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1、Travel and Tourism at a Turning Point:Principles for Transformative GrowthI N S I G H T R E P O R TJ U LY 2 0 2 5In collaboration with KearneyImages:Getty Images,UnsplashDisclaimer This document is published by the World Economic Forum as a contribution to a project,insight area or interaction.The f

2、indings,interpretations and conclusions expressed herein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum,nor the entirety of its Members,Partners or other stakeholders.20

3、25 World Economic Forum.All rights reserved.No part of this publication may be reproduced or transmitted in any form or by any means,including photocopying and recording,or by any information storage and retrieval system.ContentsForewordExecutive summaryIntroduction:Travel and tourism(T&T)at a cross

4、roads1 Growth areas and tension points as key trends for T&T1.1 Growth areas1.2 Tension points2 Guiding principles for a transformed sector2.1 Guiding principles3 From principles to action:Enablers and potential areas for intervention3.1 Key enablers for implementation3.2 Action areas and priorities

5、 for the public sector (national and regional levels)3.3 Action areas and priorities for T&T sector constituents3.4 Role of the wider ecosystemConclusion:Towards a new vision for T&TContributorsEndnotes3458101221213030313436373840Travel and Tourism at a Turning Point:Principles for Transformative Gr

6、owth2ForewordThis insight report arrives at a crucial moment for the travel and tourism(T&T)sector.Today,T&T is at a crossroads,facing a complex landscape filled with new opportunities and a variety of challenges.The sector is projected to serve about 30 billion tourist visits and contribute$16 tril

7、lion to global GDP by 2034 more than 11%of the worlds economy.This remarkable trajectory,coupled with T&Ts impacts,extending far beyond its substantial economic contributions,presents unprecedented possibilities.The sector encompasses cultural exchange,social connection and personal enrichment all c

8、atalysts for positive global change.It is a vital engine of growth,deeply interconnected with a wide array of industries and crucial to the well-being of communities and individuals.However,this path forward is not without its challenges.The past five years have been tumultuous,including worldwide d

9、isruptions,geopolitical tensions and the COVID-19 pandemic.Yet through it all,the sector has demonstrated remarkable resilience and resourcefulness,and,as a result,it is more important than ever to the global economy.This report proposes a set of guiding principles aimed at fostering a transformed a

10、nd more sustainable industry;it delves into the enablers and potential areas for intervention that can help achieve these goals.It also details tension points,including environmental impacts,the need for investments and workforce challenges.By bringing together our diverse perspectives and expertise

11、 to address the industrys multifaceted evolution,we explore the biggest trends shaping the future,from the transformative power of new technologies to evolving traveller profiles and the rise of new growth segments.Over the next decade,T&Ts path will hinge on the collaborative action of all stakehol

12、ders,and the environment created to allow those partnerships to flourish.Governments,businesses,travellers and communities must work together to create an industry that not only fuels economic prosperity but also encourages cultural understanding,environmental regeneration and inclusive growth.We ar

13、e optimistic that this extraordinary opportunity can be realized.With thoughtful collaboration and strategic action,the travel and tourism sector can achieve its remarkable potential while addressing the challenges that lie ahead,producing lasting value for economies,communities and travellers world

14、wide.Brge Brende President and Chief Executive Officer,World Economic ForumTravel and Tourism at a Turning Point:Principles for Transformative GrowthJuly 2025Ahmed Al-Khateeb Minister of Tourism,Kingdom of Saudi ArabiaBob Willen Global Managing Partner and Chairman,KearneyTravel and Tourism at a Tur

15、ning Point:Principles for Transformative Growth3Executive summaryThe travel and tourism sector stands at a crossroads.After recovering from the unprecedented shock of the COVID-19 pandemic,the sector now faces new and exacerbated challenges.By 2034,travel and tourism is projected to contribute$16 tr

16、illion to global GDP(more than 11%globally),supporting businesses,destinations and local communities while facilitating approximately 30 billion tourist visits worldwide(domestic and international).This growth will be shaped by interconnected drivers and tension points:Growth drivers and opportuniti

17、esEvolving traveller profilesPrinciple:Adapt,upgrade and personalize offeringsGrowing segments as drivers Principle:Embrace growth segments strategicallyTechnology developments as an enablerPrinciple:Foster responsible technology and innovationTension points and challengesRisk of global disruptionsP

18、rinciple:Develop crisis-resilient strategiesIncreased friction between visitors and residentsPrinciple:Encourage mutual benefit and understanding between residents and visitorsGrowing pressure on naturePrinciple:Commit to regenerative practicesLabour and skills crisisPrinciple:Bridge workforce gapsL

19、ocal capacity-buildingPrinciple:Support small and medium-sized enterprises(SMEs)and local communitiesInfrastructure and investment requirementsPrinciple:Invest in and develop sustainable infrastructure Cultural and heritage dynamicsPrinciple:Revitalize unique heritage Implementation requires an over

20、arching principle of holistic collaboration to align the public and private sector and all stakeholder efforts to drive transformative change.Governments must establish enabling frameworks through strategic policies and investments.Industry leaders should transform operating models while other stake

21、holders(e.g.civil society,academia)should make distinct contributions aligned with their capabilities.This insight report provides the foundational analysis for a new vision in which travel and tourism evolves beyond being a force of economic prosperity to become established as a catalyst of global

22、resilience,cultural understanding,environmental regeneration and inclusive prosperity.Travel and tourisms future transformation requires collaborative action to make the most of growth drivers while addressing tension points.12345678910$16trillionT&Ts projected contribution to global GDP by 2034.Tra

23、vel and Tourism at a Turning Point:Principles for Transformative Growth4Introduction:Travel and tourism(T&T)at a crossroadsThe socioeconomic significance of travel and tourism The travel and tourism(T&T)sector is a vital growth engine with far-reaching socioeconomic impact.In 2023,the sector account

24、ed for approximately 10%of global GDP and supported more than 330 million jobs worldwide.1 During 2024,the sectors global spend exceeded$7 trillion.2 This economic influence extends beyond airlines and hospitality companies into local economies through extensive supply chains supporting agricultural

