustainable fuels, Serguei Poppeleer of Bleriot Group offered a grounded, technical view of what stands between aviation and large-scale decarbonisation.

Bleriot Group produces SAF by converting vegetable oils and food waste into certified jet fuel. While the technology exists, the obstacles are substantial:

1. Technological Constraints

Refinery technologies developed in Europe are not easily transferable to African regions where infrastructure—electricity grids, transport networks, specialized plants—are limited.

2. Policy Gaps

Voluntary schemes like CORSIA are not enough to drive mass demand.

“You may have the intent to decarbonize, but policies must incentivize SAF usage.”

3. Financing Barriers

Banks remain hesitant.

“SAF is still not fully bankable. Traditional banks do not understand the business model.”

Instead, SAF producers rely heavily on:

• Airline partnerships

• High-net-worth investors

• Impact-driven capital

4. Feedstock: Barrier in Europe, Opportunity in Africa

Europe faces strict limits on allowed feedstock and insufficient local supply.
Africa, however, has vast untapped potential—particularly on post-mining lands not suitable for food production.

Poppeleer emphasised:

“Africa can become a major supplier of feedstock and SAF, with both environmental and social benefits.”

Partnerships: The Missing Link to Scale SAF

Kaşıkçı and Poppeleer agreed: collaboration between airlines, refineries, governments, airports, and innovators is essential.

Turkish Airlines has already signed multiple MoUs with SAF producers in Türkiye, positioning the country as a future regional hub for sustainable fuels.

“Partnerships are crucial. We work closely with fuel suppliers and technology partners to scale SAF production.”

 

Who Pays for Sustainability? Impact on Passengers

One of the biggest concerns in public debate is how SAF will influence ticket prices.

Kaşıkçı was unequivocal:

• Turkish Airlines currently absorbs SAF and compliance costs.

• Passengers may voluntarily pay more, but the airline does not impose extra fees.

• This approach, he suggested, is part of why the airline continues to win the hearts of passengers and global awards.

Awards, Growth and Recognition

Asked about his favourite recent accolade, Kaşıkçı highlighted:

• Skytrax: Best Airline in Europe

• Guinness World Record for the airline flying to the highest number of destinations

EcoVadis Silver Sustainability Medal

“Because sustainability is our topic, EcoVadis is especially meaningful.”

Towards a Decarbonised Future: Teamwork Across Continents

The session ended on a note of collective responsibility:

“Decarbonizing aviation is teamwork,” Kaşıkçı reminded the audience.
“Governments, passengers, suppliers, innovators—everyone must take part.”

Poppeleer echoed this sentiment:

“Europe needs Africa, Africa needs Europe. SAF will scale only through partnership.”

Conclusion: The SAF Market is Not Ready—But It’s Quickly Becoming Inevitable

Aviation’s sustainability transition is no longer abstract. Regulatory pressure is mounting, technological frameworks (like CORSIA) are improving, and airlines like Turkish Airlines are turning strategy into action.

Yet the road ahead requires:

• More investment

• Clearer policies

• Scalable feedstock

• Bankable SAF projects

• Cross-continental cooperation

As Fernandes closed the session, he noted the industry’s new reality:

“The journey to net zero cannot be postponed. The next leap is not philosophical—it is operational.”

And for the first time, the aviation sector seems ready to make that leap together.

After early roles in education and public administration, Dr. Garayev entered government at a critical moment in Azerbaijan’s modern history. 

He served as:

Minister of Youth and Sports (1994–2001)

Minister of Youth, Sport and Tourism (2001–2006)

Minister of Culture and Tourism (2006–2018)

Minister of Culture (2018–2020)

In parallel, he was First Vice-President of the National Olympic Committee of Azerbaijan, helping to position the country as a dynamic host for international sporting events. Throughout his ministerial career, he played a central role in shaping Azerbaijan’s tourism strategy – from developing Baku as a global events destination to promoting the country’s rich cultural heritage along the historic Silk Road.

On the international stage, Dr. Garayev is widely recognised for launching and championing the “Baku Process” and the World Forum on Intercultural Dialogue, organised in partnership with UNESCO, the UN Alliance of Civilizations, UN Tourism and other global partners. Under his leadership, Baku became a key platform for ministers, experts and cultural leaders to discuss dialogue between civilizations, cultural diplomacy and the role of culture in peacebuilding.

He has held numerous leadership roles in international organisations, including chairing conferences of culture and tourism ministers in the Islamic world, serving on the Executive Council of UN Tourism, and presiding over sessions of the UNESCO World Heritage Committee. These responsibilities have cemented his reputation as a bridge-builder between regions, cultures and institutions.

Alongside his public service, Dr. Garayev has remained active in academia, teaching and publishing on culture, philosophy and tourism management. Multilingual and globally engaged, he continues to advise on strategies that connect culture, tourism, investment and sustainable development.

Key Roles & Functions

• Former Minister of Culture and Tourism, Republic of Azerbaijan

• Former Minister of Youth and Sports, Republic of Azerbaijan

• Former Minister of Culture, Republic of Azerbaijan

• First Vice-President, National Olympic Committee of Azerbaijan (former)

• Founder and key architect of the Baku Process and World Forum on Intercultural Dialogue

• Former Chair / President in multiple international cultural and tourism bodies (UNESCO, UN Tourism, OIC, TURKSOY, ISESCO)

Speaking at the opening ceremony of the Africa Women Conference Ghana 2025, a three-day gathering of women leaders, creatives, and policymakers in Accra, Hon. Afeku underscored the vast potential of Africa’s creative industries—particularly for women. She emphasized that the sector, when strategically supported, is capable of generating both economic empowerment and cultural influence at a continental scale.

“The creative sector is definitely a pathway for Africa’s sustainable development,” she said, noting that the industry’s global worth stands at US$2 trillion, according to the International Finance Corporation (IFC). She highlighted that the creative economy already provides substantial revenue streams for small businesses and creates critical employment opportunities, “especially for women.”

Hon. Afeku also cited recent remarks by the Secretary-General of the African Continental Free Trade Area (AfCFTA), Dr. Mkhize, who reaffirmed that Africa’s creative industries generate US$50 billion annually—a figure that reflects both untapped potential and the growing importance of the sector to the continent’s economic future.

In her address, she urged women creatives, entrepreneurs, and leaders to form strategic alliances and seize opportunities across interconnected cultural fields including film, arts, museums, fashion, music, food, tourism, and cultural infrastructure.

Her most powerful appeal centered on the bold proposition to build a women-led ECOWAS Film Village, a space designed to elevate African storytelling and secure economic independence for women across the region.

“What stops us from telling our own story?” she challenged the audience. “What hinders us from setting up an ECOWAS Film Village—women-led? Nothing.”

Calling it a “clarion call,” Hon. Afeku stressed the importance of networking, collaboration, and shared purpose to unlock new pathways for creative growth. She concluded that such a film village would not only nurture talent but also strengthen Africa’s cultural identity while driving inclusive, sustainable development.

The Africa Women Conference 2025 continues in Accra through November 21, bringing together delegates from across the continent to build solutions for women’s leadership, economic empowerment, and African development.

The Middle East and Africa remain among the most dynamic frontiers for hospitality investment. Three trends stand out. First, diversification of economies- particularly in the Gulf, has positioned tourism as a strategic growth engine. Governments are deploying sovereign funds to anchor mega-developments that will redefine destinations. Second, leisure-led mixed-use projects are gaining momentum. Investors are prioritizing integrated resorts, branded residences, and lifestyle experiences that extend revenue streams beyond room sales. Third, capital discipline is sharper than ever. Investors are scrutinising feasibility with a global lens, comparing risk-adjusted returns across asset classes. This reflects a wider global trend: capital is flowing toward projects that demonstrate resilience, scalability, and alignment with long-term ESG priorities. The common denominator is value creation through differentiation, whether cultural authenticity, wellness, or immersive experiences that positions hotels as anchors of broader destination ecosystems.