25、 producers,food service providers,retail establishments,financial institutions and countless small businesses.Indeed,more than two-thirds of the sectors economic contribution flows through indirect or induced channels,3 including supply chain effects,government spending and capital investment.4T&Ts

26、economic significance varies dramatically among countries at different stages of development and economic diversification.Figure 1 illustrates the range of the sectors importance and expected growth.Tourism-centric economies:T&T represents a significant portion of GDP.Nations such as Bahamas,Saint L

27、ucia and Seychelles depend heavily on tourism as their primary economic driver.These destinations often have a favourable climate and exceptional natural assets but face greater vulnerability to natural disasters or economic downturns.Emerging tourism destinations:Economies such as Sri Lanka,Azerbai

28、jan,Indonesia and Saudi Arabia are expected to grow significantly and are investing heavily in their tourism sector,resulting in an increase in international arrivals,tourism-related business activity and overall sector visibility.The challenges these countries are facing include workforce developme

29、nt and infrastructure pressures.Diversified economies with strong tourism sectors:Nations such as Trkiye,France,Japan or the United States have robust tourism sectors with varied attractions and established infrastructure,but T&Ts contribution to GDP is balanced within their diversified economies.Ev

30、en within these countries,however,tourism benefits are concentrated in specific destinations(e.g.Istanbul,Beijing,Paris).Strategies to distribute tourism more evenly could be explored by governments to continue growing T&T direct contribution without adding pressure to already much-visited destinati

31、ons.T&T is navigating post-pandemic recovery,emerging challenges and unprecedented growth opportunities in an evolving world.Caption:Sangenjaya,Tokyo,JapanTravel and Tourism at a Turning Point:Principles for Transformative Growth5At subnational levels,significant variation exists in visitor intensit

32、ies.Cities such as Doha,Dublin or Lima concentrate more than 60%of their countries T&T GDP contribution.7 Despite being among the most visited cities globally,T&T direct GDP contribution in major hubs such as Paris,Tokyo or Mexico City does not exceed 4%of the citys GDP and can be as low as 1%.8 Thi

33、s uneven distribution creates both focused opportunities and concentrated challenges.For example,in Thailand,the provinces of Phuket and Chonburi capture more than 40%of the countrys tourism revenue,9 with Phuket reaching visitor-to-resident ratios of 118:1,creating infrastructural and environmental

34、 challenges.10 Meanwhile,the north-east region of Isaan,which occupies nearly one-third of the countrys total population,has historically been one of the least visited areas.This imbalance creates challenges for both.Over-visited areas face resource strains while the under-visited region seeks econo

35、mic development opportunities.In fact,tourism authorities in Thailand recently defined the latter as a new focal point for tourism growth.11New realities emerging as a result of the COVID-19 pandemicThe COVID-19 pandemic shook the sector,with global T&T GDP contracting from$10.3 trillion in 2019 to$

36、5.3 trillion in 2020 a decline of almost 50%.12 This period also accelerated innovation and prompted a strategic reassessment.Recovery,while uneven,has been steady,with global T&T GDP surpassing 2019 levels in 2024.13 The main developments include:Varied recovery patterns:Some regions recovered fast

37、er than others.By the end of 2023 the Middle East and western and southern Europe exceeded 2019 levels while Asia Pacific remained 44%below.14T&T GDP direct contribution and growth by countryFIGURE 1Notes:1.2022 GDP direct contribution;2.Annualized real growth adjusted for inflation.Source:WWTC5 and

38、 UN Tourism6 Travel and Tourism at a Turning Point:Principles for Transformative Growth63512109876543210T&T direct GDP growth(20232033)2T&T direct GDP contribution(%)654.543.532.521.506.5788.59 9.5101113.516.5Tourism-centric economiesEmerging tourism destinationsDiversified economiesGermanyUKItalyBr

39、azilArubaBahamasJamaicaCroatiaGreeceEgyptMexicoChinaMacau SAR,ChinaSaint LuciaMontenegroIcelandMauritiusAntigua and BarbudaSeychellesPortugalPhilippinesThailandSri LankaMyanmarHong Kong SAR,ChinaGuyanaMongoliaJordanCosta RicaParaguayCzechiaTunisiaSaudi ArabiaOmanMaltaPuerto RicoEl SalvadorMoroccoTrk

40、iyeAlbaniaPolandSouth KoreaIsraelBangladeshSpainBelgiumUSARomaniaJapanNepalEswatiniAnnual growth,%of countrys GDP,1 size=T&T GPD$billions(Non-exhaustive)Non-G20G20T&T GDP=$10 billion Accelerated innovation:Rapid adoption of technologies and operating models,from contactless technology to health prot

41、ocols.Evolving consumer behaviours:New travel patterns emerged,including interest in outdoor experiences,blended travel and a focus on wellness(a 2022 study found health and wellness to be the reason for travel for one in five travellers).15As the sector moves beyond recovery,it faces a complex envi

42、ronment.Severe weather events increasingly affect traveller patterns(one-third of Europeans avoided destinations likely to experience extreme weather conditions)16 and growing environmental consciousness(a recent survey showed that environmental impact plays a role in the destination selection of 75

43、%of travellers).17 Geopolitical realignments alter travel patterns and can manifest as social unrest,safety concerns or disruptions that directly affect visitor experiences.According to a recent survey of sector experts,geopolitical risks18 have risen 20 percentage points since September 2024,19 mak

44、ing this one of the major challenges for the sector.Similarly,economic factors(e.g.higher transportation and accommodation costs)are among the main threats seen by experts.20 Finally,technological disruption continues to transform and challenge business models.These factors inform four potential sce

45、narios in the latest World Economic Forum white paper in collaboration with Kearney:Four Scenarios for the Future of Travel and Tourism(July 2025).Rather than being a prediction exercise,this aspires to support stakeholders to prepare for potential futures:A thousand islands world(high geopolitical

46、fragmentation and global economic stagnation)Harmonious horizons(high stability,strong economic growth)Green ascent(rapid sustainability transition,moderate growth)Tech turbulence(accelerated disruption,uneven growth)While distinct,elements within these scenarios will likely manifest simultaneously,

47、creating complex realities for stakeholders to navigate.This reflects what academics describe as“polycrises”the convergence of multiple interconnected global challenges occurring concurrently.21 Regardless of how these variables unfold,certain fundamental challenges and opportunities require focused

48、 attention.The latest projections suggest the sector will contribute$16 trillion in GDP by 203422 and total travel spend will reach$14 trillion.23 The factors stated earlier can accelerate or slow down these projections;nevertheless,significant growth will most likely materialize over time,bringing

49、tremendous potential and responsibility for key stakeholders.How this growth is shaped and materialized will determine whether or not the sector fulfils its potential as a positive force for prosperity,cultural understanding,inclusion and regeneration.Section 1 examines the most important growth are

50、as and tension points that will influence the sectors evolution,providing a foundation for the guiding principles and action areas that can help stakeholders navigate this complex and dynamic landscape.Scenario 1Scenario 2Scenario 3Scenario 4T&Ts contribution to GDP 20192034FIGURE 2Note:1.Compound a

51、nnual growth rate(CAGR);F=forecast.Source:WTTC24201510520212022202320242034F2020201910.35.36.58.09.910.90468101214+4%16Total T&T GDP contribution($trillions,real prices)%of Global GDP1Travel and Tourism at a Turning Point:Principles for Transformative Growth71Growth areas and tension points as key t

52、rends for T&TEvolving behaviours,segments and challenges will shape T&Ts future development.Caption:Gergeti Trinity Church,GeorgiaTravel and Tourism at a Turning Point:Principles for Transformative Growth8T&T growth areas and tension pointsFIGURE 3Note:MICE=meetings,incentives,conferences and exhibi

53、tions.Source:World Economic Forum02Growing segments as driversNew segments will emerge and become growth drivers e.g.live events tourism(16%CAGR),ecotourism(14%CAGR),MICE(9%CAGR)and wellness(8%CAGR).03Technology development as an enabler Travel tech(market$10 billion in 2024)is expected to double,se

54、rving as an enabler for new visitors with continuous focus on flexibility and transparency but also carrying inherent risks.05Increased friction between visitors and residentsVisitor-to-resident ratios could rise by at least 50%,intensifying challenges and highlighting the need to promote harmonious

55、 coexistence and spaces that benefit both.06Growing pressureon natureThe sector could strain natural systems and account for 15%of total GHG emissions,10%of global energy consumption and 7%of solid waste production.01Evolving traveller profilesFast-growing middle classes,e.g.in India and China,are c

56、reating new traveller patterns and are set to reach more than 25%share of total international trips by 2030.04Risk of global disruptionsIncreased sensitivity to global disruptors such as geopolitical tensions,climate change and demographic shifts could reach$6 trillion losses by 2030,showing need to

57、 increase resilience.09Infrastructure and investment requirementsServing 30 billion tourists in the future will require infrastructure and asset investments(e.g.25 million hotel rooms by 2034),as well as regulatory and other changes to expedite development.10Cultural and heritage dynamicsCultural ho

58、mogenization and heritage degradation pose critical risks,with 97%of respondents in a survey agreeing locals are adopting tourist culture over traditions and 70%of heritage sites are being threatened by inadequate management plans.07Labour and skills crisisBy 2034,100 million+more jobs will have to

59、be filled;some places currently face quantitative and qualitative labour gaps(e.g.in the UK,the sector turnover is 50%,far exceeding other sectors).08Local capacity-building SMEs represent 80%of the sector;to properly serve expected demand they will require support as travellers seek local experienc

60、es.Growth areasTension pointsTravel and Tourism at a Turning Point:Principles for Transformative Growth9The T&T sector stands on the threshold of significant growth.By 2034,it is expected to expand 1.5 times faster than the global economy.This growth trajectory reflects the continued rise in global

61、mobility and increased spending across different segments despite the sectors already substantial size.Domestic travel will continue to contribute more than 70%of direct GDP,and leisure travel will continue to represent 80%of the market In line with pre-pandemic figures (2018 and 2019).25Geographica

62、lly,Asia will be a major driver of GDP growth,with T&T direct contribution to GDP exceeding 7%across regions(Figure 4).This positions Asia as the worlds fastest-growing tourism economy,fundamentally shifting global tourism dynamics,requiring massive infrastructure investments and creating new touris

63、m corridors.Such growth could position Asia as one of the globes epicentres while potentially becoming a dominant force in setting international standards and practices.1.1 Growth areasPercentage growth projections in T&T direct GDP contribution 20232033FIGURE 4Source:WTTC26North-East AsiaSouth Asia

64、South-East AsiaCentral AsiaMiddle EastSub-SaharanAfricaNorth AfricaOceaniaCaribbeanNorth AmericaOther EuropeLatin AmericaEuropean Union8.9%8.1%7.7%6.2%4.9%4.7%4.5%5.1%4.4%3.1%2.9%2.8%2.6%987654321 Caption:Grand Bahama,BahamasTravel and Tourism at a Turning Point:Principles for Transformative Growth1

65、0Evolving traveller profilesThe global traveller demographic composition will undergo profound transformation driven by emerging-market shifts,generational changes and evolving preferences.Estimates suggest that by 2030 India and China will collectively account for more than 25%of international outb

66、ound travel.27 With Indian travellers tripling and Chinese travellers doubling their current share,their preferences will shape the market.Simultaneously,Millennials and Generation Z will comprise most travellers,bringing in digital-native behaviours.They will continue to fuel demand for experiences

67、 and events,28 with most preferring live experiences over purchasing items29 and relying heavily on social media for inspiration.30 Content creators and travel influencers have emerged as powerful intermediaries,shaping travel decisions and behaviours through their platforms,creating both opportunit

68、ies and responsibilities for promoting sustainable,respectful tourism practices.The pandemic accelerated hybrid traveller segments,with blended travel31 projected to expand at around 9%compound annual growth rate(CAGR)by 2032 as remote work polices enable location flexibility.Such shifts are accompa