AI, Digitalisation & Hotel Valuation Models

Technology is no longer just an enabler; it is a strategic driver of hospitality investments. But its true value emerges only when paired with experienced advisory insight. At HVS, we see AI reshaping three domains, always through the lens of expertise and judgment.

In feasibility and forecasting, machine-learning models process vast datasets, but it takes an advisor to interpret assumptions and translate outputs into actionable strategies. In asset management, digital twins and IoT optimize energy and staffing, yet consultants align these efficiencies with market positioning and long-term value. In valuation, real-time RevPAR and sentiment analysis enhance accuracy, but human perspective ensures context while considering market cycles, regulations, and competitive dynamics that AI alone cannot capture.

The future is clear: investors who combine digital tools with seasoned advisory expertise will unlock both efficiency and resilience.

Sustainability & ESG Imperatives

ESG is no longer optional, it is a prerequisite for capital allocation. In our advisory work, we see three practical applications. First, design and construction: developers are integrating LEED and WELL standards from day one, not as an afterthought. Passive cooling, smart façades, and renewable energy integration are now embedded in feasibility studies. Second, operations: hotels are adopting water-saving technologies, waste-to-energy solutions, and AI-driven building management systems to lower operating costs while meeting stakeholder expectations. Third, governance and reporting: investors increasingly demand measurable ESG outcomes tied to financial performance.

Best practices include embedding sustainability KPIs into operator agreements and ensuring accountability is shared between owners and brands. For example, we advised a Gulf-based resort project that achieved a 25% reduction in energy intensity by aligning design, procurement, and operator incentives around ESG goals. The industry’s future competitiveness will hinge on such integrated approaches, where sustainability is a value driver rather than a compliance cost.

Evolving Market Dynamics & Consumer Behaviour

Hospitality demand has fundamentally shifted. Post-pandemic recovery has been uneven, but certain patterns are clear. Younger travellers, especially Gen Z and millennials, are driving growth with preferences for authentic, tech-enabled, and sustainable experiences. They value flexibility, communal spaces, and wellness-oriented amenities over traditional luxury markers.

For owners and operators, the implication is twofold. Development pipelines must prioritise adaptive products: lifestyle brands, serviced apartments, and hybrid concepts that blend work, leisure, and community. At the same time, existing assets must be repositioned by reimagining F&B spaces, investing in digital guest interfaces, and embedding wellness and sustainability at the core of the brand promise.

We also see a growing emphasis on the “experience economy.” Hotels are no longer just accommodation providers but cultural hubs. The winning formula will be personalisation powered by technology, coupled with genuine storytelling rooted in local culture. Investors who recognise this behavioural shift will capture outsized value.

Your Leadership Journey & Vision for Hospitality’s Future

My leadership journey at HVS has been anchored by one principle: trust is the currency of advisory. Numbers and data are essential, but what truly matters is the ability to translate those insights into strategies that align with a client’s ambitions. Whether advising sovereign wealth funds, family offices, or global hotel brands, I have found that credibility is built on context and on understanding not only the investment but also the people, priorities, and long-term vision behind it. Balancing analytical rigor with empathy has been central to earning the confidence that sustains lasting relationships.

Over the years, I have also learned that leadership is as much about navigating change as it is about providing direction. The hospitality industry is constantly shaped by forces beyond our control, from economic cycles, geopolitical shifts, to global crises, and now, the accelerating pace of technological disruption. Adaptability has therefore been my first guiding lesson: the willingness to challenge assumptions, rethink business models, and embrace innovation even when the path forward is uncertain.

The second lesson is collaboration. Hospitality is not an isolated business; it is an ecosystem where success depends on alignment across multiple stakeholders including owners, operators, governments, financiers, and communities. True leadership lies in bringing these voices together, balancing sometimes competing objectives, and creating a common platform for sustainable growth. I have seen firsthand how projects succeed when all stakeholders feel ownership of the outcome, and how they falter when collaboration is absent.

Looking ahead, I believe the hospitality sector is entering one of its most transformative decades. In this landscape, HVS’s role is to be more than an advisor, we are a trusted partner in transformation. Our mission is to help investors de-risk decisions by applying deep local insights and global benchmarks; to guide brands in repositioning assets for a new generation of travellers; and to support governments in shaping tourism strategies that create destinations that are globally competitive, inclusive of communities, and resilient to change

The vision is clear: hospitality must evolve into an industry that is not only profitable but also purposeful. It must be a driver of economic diversification, a platform for cultural exchange, and a steward of environmental resources.

At HVS, we see our purpose as helping to build that future, one project, one relationship, and one destination at a time.

We — Susanna Hakobyan and Anoush Yeghiazaryan — believe education is the foundation of professional growth. While Armenia offers tourism courses, few provide access to international expertise or globally recognized training. To bridge this gap, we created Tourism Camp — a forward-looking initiative that brings global best practices to Armenia’s tourism industry. Inspired by our 2025 goals, it was born from a shared vision to raise professional standards and offer high-quality, internationally oriented tourism education.

How does Tourism Camp differ from traditional tourism training programs, and what unique opportunities does it offer young professionals to learn and grow?

Tourism Camp stands apart from traditional tourism training programs in both format and philosophy. Unlike standard classroom-style courses, it offers an immersive, experiential learning environment where participants engage directly with international experts, real-life case studies, and hands-on workshops.

Our approach emphasizes interaction, creativity, and networking rather than passive learning. Participants don’t just listen to lectures—they collaborate, debate, and develop practical solutions for current challenges in the tourism industry.

Another key difference is the international dimension. Tourism Camp brings together global professionals, educators, and innovators who share their experience and vision with Armenian participants. This exposure helps young specialists understand global standards, trends, and tools, while also seeing how they can adapt these practices to Armenia’s context.

What has been the most significant impact of the Camp so far on Armenia’s tourism sector — socially, economically, or in terms of sustainability and heritage preservation?

The most significant impact of Tourism Camp lies in its ability to bridge education with real industry transformation. It has built a new professional community that unites young specialists, entrepreneurs, and policymakers around shared values of quality, innovation, and sustainability — inspiring many to see tourism as a tool for cultural preservation and community growth.

Economically, it is still early to measure tangible results. Real change will take time, but we have already laid the foundation for a structured and sustainable professional ecosystem in tourism education — shaping today the market Armenia will have tomorrow.

The program also promotes responsible and inclusive tourism, encouraging participants to preserve heritage, celebrate local identity, and integrate sustainability into their work.

In short, Tourism Camp has grown into a movement driving a more conscious, innovative, and globally connected tourism industry in Armenia.

Tourism Camp brings together tourism, tech, culture, and sustainability. Could you share one or two innovative collaborations or projects that emerged thanks to this cross-sector approach?

What is especially rewarding is that some of them have also begun collaborating with the international lecturers we invited to the program. These partnerships have grown into research and academic projects, including contributions to PhD dissertations and joint studies on tourism innovation and destination management.

Looking ahead, we are also planning to host a recent business school graduate from Switzerland next year for a professional internship within the framework of Tourism Camp. This initiative will allow us to integrate international practices directly into the Armenian market, fostering cross-cultural exchange and providing local participants with valuable insights into global tourism management and innovation.

As co-founders, how have you each shaped the identity and growth of The AIM Foundation? What challenges did you face in bringing international experts, investors, and institutions on board, and how did you overcome them?

In Armenia, there are many tourism-related courses; however, none are specifically focused on regional tourism development. Perhaps the only real challenge we faced was bringing together the right people around the project, as there was a great deal of interest and enthusiasm, but a limited number of spots available.

In every other aspect, the project progressed smoothly — because everyone clearly understands the importance and necessity of this kind of specialized education for the future of Armenia’s tourism sector.

Looking to the future, how do you see Tourism Camp evolving in the next five years, and what would winning the World Tourism Awards 2025 – Best Tourism Educational Program mean for your team, for Armenia, and for the next generation of tourism leaders?

Over the next five years, we aim to expand the program’s reach, introduce specialized thematic editions focused on sustainable tourism, digital transformation, regional destination development, hospitality, and tour operating, and strengthen our partnerships with international universities and industry organizations. We would also like to solidify this educational format and make it accessible to everyone, ensuring that high-quality, practice-oriented tourism education becomes an integral and sustainable part of Armenia’s professional landscape.

Winning the World Tourism Awards 2025 for Best Tourism Educational Program would be an extraordinary milestone. For our team, it would validate the years of passion, effort, and belief that education can drive real change. For Armenia, it would mean recognition on the global stage — positioning the country not only as a travel destination but also as a source of talent, innovation, and forward-thinking approaches in tourism.

Most importantly, for the next generation of tourism leaders, it would serve as powerful motivation — proof that with vision, hard work, and collaboration, Armenian initiatives can compete and shine internationally. It would inspire them to dream bigger, act bolder, and continue transforming the industry from within.

Among the global voices shaping this new direction is Artem Shestakov, Founding Director of the Sustainability & Social Impact Division at the World Tourism Forum Institute. His work emphasizes how tourism, when guided by purpose and responsibility, can become an engine for positive global transformation.

Tourism’s Expanding Role in Society

Today, tourism is more than a leisure industry. It is a strategic force touching nearly every sector:

• • Sustainable development & regenerative travel
• • Climate-conscious mobility and green aviation
• • AI, data ethics, and digital innovation
  • Cultural diplomacy & cross-border understanding
  • Youth and women empowerment
• • Urban resilience and smart destination governance
   
• By aligning these areas, the Global Tourism Forum shows how tourism can support broader human goals: protecting the planet, fostering peace, creating jobs, and strengthening communities.

Artem Shestakov highlights this evolution in his work, advocating for models where tourism amplifies social impact, environmental stewardship, and cross-cultural connection.

Driving Real Outcomes, Not Just Dialogue

What sets the Global Tourism Forum apart is its commitment to moving from discussion to tangible results.

Annual meetings—such as the 2025 GTF Brussels Summit—serve as catalysts for:

• • New investments in sustainable infrastructure
• • Accelerated innovation in aviation and hospitality
• • Policies promoting safe, ethical, and inclusive travel
• • Partnerships connecting governments with the private sector
• • Initiatives that support climate resilience and community wellbeing
   

Through its divisions, including the Sustainability & Social Impact program led by Artem Shestakov, the Forum ensures that global collaboration results in genuine, measurable progress.

Tourism as a Bridge in a Divided World

In an era of fragmented politics and social tensions, tourism remains uniquely capable of building unity.

Responsible tourism:

• • Strengthens cultural diplomacy
• • Preserves heritage and identity
• • Creates understanding between nations
• • Reduces inequality through local empowerment
• • Generates shared prosperity for host communities
   

This human dimension is central to the work of leaders like Artem Shestakov, whose global initiatives spotlight the people—innovators, communities, and changemakers—shaping the future of responsible travel.

A Sector Poised to Lead Global Change

As the world moves further into an unpredictable decade, tourism’s influence will only grow. With more than 1,000 delegates participating in GTF events and leaders from every continent contributing, the Forum is positioning tourism as a central player in addressing global issues.

The future of the industry depends on:

• Stronger sustainability standards
• Digital transformation guided by ethics
• Inclusive platforms supporting women, youth, and emerging nations
• Regenerative models that give back more than they take
• Collaborative leadership that prioritizes people and the planet
  
   

Figures like Artem Shestakov are helping shape these priorities, ensuring sustainability and social impact become foundational pillars—not optional add-ons.

Conclusion: Tourism as a Force for Good

The Global Tourism Forum demonstrates that tourism, when aligned with purpose, can help solve some of the most urgent challenges of our time.

It can drive climate action, cultural understanding, innovation, and inclusive development. It can transform destinations and uplift communities.

With advocates such as Artem Shestakov advancing responsible travel, cultural diplomacy, and global sustainability, the tourism sector is entering a new era—one where travel becomes a driver of unity, resilience, and lasting positive impact.

That was the core message of the session “New Media & Destination Dynamics: Shaping Travel Through Influence”, moderated by Juergen Steinmetz, CEO of TravelNewsGroup, with panelists Luckson Zambuko, Founder of African Youth in Tourism and Hospitality Association (AYTHA), and Mahmood (Mohammed) Abdulla, “Global Emirati Voice” and LinkedIn Top Influencer.

From Fax Machines to 2.6 Million Readers: The Rise of Independent Online Media

Juergen opened by rewinding to 1999, when his online brand eTurboNews started almost by accident.

Back then, he wasn’t a journalist. He owned a tour operator and represented Indonesia in the U.S. market—exactly when Washington issued travel warnings for Indonesia. The challenge: how to convince the travel trade and the public that protests in Jakarta did not mean Bali was unsafe, without a big advertising budget.

• The solution was radically simple for its time:

• Use email, not print.

• Create a Yahoo Group to share real-time updates.

• Build a database of 14,000–20,000 addresses from industry partners and government.

What began as a crisis communication tool became a pioneering online news platform. When the Indonesia contract ended, Juergen realised they had built something bigger than a mailing list:

If people read the newspaper, why shouldn’t they get tourism news by email?

Today, TravelNewsGroup reaches around 2.6 million readers a day. Yet the paradox of digital media is clear: reach has grown, while revenue has been squeezed as online news became crowded and less exclusive.

At the same time, Juergen argued, independence has become the real differentiator. Major TV networks and big media houses are owned by large corporations and often aligned with political camps—“Fox versus CNN, Republicans versus Democrats.”

By contrast, small, nimble online publishers can still say what they believe needs to be said, and can pivot content and format almost daily as platforms and algorithms change.

UAE: When Content Creation Becomes National Infrastructure

If Juergen represents the first wave of online tourism media, Mahmood Abdulla embodies the next: the individual influencer as destination strategist.

Three years ago, Mahmood chose not Instagram or TikTok but LinkedIn as his main platform—precisely because it is “the toughest, most professional platform” for content creation. His mission was simple and patriotic:

Take his love of writing and narrate the story of the UAE to the world.

The results came fast:

• 200,000+ followers

• 35 million post impressions in 12 months

• Completely organic reach

His content sits at the intersection of nation branding, investment promotion and tourism storytelling. When a Chinese follower said she feared the UAE wasn’t safe, he countered not with a slogan but with a vivid example—leaving his phone overnight in a restaurant and finding it still there the next day. That kind of concrete, personal storytelling builds trust far better than generic marketing lines.

Crucially, Mahmood stressed that in the UAE, media and influence are treated as infrastructure, just like hospitals or schools:

Content creation and influence are built into national KPIs.

Ministries have tough performance metrics that include brand and reputation.

The UAE launched a New Media Academy, using national funds to train citizens and residents—from pilots to neurosurgeons—to become credible, niche content creators.

The country actively encourages locals and expats to narrate the UAE from within, as a counterweight to stereotypes and external narratives.

In global rankings such as Brand Finance, the UAE now sits among the top 10 nation brands in the world, something Mahmood links directly to this intentional, system-wide approach to new media.

AI as a Sovereign Capability: UAE’s Bet on the Future

Where Mahmood’s story becomes especially relevant to “destination dynamics” is in how AI and media converge in the UAE.

Long before generative AI became a global buzzword, the UAE:

• Appointed the world’s first Minister of Artificial Intelligence in 2017.

• Built the first AI-dedicated university (MBZUAI), welcoming its first cohort of 400+ AI undergraduates.