69、nied by evolving preferences(e.g.more than 50%of business travellers want more blended travel trips and in 2024 took at least two of them).32These evolving traveller profiles create both opportunities and challenges.Destinations and business must develop varied offerings that serve travellers while

70、not diluting authenticity.Traditional demographic marketing is becoming less effective as motivational and behavioural factors increasingly define traveller segments.Entities that develop nuanced understandings of these profiles and adapt their offerings will reap the greatest rewards.Growing segmen

71、ts as driversSeveral segments emerge as significant growth drivers,expanding at rates exceeding sector averages.Travelling to attend live events,including music festivals and sports tourism,is growing at double-digit rates.Sports tourism,where the tourist either observes as a spectator or actively p

72、articipates in a sporting event,was valued at more than$609 billion in 2023 and is expected to reach more than$1.7 trillion by 2032(16%CAGR).33 Social media platforms are key enablers for this growth in trips as they promote tournaments and events.Online shows and content on video platforms also enc

73、ourage spectators to engage more,driving higher attendance.Furthermore,participation by recreational athletes in events such as marathons is expected to continue.Ecotourism is projected to expand at a rate of 14%CAGR,reaching$760 billion by 2032.34 Among the drivers are the rise in awareness of outd

74、oor recreational activities and in interest in sustainable tourism.Wellness tourism is projected to increase at 8%CAGR by 203435 as health consciousness grows,creating demand for experiences that treat mind and body(e.g.spa treatments,mindfulness retreats and wellness programmes).MICE(meetings,incen

75、tives,conferences and exhibitions)is projected to grow at 9%CAGR between 2025 and 2030,from$870 billion in 2024,36 outpacing the rest of the business travel segment.This growth reflects the value of face-to-face interaction even as technology provides alternatives.These segments offer opportunities

76、to develop specialized offerings for destinations and organizations,while potentially addressing seasonality challenges.Successfully entering these segments requires investment,skills development and marketing capabilities.Additionally,competition is intensifying,even within countries,as these oppor

77、tunities are recognized making distinctive positioning and coordination increasingly important.Stakeholders must carefully evaluate which segments align with their capabilities rather than pursuing all areas.Specialized segments can also create opportunities to advance in broader sustainability and

78、inclusion objectives(e.g.ecotourisms conservation efforts).Technology developments as an enabler Technological innovation has been transforming every aspect of the T&T ecosystem from traveller inspiration and planning to business operations and destination management creating opportunities,responsib

79、ilities and challenges.The global travel technology market size,estimated at$10.5 billion in 2024,is expected to nearly double by 2033(7.5%CAGR).37 This reflects widespread adoption of transformative technologies and aligns with broader industry trends.A recent survey indicates that 91%of travel tec

80、hnology decision-makers expect moderate to aggressive increases in technology investment in their organizations.38 Artificial intelligence(AI)and machine learning applications span the entire travel journey,from chatbots to personalized recommendation engines.23191%of travel technology decision-make

81、rs expect moderate to aggressive increases in technology investment in their organizations.Travel and Tourism at a Turning Point:Principles for Transformative Growth11Leading providers such as T use AI to generate customized itineraries that combine traveller preferences with real-time conditions an

82、d historical data.Similarly,South Koreas Yanolja connects data,improves data quality and provides AI services that aim to increase efficiency and level the playing field for companies worldwide.Internet of things(IoT)technologies create environments that enhance guest experiences while optimizing ef

83、ficiency.Hospitality properties implement these solutions for energy management,predictive maintenance,contactless options and personalization,while airports deploy connected systems for baggage tracking and optimizing crowd flow.Beyond operational applications,emerging technologies such as augmente

84、d reality,virtual reality and gamification also offer innovative opportunities to engage younger generations with cultural heritage destinations or attractions by creating immersive experiences that preserve authenticity while making traditions accessible and meaningful to digital-native travellers.

85、These technologies are increasingly supported by advanced connectivity solutions,which are significantly faster than previous networks,thus enabling more responsive and data-rich travel applications.Biometric identification continues to revolutionize traveller processing,with facial recognition,fing

86、erprint scanning and other technologies streamlining processes.Hong Kong International Airport exemplifies these trends.It introduced Flight Token,a biometric system enabling seamless face-based navigation,in 20212022,and nearly 90%of surveyed people provided an excellent ranking to Airport Service

87、Quality.39 It also features the SKYTOPIA initiative,which aspires to transform the traditional airport into an airport city that combines aviation services with retail,cultural and entertainment facilities to enhance passenger experiences.While technology offers tremendous potential to enhance exper

88、iences,reduce frictions and increase sustainability practices,implementation challenges remain.The digital divide between regions TTDI 202440 scores for ICT(information and communication technology readiness)range from almost 5 in Asia Pacific to less than 3 in Africa limits equitable competition.Da

89、ta privacy and security concerns require careful navigation of regulatory environments while maintaining the expected personalization,especially as the sector ranks third for cyberattacks and 70%of companies have experienced data breaches.41 Workforce implications include potential jobs displacement

90、 and the creation of new roles requiring digital skills.Risk of global disruptionsTravel and tourism historically faces sensitivity to disruptive forces that can rapidly change market dynamics,consumer behaviour and operational realities.Building resilience against these disruptions becomes critical

91、 for stability and long-term viability.While exact figures remain speculative,cumulative revenue losses for global tourism by 2030 due to disruptions such as pandemics,geopolitical events,climate change and regulatory shifts could range from$3 trillion(moderate mitigation)to$6 trillion(worst-case sc

92、enario).42 Proactive policy coordination and sustainable transitions are critical to minimizing these losses.The COVID-19 pandemic already demonstrated the sectors vulnerability,causing losses of approximately$4.5 trillion in GDP contribution in 2020.43 Recent events also highlight this vulnerabilit

93、y.Geopolitical tensions are already having an impact on travel patterns.Diplomatic friction between the United States and Canada led to a substantial travel boycott,with Canadian car travel to the US declining by 32%in March 2025 and dropping by over 30%in April and May 2025,compared to the previous