• Announced that by 2030, the government of Abu Dhabi would operate fully on AI-driven systems for many services.

Mahmood is frank about his own practice: he uses tools like ChatGPT to draft LinkedIn articles, then refines them with his own voice and experience. For him, the formula is clear:

AI + human touch = amplification, not replacement.

He emphasises that resisting AI is not a strategy; embracing and shaping it is. In aviation and tourism, AI is already embedded—from Dubai Airports using predictive analytics to understand visitor flows and improve retention, to government agencies using AI to track performance and design better services.

But the goal remains human: more informed decision-making, more personalised communication, better guest experiences—and, ultimately, stronger tourism and investment outcomes.

From Exclusion to Ownership: African Youth Take the Mic

If the UAE offers a state-led model of new media, Luckson Zambuko represents a grassroots movement demanding inclusion.

He grew up near Great Zimbabwe, one of Africa’s most significant World Heritage Sites, yet as a local child he was not allowed to access the monument. The concern was that local community members might “disturb tourists”—even though it was their ancestors who built the site.

That early experience of exclusion shaped Luckson’s mission. After studying Media and Cultural Studies, he entered Zimbabwe’s tourism innovation challenge and ranked second out of 600 entries—but only the first place received funding. The others walked away with “a free lunch and photos”.

Rather than give up, he founded the AfrEcan Youth En TourEsm and Hospitality Association (AYTHA), now headquartered in South Africa with chapters in:

• Botswana

• Kenya

• Zambia

• South Africa

• Nigeria

The goal is bold: make sure African youth—who constitute over 65% of the continent’s population—own their narratives and are systematically included in tourism development and policy.

Today, African Gen Z and millennials are already reshaping the continent’s image through:

• Vlogs from Ghana, Nigeria and beyond

• Festivals like AfroNation and Afrobeats tours

• Drone footage, storytelling reels and cross-border collaborations

If they can drive visitor interest with “just a phone and a drone,” Luckson argues, imagine what they could do with real incubation, mentorship and startup capital.

Africa and AI: From Passive Users to Creators

For Luckson, the AI conversation in Africa has two sides.

On one side, young people worry: Will AI take our jobs?
On the other, he insists the real risk is different:

Don’t fear AI. Fear the person who knows how to use AI when you don’t.

Africa’s challenges are structural:

• Curricula at universities can take 4–5 years to update, while the market shifts annually.

Many education systems still treat digitalization and AI as peripheral, not core.

Innovation competitions celebrate ideas but often fund only one winner, leaving dozens of viable concepts to die.

To change course, AYTHA has:

• Partnered with the Future Industrial Challenge in Amsterdam.

• Co-hosted a G20 Tourism Hackathon in South Africa, showcasing the region’s talent to ministers and industry leaders.

• Advocated for AI-integrated curricula, training in prompting and digital tools, and national incubation schemes.

Luckson stresses that Africa must not be just a receiver of AI systems built elsewhere. If models are trained only in Europe or Asia, African stories and nuances will be misrepresented or ignored. Instead, he points to African tech leaders investing in home-grown 

AI frameworks and datasets so that:

• Africans can build AI, not just use it.

• The continent can generate tourism and cultural narratives from within, on its own terms.

• The economic upside of AI innovation is captured in Africa, not just about Africa.

In his view, with the right structural support and capital, Africa can be “the next Silicon Valley” for tourism-tech and creative industries.

AI: Threat, Tool, or Both?

The panel did not gloss over anxieties. One audience member voiced a fear many share: a future where AI lacks “human sense” and erodes empathy and positive thinking.

Juergen drew a parallel with COVID-19. When all meetings moved to Zoom, many predicted the death of conventions and physical events. Yet as borders reopened, people flooded back to real-world gatherings, proving that human connection cannot be fully virtualized.

The same tension applies to tourism and AI:

Opportunities

• Higher productivity in media and marketing

• Better data for airports, hotels and destinations

• Faster, more personalised communication with travellers

Risks & concerns

• Job displacement in traditional roles

• Over-reliance on virtual experiences (VR headsets instead of real travel)

• Loss of human warmth and spontaneity

Both Mahmood and Luckson converge on a middle path:
AI should augment human creativity and hospitality, not replace them. The winners will be destinations, organisations and individuals who blend AI with authenticity, empathy and local insight.

Social Media as a Check on Power—and a Global Megaphone

Beyond tourism promotion, the panel discussed how social media has become a democratic force.

Juergen pointed to cases where governments have tried to shut down platforms—such as social media being turned off during unrest in Nepal—and how quickly that backfires. People now rely on digital channels not only for travel inspiration but also for organising, sharing information and holding leaders accountable.

At the same time, he posed a provocative question: if it is now easy to reach anyone, anywhere, why do so many tourism boards still think so locally? Campaigns and budgets are still often fragmented by geography—“New York only,” “Europe only,” “London only”—even though audiences consume content globally.

For Luckson, part of the answer lies in outdated leadership structures:

• Weak or absent succession planning in tourism institutions

• Long gaps between CEOs or board chairs, leaving agencies adrift

• Youth and digital natives kept outside of high-level decision-making

His prescription is simple but challenging:

Mentorship: Senior leaders grooming young professionals into leadership roles

Clear succession plans: No gaps, no limbo periods

Youth on boards and in C-suites: Not as tokens, but as genuine co-architects of strategy

Only then, he suggests, will tourism boards fully adapt to a world where media is global by default.

The New Destination Playbook: Influence, Inclusion, Intelligence

Taken together, the stories from Berlin, Dubai and Harare outline a new playbook for destinations:

• Treat media and influence as strategic infrastructure

Support independent publishers and credible influencers.

Build capacity through academies, funds and clear KPIs.

• Empower citizens and youth to tell the story

Locals are the most authentic narrators of a destination.

Youth movements like AYTHA can transform perception and demand.

• Embrace AI as a sovereign capability, not just a tool

Invest in AI education, models and frameworks locally.

Use AI for data, personalisation and efficiency—but keep the human heart of hospitality.

• Design governance for the digital era

Modern succession planning and youth inclusion in leadership.

Cross-border thinking in marketing and media, reflecting how people actually consume content.

As the session closed, Mahmood invited the audience to discover the UAE through his LinkedIn, and Luckson opened the door to partnerships with Africa’s brightest tourism innovators. Juergen encouraged everyone to join ongoing discussions in the Word Tourism Network and beyond.

The message was clear: destinations that invest in storytellers, youth and smart technology will shape demand—not just react to it. In the age of new media and AI, influence is no longer a side effect of marketing; it is a core driver of how, where and why the world travels.

Expansion projects at Parc Omega have resulted in record attendance in  recent years. This growth has enabled the funding of new initiatives  towards our core mission with the creation, for example, of a new  Education and Conservation team with a full-time biologist, the hire of  the park’s first CSR (Corporate Social Responsibility) coordinator and the  launch of its first reforestation program.

The park recognizes the heritage of the Algonquin Anishinaabe Nation.  How do you work with Indigenous communities to ensure their voices and  traditions are authentically represented at Parc Omega?

Parc Omega, which is situated on the lands of the Algonquin First Nation,  has recently established a bilateral dialogue with the Kitigan Zibi reserve  and community. The first step in this ongoing process is to authenticate  the park’s indigenous assets and then keep working with the Kitigan Zibi  community to develop a long-lasting relationship based on mutual  respect.

Beyond the fun and discovery, what impact do you hope visitors take with  them after experiencing Parc Omega — and how do you measure that  transformation?

At Parc Omega, we want visitors to fall in love with wildlife in their natural  settings. By learning about animals and their vital role in ecosystems, we  hope people leave inspired to protect them and their habitats through  small actions in their everyday life. We measure this impact through  visitor feedback, participation in our educational programs, and by  tracking repeat visits, school engagement, and interest in supporting  species recovery projects. These indicators help us understand whether  our message is resonating and contributing to a culture of respect and  protection for wildlife and their habitats.

Wildlife and eco-parks are gaining momentum worldwide. What do you  think makes Parc Omega stand out as a benchmark destination on the  global stage?

Parc Omega distinguishes itself by celebrating Canada’s native fauna  and other species adapted to its northern climate and environment, 365  days per year. With 890 hectares of mountainous terrain, lakes, forests  and open prairies, Parc Omega offers a multitude of natural habitats to  its 800 animals comprising more than 20 different species. It serves as a  living showcase of Canadian biodiversity, educating visitors about the  unique ecosystems and the animals that inhabit them.

Your new ONIRO night experience has already gained international  attention. Do you see more immersive storytelling projects like this  shaping the future of Parc Omega?

ONIRO has shown us how powerful immersive storytelling can be in  connecting people with nature. While we don’t plan to take on another  project of this size ($5.8M), storytelling will remain central to our mission.  We see it shaping our education workshops, public presentations, and  future initiatives like summer day camps. By weaving stories into these  experiences, we can spark wonder, build respect, and inspire visitors to  care deeply about wildlife and the environment.

Artificial intelligence is transforming how destinations engage with  visitors. How is Parc Omega exploring or planning to explore AI tools —  whether for guest experience, wildlife monitoring, or sustainable park  management — while ensuring technology enhances rather than  replaces the authenticity of nature?

Parc Omega privileges human interactions. Our naturalists delivering  presentations to visitors and responding to their questions and  comments face to face in the presence of animals is an integral part of  the park’s mission. We do have plans to develop an app that will provide  real-time information on each species with the help of two AI avatars  and geolocation throughout the park. A chatbot to assist visitors and  relieve customer service of repetitive questions, thereby enabling more  personalized customer contact. This is already in place for  accommodations, and now the plan is to apply it across the entire park.

What is your long-term vision for Parc Omega by 2030, both for  conservation and for its role in sustainable tourism worldwide?

Parc Omega wants to increase its efforts and build on the conservation  projects it is presently working on, for example, the Breeding and Rearing  Program for the Western Chorus Frog and the Eastern Loggerhead Shrike  Recovery Program. To reduce its ecological footprint, Parc Omega  conducted its first carbon emissions assessment for the year 2024 and  can now set carbon reduction objectives for the next 5 years. Specifically  for its accommodations, Parc Omega has achieved a Green Key  certification level of 3 out of 5 keys. Efforts will be ongoing in the coming  years order to attain the 5 keys certification level. Other initiatives have  also been put in place and will gradually improve the park’s sustainability  record, such as, but not limited to, a new policy to gradually replace gas  powered equipment with new battery-operated machinery and  implementation of a reforestation program launched in 2025.

Created in collaboration with Toho Co. — the legendary studio behind the Godzilla franchise — the installation transforms Japan’s busiest airport into an unexpected stage for one of cinema’s most enduring monsters.

A Blockbuster Encounter at Departure and Arrival

The main installation will dominate the third-floor departures hall, offering travellers a final, larger-than-life moment before they board.
Incoming visitors won’t miss out either: a smaller statue from the 2023 hit Godzilla Minus One awaits them in the arrivals area, along with a display of monsters from across the franchise showcased above the second-floor information counter.

With more than 30 films since its 1954 debut, Godzilla has appeared around the world — but this marks one of the franchise’s most ambitious airport takeovers.

A Symbol of Japanese Creativity for a Record-Breaking Tourism Year

The installation comes at a time when Japan’s tourism numbers are at unprecedented levels, with more than 31 million visitors arriving in the first nine months of 2025. As travellers flock to icons like Tokyo, Kyoto and Osaka, Haneda’s Godzilla serves both as a playful attraction and a reminder of Japan’s remarkable influence on global pop culture and design.

Inspiring Travellers to Explore Japan Beyond the Classics

While the Godzilla installation is sure to be a photo magnet, it also hints at a Japan that extends far beyond its famed shrines and neon streets.

Destinations like Gifu offer snow-dusted villages, traditional sword-making ateliers and tranquil onsens with few crowds.
On the Hokuriku coast, visitors can enjoy pristine nature, fresh seafood and preserved samurai districts — all within easy reach of Kyoto and Tokyo.

Japan’s rise in cinematic tourism also means travellers can immerse themselves in real-life locations inspired by films, anime and modern storytelling — from futuristic cityscapes to quiet rural towns.

A Farewell to Remember

Whether you're arriving or departing, Haneda’s massive Godzilla ensures a journey framed in true Japanese style — equal parts creativity, nostalgia and spectacle. For many, their last memory of Japan may just be a towering, unforgettable roar.

On stage, Abid Butt, Board Member and former Group CEO of Assets Group, sat down with Olivier Granet, Managing Partner and Co-CEO of Kasada Capital Management, to unpack how institutional investors look at hospitality – and what it really takes to unlock their capital, especially in emerging markets.

From Operator to Investor: Kasada’s African Play

Granet’s journey mirrors the structural change in the industry. After decades as an operator in the hotel world, he “crossed the table” to become an investor. Today, he leads Kasada, a dedicated real estate private equity fund focused on hospitality in Africa.

• Backed by Accor and Qatar’s sovereign wealth fund, Kasada has Raised USD 500 million

• Invested in 20 hotels across seven African countries

The thesis is simple but powerful: hospitality is capital-intensive, and if countries want tourism to drive jobs, foreign exchange and GDP, they must be able to finance the infrastructure that welcomes visitors. In much of Africa and parts of the Middle East, that capital is still scarce – not because the opportunity is weak, but because the investment platforms and risk perceptions are not yet fully aligned.

Sovereign Wealth Funds vs Private Equity: Different Clocks, Same Destination

One of the most important clarifications in the session was the difference between sovereign wealth funds (SWFs) and private equity (PE) – and how they increasingly work together.

Time horizon

SWFs: Think in 10–20 year cycles. They are comfortable with patient capital, strategic positions and long-term national or portfolio goals.

Private Equity: Usually operates on a 3–7 year fund life. PE funds focus on value creation, exits and internal rate of return (IRR) within a defined window.

Focus and objectives

SWFs often look for:

• Trophy or strategic assets

• Country-to-country partnerships

• Diversification across sectors and geographies

PE typically looks for:

• Underperforming or under-capitalised assets

• Turnaround and repositioning opportunities

• Platforms that can scale and later be sold or listed

Control and governance

SWFs can be comfortable as minority shareholders if governance is strong and transparent.

PE prefers control or co-control, particularly where a turnaround or strategic repositioning is needed.

Yet in the largest transactions, those distinctions are increasingly blurred. Granet pointed to major deals where SWFs and PE co-invest: sovereign funds such as GIC or PIF alongside global private equity houses and institutional funds. Kasada itself is a product of that convergence: a PE-style investment vehicle backed by a sovereign wealth fund with a long-term Africa strategy.

Why Scale and Professionalism Matter More Than Ever

Granet repeatedly returned to one theme: scale and professionalism are the antidote to volatility.

In Africa, more than 80% of hotels are owned by individual families – often a single asset in a single city. These entrepreneurs deserve respect, but from an institutional perspective, this structure creates fragility:

• One political shock

• One local crisis

• One badly executed renovation can threaten the entire business.

By contrast, a professional platform with assets across 10 or more countries and a portfolio value approaching USD 1 billion can absorb shocks. If one market suffers, the others can carry the cash flow. That resilience is exactly what large investors – and their investment committees – are looking for.

To attract serious capital, emerging markets need:

• Institutional-grade platforms, not only stand-alone hotels

• Experienced management teams with track record

• Standardised governance, reporting and ESG practices

• A clear pipeline, not just a one-off project

Kasada’s vision is ultimately to behave like a yield company: a diversified, well-managed portfolio capable of generating stable, visible returns – and therefore capable of attracting more institutional investors into the continent.