94、 year.44 This decline is projected to potentially cost the US economy$6 billion.Similar declines have been observed across other regions(e.g.travellers to the US from Western Europe,Mexico and the Caribbean).45 These shifts demonstrate how political tensions can disrupt established travel corridors

95、and create cascading economic impacts.The global risks ranked highest by world leaders for the next two years include misinformation and disinformation,extreme weather events,state-based armed conflicts and societal polarization.In the long term,the most anticipated risks ranked by severity are main

96、ly related to environmental issues,with extreme weather events,biodiversity loss and ecosystem collapse and critical changes to Earth systems ranked as the top three.46 Without enhanced resiliency measures,continued disruptions could result in sustained monetary losses and a drop-off in job creation

97、,threatening livelihoods and the sectors ability to meet demand.The increasing frequency and intensity of global disruptions(e.g.50%increase in natural disaster events in the past 30 years)47 create critical challenges that traditional approaches might struggle to address.Conventional forecasting an

98、d planning methodologies become less effective in highly volatile environments,requiring new uncertainty management techniques that embrace scenario planning and adaptive strategies.1.2 Tension points4Travel and Tourism at a Turning Point:Principles for Transformative Growth12Many destinations and e

99、nterprises,particularly SMEs,often lack the frameworks for rapid response or the financial reserves and access to capital for post-disruption recovery,potentially leading to permanent closures that damage ecosystems.The fragmentation and deeply embedded nature of the sector(that is,many other sector

100、s such as financial services and retail rely on and benefit from T&T)complicate coordinated responses,creating inefficiencies and increasing recovery timelines when swiftly aligned action is essential.For instance,during the early stages of the COVID-19 pandemic(June 2020),more than 60%of travel res

101、trictions were ineffective because they were uncoordinated,were not introduced in the global public interest or were not conducted in a timely manner.48 Organizations and destinations that systematically prepare for disruption by building adaptive capacity,developing rapid response capabilities and

102、recovery mechanisms will not only weather crises more effectively but may gain competitive advantages.Increased friction between visitors and residentsAs travel and tourism expands,tensions between visitors and residents are becoming more pronounced in popular destinations such as Amsterdam,Athens a

103、nd Bali.Across these locations,an imbalance between visitor numbers and the capacity of local populations can erode community well-being and diminish the quality of visitor experiences.This phenomenon is often described as“overtourism”,but the term risks framing tourism growth itself as inherently p

104、roblematic.In reality,the issue is not the overall scale of global tourism especially in a world marked by a growing population,an expanding middle class and increased access to mobility but rather the disproportionate concentration of visitors in a limited number of destinations.5Projected increase

105、 in ratio of visitors to residents in most-visited citiesFIGURE 5Note:1.Number of international arrivals per city arrivals refer to visitors staying at least 24 hours.Source:Euromonitor International52 and World Population Review532.London(18.8 million)5.Paris(15.5 million)1.Istanbul(20.2 million)10

106、.Mecca(10.8 million)3.Dubai(16.8 million)6.Hong Kong SAR,China(14.7 million)7.Bangkok(12.2 million)4.Antalya(16.5 million)8.New York(11.7 million)9.Cancun(10.8 million)1.9x2.6x20232034F+0.7x2.London1.3x1.6x20232034F+0.4x1.Istanbul1.3x1.8x20232034F+0.5x5.Paris5.5x6.9x20232034F+1.4x3.DubaiRatio intern

107、ational visitors to residents Rank,(of visitors)1#Travel and Tourism at a Turning Point:Principles for Transformative Growth13A more constructive approach requires shifting the narrative from restriction to redistribution.Many regions remain under-visited and could benefit significantly from tourism

108、 as a catalyst for economic opportunity,infrastructure investment and local development particularly when aligned with community needs and sustainability goals.The focus should be on managing flows,diversifying tourism offerings and fostering more balanced and inclusive growth across the ecosystem,r

109、ather than curbing the fundamental right and aspiration to travel.If visitor numbers in the most visited cities continue to grow at rates that match or exceed sector averages,they will see significant increases in the levels of visitor-to-resident ratios.By 2034,Dubais ratio could rise from 5.5:1 to

110、 6.9:1,Paris from 1.3:1 to 1.8:1 and London from 1.9:1 to 2.6:1(Figure 5).While there is no universal“ideal”ratio what is acceptable varies based on infrastructure or spatial distribution these projected increases would surpass thresholds that have historically triggered community concern in similar

111、 destinations.These increases heighten the potential for tension as showcased in local housing markets.This impact is multifaceted:while some residents and local businesses benefit from short-term rentals(STR)with US hosts earning on average$14,000 annually and 43%of them reporting this income helpe

112、d them maintain their homes49 research demonstrates broader consequences.Studies show that STR growth reduces long-term housing availability50 and creates measurable price pressures.While individual effects may appear modest(each 1%increase in listings leads to a 0.018%rise in rents and 0.026%increa

113、se in house prices),51 these impacts compound significantly in high-demand markets with rapid STR growth potentially contributing to broader affordability challenges alongside other market factors.Balanced policy approaches,such as strategic zoning,housing fund contributions and concentration limits

114、,can help mitigate these effects while preserving the economic benefits STRs provide.Congestion and overcrowding affect urban residents daily life.Cultural friction often emerges from behavioural differences between visitors and residents ranging from noise disturbance to inappropriate conduct at cu

115、ltural sites.Tourism demand overwhelms infrastructure designed for the resident population,degrading service quality.Yet residents also benefit directly and indirectly from tourists in ways not always visible to them.In the United States,tourism generates$180 billion in tax revenues54 and supports m

116、ore than 9 million jobs.Specifically,in 2024 New York City visitor spending generated$7 billion in tax revenue,saving each household approximately$2,000 they would otherwise have to pay.55Growing friction presents several challenges to ensure sustainability.Without effective management,resident oppo

117、sition escalates,limiting growth opportunities.As communities become displaced from tourism areas,authentic experiences become scarce or manufactured,undermining destination appeal.Balancing stakeholder interest requires sophisticated governance and coordination mechanisms that many destinations lac