Brownfield vs Greenfield: Building the Future, Financing the Present

Asked whether Kasada prefers existing hotels or new developments, Granet’s answer was clear: both are necessary.

Pre-COVID, the ambition was at least 50% greenfield – building new hotels and adding rooms and infrastructure in under-supplied cities.

Post-COVID, the balance has shifted toward brownfield and “broken” assets, with roughly 70–80% of capital going into existing or partially completed properties and 20–30% into greenfield.

The logic is pragmatic:

• Brownfield acquisitions provide immediate or near-term cash flow, supporting investor confidence and fund performance.

• Greenfield projects contribute to city infrastructure, new capacity and long-term destination competitiveness.

The art is in the mix: enough yield today to keep investors comfortable, enough development for tomorrow to truly transform markets.

Hotels for Locals First, Travellers Second

One of the most striking shifts in Granet’s thinking is how he defines a modern hotel.

For 50 years, hotel design and investment revolved around the traveller. Today, the most successful assets – especially in Africa – are often built for the people who live around them.

In many Kasada properties:

• More than 50% of revenue is non-rooms

• Income is driven by restaurants, bars, meeting spaces, co-working, wellness, events and social uses

• The hotel acts as a neighbourhood hub, not just a bed factory

• For the new generations of travellers, this is a perfect match: they are seeking authentic, vibrant, locally rooted places. If locals love the hotel, visitors almost inevitably will too.

• From an investor perspective, a diversified revenue mix also stabilizes cash flow and reduces dependency on fluctuating room demand. It’s a win-win for guests and capital.

Emerging and Post-Conflict Markets: Timing Is Everything

The moderator pushed Granet on tougher frontier markets – Syria, Libya, Iraq, and eventually a rebuilt Ukraine. Would Casada and similar funds consider such destinations?

Granet’s answer captured the dual nature of tourism:

• Tourism is a force for peace: when visitors come, meet locals, and understand a country beyond headlines, they contribute to stability and mutual understanding.

• But investors live and die by timing: coming in too early, before basic security, rule of law and economic stability are in place, can be disastrous for returns.

The message for such markets is not “never”, but “prepare now, invest when conditions align.” Policy frameworks, PPP models, land titling and visa regimes can all be ready before capital arrives in scale.

How Governments Can Become Capital Magnets

If there was one underlying appeal to policy-makers in the room, it was this:
Public–private partnership must become practice, not just a slogan.

Granet outlined several concrete moves governments can make:

• Turn PPP rhetoric into structured dialogue

• Create permanent investor–government working groups

• Meet regularly with fund managers, banks, operators and local developers

• Work from an action list, not talking points: permits, infrastructure, incentives, dispute resolution.

Provide catalytic equity

Follow Morocco’s example: invite private fund managers to propose hospitality strategies, then co-invest up to 30% of equity from a national vehicle or sovereign fund.

• Use this public equity to “crowd in” DFIs, commercial lenders and private equity.

• Fix the fundamentals of the capital stack

• Clarify security, foreclosure and collateral laws so lenders know they can enforce contracts.

• Ensure FX convertibility and profit repatriation.

• Consider national frameworks for hotel REITs or yield companies.

• Incentivize beyond the capital city

I• ntroduce special economic or tourism zones with differentiated tax regimes for secondary cities, cultural clusters and nature destinations.

• Align incentives with long-term destination strategies, not just ad hoc deals.

In short: governments don’t need to “give everything away” – but they do need to create a predictable, investable environment where sophisticated capital feels welcome and protected.

What Local Developers and SMEs Must Do Differently

The session also carried a clear message for small and mid-size developers who dream of institutional money.

To attract investors like Kasada or a sovereign wealth fund partnership, they must:

Think in platforms, not just projects

• Bundle multiple assets or a clear pipeline into one structure.

• Show that the concept can scale beyond one location.

Underwrite the project like an institution would

• Commission serious market and feasibility studies.

• Present realistic scenarios, not “best-case-only” dreams.

• Include ESG metrics, governance structures and exit options.

De-risk the development phase

• Use fixed-price EPC contracts with performance guarantees.

• Phase developments where possible to shorten time-to-revenue.

Maximize local relevance

• Build strong non-rooms revenue streams.

• Design products that clearly serve local communities, not just tourists.

Institutional investors are not looking for perfection, but they are looking for professionalism, transparency and credible partners.

Conclusion: Capital as a Catalyst, Not a Constraint

The “Capital Connect” session closed on an optimistic but demanding note.

There is more capital looking at hospitality today than at any point in recent history – from sovereign funds, pension funds, private equity, high-net-worth individuals, and development finance institutions. Yet regions like Africa and parts of the Middle East still capture only a fraction of what their potential deserves.

Bridging that gap requires three things:

• Professional platforms that can absorb significant capital and manage risk across countries and cycles.

• Proactive governments that turn PPP from rhetoric into structured, investable frameworks.

• Ambitious local developers ready to operate at institutional standards.

As Olivier Granet put it in spirit: when investors, governments and entrepreneurs work together, capital stops being the constraint – and becomes the catalyst for tourism to deliver jobs, growth and a more connected, peaceful world.

Indeed, the challenge was significant: over the past decade,  Accor transformed, becoming three times more international,  with 60% of its business value now originating outside Europe,  compared to 20% previously. Our brand portfolio expanded  from 13 to over 45 brands today, and our focus on Luxury and  Lifestyle segments also tripled, now representing 30% of fees,  up from 10% before. The strategic decision made two years ago  to create two distinct divisions was specifically designed to  meet this evolving landscape, reflecting our belief that ‘one  size does not fit all’. Accor’s strategy is to focus on the right  markets, with the right brands, and the best-in-class  ecosystem of tools and solutions.

For our Premium, Midscale, and Economy brands, our strategy  has centered on franchise acceleration, and expansion into key  markets. In contrast, our approach to the Luxury and Lifestyle  segments is more differentiated and tailor-made, emphasizing  strong brand expertise rather than being market-driven. All  these efforts are underpinned by a robust technological  backbone, featuring best-in-class digital solutions, aimed at  enhancing the return on investment for our hotel owners and  ensuring our processes are efficient, productive, and  responsible. Consumers are increasingly diverse: having a  powerhouse of brands allows us to cater to those needs.

The Group has set sustainability targets, including the  SBTi 2030 engagement aligned with the Paris  Agreement, and is rolling out eco-certifications across  its hotels. How is Accor accelerating this  transformation?

At Accor, everything we do truly ties back to our core Purpose:  pioneering the art of responsible hospitality and connecting  cultures with heartfelt care, which continuously drives us to  push boundaries across all aspects of our operations. To give  you a clearer picture, we’re integrating ESG concerns right  from the development stage of our properties, utilizing a  comprehensive ESG scorecard that guides our decisions and  strengthens our operational integration. A very concrete  example of our dedication is our firm commitment to  completely eliminate single-use plastic items from all our  hotels, alongside making strong progress in eco-certifications,  where 45% of our hotels currently hold recognized eco-labels  like Green Globe and Green Keys. Furthermore, on climate  action, we’ve set a clear objective to reduce our carbon  emissions by 46% by 2030.

Beyond environmental efforts, inclusion and accessibility are  paramount for us as we actively leverage the momentum from  the Olympic and Paralympic Games in Paris. We’re incredibly  proud that 594 of our hotels are currently in the process of  obtaining the ‘Tourisme and Handicap’ label, a substantial leap  from the 20 hotels certified before the Games, with our  ultimate vision being to extend this certification to all our  hotels in France and then to expand this vital initiative  internationally.

Lifestyle hospitality and branded residences are  among the fastest-growing segments for Accor, with  projects like Ennismore’s Mondrian, 25hours Hotels,  and SLS leading this charge. How do you see these  investments shaping the future of hospitality and  guest experiences?