118、k.Addressing tensions demands multifaceted approaches that combine policy intervention,stakeholder collaboration and technological innovation alongside the recognition that residents support is essential for tourisms long-term viability.Caption:Lake in Beihai Park,Beijing,ChinaTravel and Tourism at

119、a Turning Point:Principles for Transformative Growth14Growing pressure on natureThe sectors relationship with ecosystems is paradoxical:nature attracts travellers,yet tourism can degrade natural environments.This tension intensifies with sector expansion,creating urgent imperatives for sustainable d

120、evelopment and management and changes in travellers behaviour(even if increased awareness is already present).56T&T accounts for 8%of global greenhouse gas(GHG)emissions,57 with transportation representing around 40%.58 With projected expansion this could reach between 11%and 15%,depending on global

121、 emissions trends.The sector currently represents approximately 10%59 of global energy consumption but could reach more than 12%60 by 2034,implying 26 million terajoules.This emphasizes the importance of clean energy transitions and improved efficiency.Tourist waste generation averages 1.6kg per per

122、son daily61 double the global average.62 Without intervention and based on trip projections,tourist waste could reach 205 million tonnes annually by 2034(7%of global solid waste),creating significant management challenges particularly in destinations with limited processing infrastructure.Waste gene

123、rated by tourism and hospitality is estimated to be composed primarily of organic waste(3772%),followed by paper and cardboard(640%)and plastic(515%).63 Water consumption shows similar patterns,as the sector currently accounts for 6%of total usage.64 These pressures are concentrated in coastal ecosy

124、stems,where 5080%of tourism occurs.65 More than a third of the International Union for the Conservation of Nature(IUCN)natural World Heritage sites face significant or critical pressure,with a slight increase compared to the last assessment in 2017.66 Although climate change continues to be the majo

125、r factor affecting these sites,tourist visits continue to increase vs.2014 and 2017,and it now ranks as the third most common threat.This highlights the need to change traveller behaviour towards the environment but also the necessity for collective action from operators,authorities and destination

126、managers to ensure these sites can absorb projected growth sustainably.The growing environmental pressure creates critical challenges for sustainability.As tourism intensifies and expands,the contribution to climate change might increase without significant intervention,creating a feedback loop that

127、 threatens many destinations through sea-level rise,extreme weather and changing seasonal patterns.Tourism development and visitor pressure can contribute to habitat degradation and species decline,undermining the natural assets upon which many destinations depend.T&T can also compete with local com

128、munities for limited resources,creating potential conflicts or trade-offs that require careful management.Many destinations lack the infrastructure and systems required to manage the waste volumes generated by tourism,leading in the best-case scenario to comprehensive waste management systems develo

129、pment(e.g.Bora Bora and Maldives)or in the worst case to pollution and ecosystem degradation that affect both environmental and human health(at Maya Bay on Koh Phi Phi Leh in Thailand,for example,excessive tourism led to severe coral damage before the beachs closure).67Addressing these challenges re

130、quires moving beyond impact minimization towards approaches that actively restore and enhance natural systems,transforming the relationship with nature from extraction to stewardship.This transformation is not merely an ethical imperative but a business necessity for the long-term viability of the s

131、ector.6 Caption:Hot air balloons flying in sunset sky Cappadocia,TrkiyeTravel and Tourism at a Turning Point:Principles for Transformative Growth15Labour and skills crisisThe sector faces workforce challenges as it seeks to add more than 100 million new jobs by 2034.Despite creating substantial empl

132、oyment opportunities,T&T struggles with persistent labour shortages,high turnover rates and skills gaps that threaten growth and service quality.Labour shortages persist even years after the post-pandemic recovery.In the United States,pre-pandemic hiring in the leisure and hospitality sector consist

133、ently outpaced job openings(in nine months of 2019),68 whereas this occurred only twice in 2023 and four times in 2024(Figure 6).This persistent gap exists despite wages increasing by over 16 percentage points above inflation,69 indicating structural challenges rather than cyclical.Turnover rates in

134、 accommodation and food services are among the highest across sectors,creating substantial operational challenges and costs.Current statistics show that the employee turnover rate in the hospitality industry ranges from 30%to 73%worldwide.70 As an example,in the United Kingdom,41%of workers changed

135、employers in 20222023,while an additional 12%left the workforce entirely,creating a combined turnover of 53%,which far exceeds that in other sectors.71Projected increase in ratio of visitors to residents in most-visited citiesFIGURE 6Source:US Bureau of Labor Statistics72Hires Job openingsSalary2,40

136、02,0002,2001,6001,2001,4001,000600800Jul 25Jan 25Jul 24Jan 24Jul 23Jan 23Jul 22Jan 22Jul 21Jan 21Jul 20Jan 20Jul 19Jan 19Jul 18Jan 181617181920212223+43%Number of monthly job hires and openings(thousands)Average hourly earnings($)7 Caption:Mongolian man with a golden eagle,MongoliaTravel and Tourism

137、 at a Turning Point:Principles for Transformative Growth16Structural factors contribute to these challenges.Negative perceptions regarding career prospects,work conditions and social status discourage job applications and contribute to high turnover.Historically,tourism wages have lagged behind thos

138、e in comparable sectors73 and,in addition to irregular hours,T&T creates worklife challenges that many workers,particularly those in younger generations,find unacceptable.Despite these obstacles,the sector employs millions of youths and women at higher rates than other sectors,making it a platform f

139、or upward mobility and economic participation.74 However,while women represent a significant portion of the workforce,men continue to dominate leadership positions,and traditional gender stereotypes persist in role assignments.75 Addressing these disparities presents opportunities to build a more eq

140、uitable and inclusive industry that fully leverages diverse talent.The sector faces important ethical responsibilities as one of the worlds largest employers.Modern slavery and human trafficking remain persistent risks in parts of the value chain.Estimates suggest that more than 27 million people ar

141、e working under forced labour conditions with an increasing trend between 2016 and 2021.Service sectors(including hospitality,food and beverage,and entertainment,but excluding domestic work)rank among the top five industries accounting for adult forced labour,with 86%of cases stemming from private a

142、ctors.76Labour shortages damage reputations,limit innovation implementation and drive wage inflation without productivity increases,which particularly affects SMEs.This in turn can trigger service reduction,staff cuts and ultimately declining traveller satisfaction causing a downwards spiral.Address

143、ing these challenges requires a comprehensive approach that enhances the entire value proposition of careers through competitive compensation,worklife balance safeguards,a continuous learning culture and clear pathways for advancement.Organizations must reskill and upskill for evolving roles,create

144、opportunities and responsibly manage technological transition.It is equally important to act on human rights risk through robust due diligence processes and ethical recruitment standards.Companies implementing strong human rights protections not only mitigate reputational and legal risks but also be

145、nefit improved worker satisfaction retention and productivity.Organizations and destinations that develop innovative,worker-centric approaches to talent management will gain competitive advantages while contributing to inclusive sustainable development.Local capacity-buildingSmall and medium-sized e

146、nterprises(SMEs)form the backbone of the T&T sector,representing approximately 80%of businesses and forming a fundamental part of the traveller experience.77 Building their capacity is essential for creating broadly distributed economic benefits,enhancing destination distinctiveness and ultimately f

147、ulfilling visitors needs as numbers expand.In Organisation for Economic Co-operation and Development(OECD)countries,SMEs provide between 50%and 85%of employment.78 In Europe,more than 60%of total accommodation room capacity is supplied by independent providers.79 These businesses meet a growing trav

148、eller preference for authenticity,with 75%of travellers seeking local cultural experiences and 69%wanting their spending to benefit local communities directly.80 Data suggests that when people stay in STR accommodation,around 40%of travellers spend is in the neighbourhood surrounding the listing.Thi

149、s creates significant ripple effects that benefit other local businesses such as retailers,restaurants and service providers.81 Large hotels and tourism enterprises recognize the value of these SMEs to a destinations or an experiences appeal Hilton spent more than$450 million with SME suppliers in 2

150、02382 while Norwegian Cruise Line Holdings reported more than$635 million in SME procurement across 35,000 global suppliers.83 Despite their importance,T&T SMEs face significant challenges that can limit their ability to participate fully in the sector and receive equitable benefits.Digital transfor

151、mation gaps persist:a 20092019 study found that while large companies reached 83%of employees with online devices,small companies reached only 50%,with hospitality SMEs lagging further behind at just 32%(Figure 7).84 This digital divide restricts SMEs market access and operational efficiency.SMEs al

152、so struggle with regulatory burdens or to meet industry standards.A recent survey in the United States showed that more than 50%of small business owners report that licensing requirements hinder growth and 69%spend more per employee on compliance than larger competitors.85 Financial vulnerability co

153、mpounds these challenges,as demonstrated during the COVID-19 pandemic when 50%of T&T SMEs feared bankruptcy within three months.Without targeted support addressing these constraints,there is a risk that T&T benefits will be concentrated among larger enterprises,undermining the authentic local charac

154、ter to which SMEs contribute and that travellers seek.Building local capacity through public-and private-sector initiatives is essential to create enabling environments for SME success.8Travel and Tourism at a Turning Point:Principles for Transformative Growth17Challenges arising from SME digitaliza

155、tion and resiliency/financingFIGURE 7Source:OECD86,87Infrastructure and investment requirementsProjected growth requires significant expansion and enhancement of physical infrastructure,both presenting a challenge in terms of financing and coordination and an opportunity to reshape the sectors found

156、ations.Although quantifying the total number of tourists trips is challenging,estimates suggest there will be approximately 30 billion tourist trips globally by 2034.Based on current traveller ratios,this implies that about 7 million additional hotel rooms,close to 15 million flights annually and cr

157、uise infrastructure to support 300,000 extra berths will be required in the years ahead.These would be in addition to the corresponding expansion of roads,utilities and waste management systems and digital connectivity.Overall,these requirements translate to trillions of dollars in capital investmen

158、t over the next decade,with significant regional variations based on growth patterns and existing infrastructure gaps.9Digitalization challenges(%of employees with devices with online connection)2009201940%50%40%52%23%32%Hospitality SMEs(average)68%83%+33Feared going out of business during COVD-19 i

159、n three months50%40%33%Feared going out of business during COVID-19 in one month Caption:Sakura flower season,Tokyo,JapanTravel and Tourism at a Turning Point:Principles for Transformative Growth18International and domestic tourists global estimates and infrastructure requirementsFIGURE 8Notes:1.202

160、4 Estimates using latest numbers on domestic travel and extrapolating globally based on GDP contribution;2034 estimates based on GDP real growth rates;2.Infrastructure requirements based on maintaining current ratios per tourist;E=estimated;F=forecast.Source:Internal analysis using UN Tourism,88 Hot

161、elTechReport,89 IATA,90 Cruise Market Watch91 and World Bank92Current investment patterns show notable concentration,with accommodation dominating tourism foreign direct investment(FDI),accounting for 60%of projects from 2017 to 2021.93 FDI in the sector remains significantly below pre-COVID-19 pand

162、emic levels,however.In 2023,for the third consecutive year,FDI reached only$11 billion,far below the 2019 figure of$59 billion.Preliminary 2024 data indicates minimal improvement in investor sentiment.94 Investment distribution shows notable geographic concentration,with the United States and United

163、 Kingdom accounting for approximately 160 of 250 projects during this period.In this context,hospitality investment has shifted towards asset-light models,with strong brands continuing to attract investors through franchise and management agreements rather than property ownership.This trend reflects

164、 investors seeking flexibility and reduced exposure to climate-related risks and market volatility.The latest edition of the Travel and Tourism Development Index(TTDI)highlights substantial infrastructure quality gaps among regions,influencing which destinations are more suitable to capture growth.A

165、ir Transport Infrastructure scores95 range from below 2 in emerging economies to over 6 in mature ones(e.g.the United Arab Emirates or United States),reflecting disparities in airport quality,air connectivity and aviation service levels.Similar disparities exist in ground transportation infrastructu