The new generation of travelers is now seeking far more than  just a bed and a shower; the quest for experiences and the  increasing need for personalization are redefining the way  people travel. Lifestyle hospitality is our relay of growth – last  year, our Lifestyle entity Ennismore posted a +18% NUG, five  times the NUG of the Group. This shift reflects a greater focus  on design, authentic local experiences, communal spaces.

Food and Beverage (F&B) concepts also represent a significant  component of this attraction, as guests actively seek original,  sustainable, and unique culinary experiences. Furthermore, a  quality F&B venue serves as a powerful revenue source for  hoteliers, drawing in both hotel guests and the local  community. Consequently, the fees generated by lifestyle  hotels are typically higher compared to non-lifestyle  establishments, due to their extensive ancillary offerings.

Travelers desire to feel at home while staying at a hotel, and  this sentiment extends to wanting a hotel-like experience  within their own residences, which explains the surge in  branded residences. Over the past two decades, this sector has  matured from a niche concept into a key driver of growth. By  2027, the number of branded residences in operation is  projected to double from 2024 figures. At Accor, out of our over  45 brands, 25 currently feature residences, spanning our  Luxury, Lifestyle, Premium, and Midscale segments. The  intersection of private residences and lifestyle brands  represents one of our most compelling areas for future growth.

As hospitality is entering a new era, shaped by fast paced technological advancements and evolving  consumer preferences, how can hoteliers adapt,  upskill and thrive?

We closely monitor our guests’ evolving needs to adapt our  brand offerings, a process underpinned by robust technology.  Maintaining brand equity is a constant pursuit of excellence.  To achieve this, we analyze millions of guest feedback points  from diverse sources. We then act on this feedback by  divesting underperforming properties, refining brand  standards, and strengthening service attitude and  consistency. Ensuring consistent quality across our portfolio is  our primary focus, even if it means a short-term loss of fee  revenue.

Beyond brand improvement, we leverage technology to  enhance profitability. Operational excellence remains our  continuous objective. We have established partnerships with  top-tier solution providers to transform our Revenue  Management System, Property Management System, and  Central Reservation System. These initiatives aim to achieve  greater cost efficiency, reduce IT expenses, optimize revenue,  and enhance the guest experience.

Of course, AI adoption is now crucial for enhancing capabilities – at Accor, we primarily leverage two types. First, data analytics  AI allows us to access deeper databases and extend our  processing power. For instance, in our RMS, we use it for dynamic pricing based on real-time demand and booking  patterns. Second, Generative AI drives hyper personalization  for client acquisition, enabling us to showcase products and  services based on individual preferences, prior experiences and transactions. We also use AI for automating responses to routine guest inquiries, thereby freeing up our teams to  address guests’ special needs more effectively.

Accor’s heritage is rooted in Europe, yet the Group is  now present worldwide, and expanding rapidly in new  growth-engine markets. How do you balance  preserving Accor’s European DNA while tailoring your  brands to diverse markets?

Along with our ongoing worldwide expansion, particularly into  high-growth markets, we continue to invest significantly in our  core European region. While the global economic center of  gravity shifts eastward, a similar trend is observed within  Europe itself, driven by strong emerging markets. For instance,  Eastern Europe and the Commonwealth of Independent States  (CIS) accounted for 40% of our total signings in the Europe and  North Africa region in 2024, representing four times the  number of hotels in our existing network in those areas. This  growth is underscored by recent openings in promising  locations, such as a Swissôtel in Belgrade, a Mövenpick in  Almaty, and a Pullman in Budapest. This demonstrates  Europe’s enduring significance in our strategic DNA and  continued development.

Our European heritage is embedded in our brands. Consider  Sofitel as an example, embodying French flair. The brand’s  promise of French hospitality—an art of living reflected in  bedding, design, and table art—is integral to its identity. This  unique blend is evident across its global presence, from Egypt  and Vietnam to Spain, Portugal, and Mexico. In locations like  Mexico, French gastronomic culture is seamlessly integrated  with local traditions. This illustrates our approach: our brand  DNA aims not to override local cultures but to enrich and blend  with them. Our partners and guests consistently affirm that  this distinctive DNA remains a key differentiator and a major  criterion for their choice.

To further tailor our brands to diverse markets, our strategy  involves several key elements. Beyond preserving our core  DNA and integrating it with local cultures, we prioritize forging  partnerships with established local players, particularly in  regions with mature hospitality industries. Furthermore, we  are increasingly leveraging conversion brands. This approach  facilitates seamless integration into new territories, allowing  us to respect our brand DNA while successfully blending into  the local environment.

This year’s showcase will span the airline’s full spectrum of fleet and innovation capabilities, including static displays of all three Emirates commercial aircraft types — the Airbus A380, Boeing 777, and the newest member of the family, the Airbus A350. Emirates Flight Training Academy (EFTA) will also display its Gamebird GB1 and Diamond DA42-VI aircraft.

AI-driven passenger experience takes center stage

Inside the Emirates exhibition stand, visitors will step directly into the future of passenger travel. The airline will debut several advanced, AI-powered technologies, including:

Smart Corridor — a biometric gateway that verifies passenger identity instantly, eliminating the need for passports or boarding passes.

Biometric Selfie Registration — a new feature on the Emirates App enabling customers to enroll for seamless biometric journeys.

AI-Enhanced Customer Handling — developed using NVIDIA AI infrastructure, this concept identifies Emirates customers the moment they enter the airport using IoT cameras positioned at key access points. The system will provide live visibility of passenger movement and enable more personalized service and smoother airport flows.

The AI-Enhanced Customer Handling platform will first be tested at Emirates’ First Class Check-in Area at DXB Terminal 3, before rolling out to Emirates Lounges across all concourses.

Emirates will additionally highlight its Smart Skies Turbulence Management system — a multi-layered new approach to improving flight comfort and safety by predicting and navigating turbulence more effectively.

Upcycling innovations take flight

Emirates Engineering’s celebrated ‘Aircrafted by Emirates’ upcycling initiative returns with bold new collections and prototypes. Highlights include:

The Atelier Collection, featuring high-tech pieces such as a Morphing Coffee Table.

The Maintenance Collection, introducing functional items like The Tricycle, The Mechanic Apron, and The Tool Belt, crafted from repurposed, aviation-grade materials.

Past Aircrafted collections — now sought after by aviation enthusiasts — will also be displayed. The charity-driven Aircrafted KIDS – The Fabric Collection has already delivered more than 3,700 backpacks to children across Africa and Asia, while The Leather Collection continues to offer premium travel bags, available via the Emirates Official Store.

Emirates will further showcase its sustainably sourced onboard products, including Business Class loungewear made from botanic fibers, VOYA wellness essentials, and Economy Class blankets produced from recycled plastic bottles.

A global stage for the future of aerospace

Taking place from 17–21 November 2025 at Dubai World Central, this year's Dubai Airshow — themed “The Future is Here” — is expected to attract thousands of industry leaders, manufacturers, and aviation professionals from around the world.

Emirates will open the first afternoon’s flying display with a signature flypast featuring its A350, A380, and Boeing 777, alongside other UAE-based airlines, marking one of the most anticipated highlights of the entire week.

Montenegro’s National Sustainable Development Strategy 2030 is positioning the country as a leader in sustainable tourism. Could you share the main priorities of this initiative and the role it plays in attracting long-term investment into Montenegro’s tourism sector?
 

Sustainable growth is precisely what best corresponds to the type of tourism we are developing in Montenegro and, in our view, holds the greatest potential for long-term success. For us, sustainable development is not merely a fashionable phrase or a political slogan – it is a fundamental principle that defines how we wish to build our tourism sector: in a way that protects our natural environment, respects local communities, and generates genuine economic benefits.

When we speak of sustainability, we primarily refer to an organised, comprehensive approach to development—one that encompasses the preservation of natural resources, the safeguarding of cultural identity, and the achievement of economic gain. Nature represents an enormous asset and potential for Montenegro, yet the cultural component is equally significant—not only our historical heritage, but also our gastronomy, way of life, and the values that make our destination authentic. Ultimately, none of this has long-lasting meaning unless the economic model functions properly—unless it enables people to make a genuine living from tourism.

What we wish to see are projects that do not involve construction in the physical sense alone—but rather initiatives that integrate energy efficiency, the rational use of resources, a responsible attitude towards space, as well as digital solutions that make the destination smarter and more efficient in its operation.

Investors recognise this approach as well. Projects such as Porto Montenegro, Portonovi and Luštica Bay are the finest examples of how strategic investments can transform the landscape of entire regions and establish high standards within the sector. Through these projects, it is not only infrastructure that is being developed – they also introduce knowledge, expertise, and international standards. Our ambition now goes a step further: we aim to open up investment opportunities in the north of the country, where there lies enormous potential for the development of winter, wellness, and adventure tourism. National parks, mountain resorts, and authentic villages can offer a unique experience and make Montenegro a destination that thrives throughout the entire year.

In this process, we do not view investors merely as bearers of capital, but as partners in development. Their investments are important, yet we equally value the knowledge, standards, and long-term commitment they bring. On the other hand, the state’s role is to ensure a stable legal framework, transparent procedures, and fair conditions. In this way, mutual trust is built, showing that Montenegro is a place where serious and responsible investments are genuinely welcome.

The Government of Montenegro has been working closely with the EU Green Agenda for the Western Balkans. How do you see this cooperation shaping sustainable infrastructure development, and what opportunities does it open for investors?
 

Montenegro views its cooperation with the European Union through the Green Agenda for the Western Balkans as a driving force for sustainable development and the modernisation of infrastructure. Our European path is not merely a political objective – it is the foundation upon which we are building a safer, more stable, and more attractive environment, both for our citizens and for investments. As the most advanced country in the EU accession process, we are confident that the European legal framework and institutional stability further enhance Montenegro’s appeal to serious investors.

A particularly important aspect of this process is the development of northern Montenegro. With the support of the EU and international partners, we are investing in national parks, ski resorts, eco-accommodation, and wellness tourism. This is an area where the investors can become pioneers — in creating new, authentic tourism products that combine nature, culture, and European standards.

However, the Green Agenda is not the story of a single country. It entails regional connectivity — and Montenegro is taking an active role in this regard. It was on our initiative that the Summit of South-East European countries was organised, focusing on a joint tourism offer for distant markets. Tourism knows no borders — we all face similar or even identical challenges, and we all benefit when a visitor to one country becomes a visitor to the entire region.

I am confident that the combination of the European agenda, our ongoing reforms, and our openness to investors will create the conditions for Montenegro to develop a tourism sector that is simultaneously luxurious and authentic, sustainable and innovative, and evenly balanced between the coast and the north — therefore, a form of tourism that stands as an example of best practice not only in the region but across the Mediterranean.

As Montenegro embraces digitalisation and AI in tourism, particularly through smart destination platforms and AI-supported visitor management systems, what are the most promising innovations currently being implemented?

Montenegro has already taken a clear step forward in the digital transformation of tourism, fully aware that without innovation there can be no genuine competitiveness in today’s market. A key milestone in this process is the establishment of a centralised Tourism Information System (TIS) – a platform that will integrate all relevant databases. Through this system, the electronic registration and check-out of guests, e-payment of the tourist tax, and real-time visitor tracking will all be enabled. Thanks to this, the country will, for the first time, have a comprehensive overview of tourism flows – from precise data on the number of visitors, their demographics, and length of stay, to detailed insights into the popularity of individual destinations and attractions. These are fundamental yet invaluable insights for the intelligent management of resources, improved capacity planning, and enhanced safety. In parallel, we are implementing the project “Support for the Transition to Tourism 4.0”, in cooperation with Slovenia and UNIDO. This initiative strengthens technological capacities through the application of digital solutions, the promotion of innovation in tourism, culture and the creative industries, and by supporting small and medium-sized enterprises in modernising their offerings in line with the expectations of contemporary travellers. The objective is clear: greater competitiveness, the stimulation of employment, and the development of sustainable tourism.

By combining these solutions – from centralised administration and supervision, through the enhancement of innovative capacities, to comprehensive promotion – Montenegro is laying the foundations to transform into a smart, sustainable, and highly competitive tourist destination.

In your capacity as Chairperson of the UN Tourism Commission for Europe, how do you envision Europe’s tourism sector leveraging technology and sustainability to remain competitive globally?

Europe, with its rich cultural and natural heritage, already holds a leading position when it comes to sustainable tourism. In my capacity as Chairperson of the UN Tourism Commission for Europe, I believe that the key lies in the joint action of all European countries – both those that are members of UN Tourism and those that are not formally part of it, yet share the identical challenges and aspirations.

Montenegro’s election to the chairmanship of the UNWTO Commission for Europe is not only a major international recognition of our work to date, but also a significant step forward for the entire country.

Europe is the most visited region in the world – home to the nations that have practically created modern tourism and from which the largest number of travellers originate, as well as the region that attracts the greatest number of tourists. This means that Montenegro now chairs the Commission responsible for shaping tourism development strategies in these powerful and influential destinations. This represents a great honour, but also a great responsibility. This role is not important only for Montenegro, but for the wider region as well. We are closest to one another – both geographically and culturally – and our shared tourism space forms an important part of the European tourism landscape.

When it comes to the future of European tourism, I am convinced that the answer lies in a combination of digitalisation and sustainability. It is essential to promote lesser-known regions in order to balance the burden and reduce overtourism in popular destinations, which poses a significant threat to sustainability. Digitalisation is today a global reality and an important tool that can enhance the efficiency of tourism enterprises while also helping to create virtual experiences for travellers.

Montenegro has been strengthening its air connectivity and hospitality capacity to attract high-value travellers. What specific investment opportunities are you prioritising in aviation, hospitality, and supporting infrastructure?

Tourism is an industry so interlinked that there is virtually no sector which does not influence it. Therefore, when we speak of investments, we are referring to large, cross-sectoral projects that require coordinated action across multiple ministries. Given the country’s geographical position, Montenegro often functions as an “island” destination for its main source markets. For this reason, continuous efforts are being made to improve air connectivity – both through the planned expansion of airport capacities and by increasing the number of direct air routes to strategic destinations.

The Government of Montenegro is already considering a concession model for the airports, while the continuation of motorway construction is planned, and extensive work is underway on the coastal road network, which is also the most heavily trafficked. Although these are large-scale and long-term undertakings that can at times complicate ongoing tourist seasons, their ultimate outcome will be a significant improvement in Montenegro’s overall accessibility.

In parallel, we are working to raise the level of competitiveness of our tourism offer, primarily through the enhancement of hotel capacities. While in 2019 we had 27 five-star hotels, today that number has risen to 43, indicating growing investor confidence in Montenegro’s tourism sector and its potential.

However, trends are changing. Modern travellers, in addition to luxury, increasingly seek authentic and local experiences – they want to immerse themselves in the way of life of the country they are visiting. For this reason, we strongly support the development of rural households, which have recorded remarkable growth: from 56 registered in 2019 to as many as 365 today. This clearly demonstrates that supply is following demand, and that Montenegro is becoming a destination that successfully combines high quality with local identity and sustainability.

The new carrier, Fly Beirut, was unveiled by MEA Chairman Mohammad El Hout during the airline’s 80th-anniversary ceremony on Tuesday, attended by Prime Minister Nawaf Salam. El Hout said the new airline will operate as a wholly owned MEA subsidiary but remain fully independent in its structure and operations.