166、re,which research shows can significantly affect visitor satisfaction,destination quality perceptions96 and tourist service infrastructure.Important challenges in bridging these gaps include:financing limitations that may hinder an emerging destinations ability to develop necessary infrastructure de

167、spite abundant natural and cultural assets;sustainability integration to ensure that new developments incorporate circular economy principles;planning fragmentation across governmental entities;and community integration to Estimate1 of international and domestic tourist trips globally(billions of to

168、urists)T&T infrastructure requirements estimate2(millions)DomesticInternational2024E2034F21.229.82.21.427.619.7+8.6Growth in tourist numbersInternational0.8 billionDomestic7.8 billionHotel rooms17.52024E24.62034F+7.1362024E50.72034F+14.7Cruise capacity0.62024E0.92034F+0.3Travel and Tourism at a Turn

169、ing Point:Principles for Transformative Growth19ensure tourism infrastructure creates economic links with local communities.Destinations that implement sustainable,inclusive and resilient infrastructure approaches will gain competitive advantage while avoiding the current pitfalls some regions or de

170、stinations might be experiencing.Cultural and heritage dynamicsT&T growth can inadvertently affect the cultural authenticity,traditions and heritage that form a core component of a destinations appeal.As visitor numbers increase and commercialization intensifies,balancing preservation with cultural

171、evolution becomes a critical challenge requiring thoughtful management approaches.Cultural homogenization represents a significant risk as T&T expands.Studies show that the increasing involvement of local communities in tourism has pushed them towards adopting visitor norms and expectations,particul

172、arly Western lifestyle and behaviour patterns.In one community survey,97%of respondents agreed that locals are adopting tourist behaviour rather than maintaining traditional practices.97 This adaptation is particularly pronounced among members of younger generations,who may become disconnected from

173、their cultural heritage as tourism reshapes social norms and aspirations.Simultaneously,tourism-driven standardization often transforms cities into homogenous retail landscapes,diminishing the unique character that initially attracted visitors.Cultural sites typically face physical degradation from

174、visitor pressure,with many lacking effective carrying capacity or protection frameworks.A statistical analysis conducted over 19792013 showed that the primary threat affecting nearly 70%of sites was related to inadequate or poorly implemented management plans.98 Tourisms impact on cultural heritage

175、including traditional practices,crafts knowledge systems and performing arts presents several critical challenges.Without careful management,commercialization can create“performed authenticity”that satisfies visitors but disconnects from living cultural traditions,while economic benefits often bypas

176、s the communities who maintain these traditions.Effective approaches view cultural heritage as living practices rather than static commodities,empowering cultural stewards with decision-making authority and fair compensation.When managed thoughtfully,tourism can become a powerful force for cultural

177、revitalization by providing economic support for traditional practices,stimulating contemporary interpretations,generating interest among younger generations and fostering a creative ecosystem in which heritage informs innovation in art,design and local creative industries.10 Caption:Fushimi Inari S

178、hrine path,Kyoto,JapanTravel and Tourism at a Turning Point:Principles for Transformative Growth20Guiding principles for a transformed sectorThese principles balance growth imperatives with responsible practices to create sustainable value for destinations,communities and travellers alike.2To respon

179、d to the global challenges facing the T&T sector,it is necessary to take a fundamentally new approach.The guiding principles outlined below offer a path towards a sector that creates prosperity while regenerating cultural heritage and natural environments and empowering communities.These principles

180、form the foundation for the specific action areas detailed in Section 3.2.1 Guiding principlesPrinciple 1:Adapt,upgrade and personalize offeringsInnovate to meet evolving traveller demographics and preferences while developing local innovation and culture.As traveller profiles continue to diversify(

181、e.g.travellers from emerging markets or digital natives),tourism offerings must evolve accordingly.Successfully navigating these shifts requires thoughtful innovation that enhances experiences and maintains authenticity.Adaptation should respond to diverse traveller needs without homogenizing experi

182、ences.It must balance innovation with tradition,develop personalized options while maintaining operational efficiency and respect cultural heritage.This principle recognizes that adaptation must serve both visitor satisfaction and destination integrity,creating sustainable competitive advantage thro

183、ugh authentic differentiation.Caption:Puffins in the rain,IcelandTravel and Tourism at a Turning Point:Principles for Transformative Growth21Principle 2:Embrace growth segments strategicallyDevelop specialized offerings in high-growth,high-value segments that align with destination assets and commun

184、ity values,creating distinctive experiences.The emergence of rapidly growing segments such as live events tourism,ecotourism or business events creates opportunities for targeted growth in specialized niches.Rather than pursuing all growth areas simultaneously,destinations and businesses should iden

185、tify segments that align with their unique attributes and strategic priorities.Strategic segment development integrates environmental and social responsibility throughout the traveller journey;designs experiences that create lasting positive impacts for both travellers and communities;uses technolog

186、y to enhance and create efficiency while maintaining human connection;and distributes economic benefits fairly.This principle transforms growing segments from mere market opportunities into vehicles for advancing the sector towards a future in which everyone benefits.SituationRwandahas established i

187、tself as a destination for high-end,responsible and eco-luxury tourism.Over the past 20 years,strategic efforts have positioned tourism as a cornerstone of the Rwandan economy,contributing 10%to GDP.Nature-based tourism is at the heart of the offering,including the Volcanoes National Park;however,as

188、 limits on carrying capacity are being reached,alternatives have had to be considered.ApproachMICE tourism(catering to meetings,incentives,conferences and exhibitions)was prioritized 10+years ago;at the time,Rwandawas not in Africas top 20 destinations for business events.In 2014,Rwanda established

189、the Rwanda National MICE Tourism Strategy through the Rwanda Development Board(RDB).The strategy was based on strong analysis that showed Rwandas potential to become a successful MICE destination.CASE STUDY 1Rwanda MICE tourismImpactThe RDB Annual Report 2022 showed that Rwandas MICE industry contin

190、ued to grow,generating over$64 million from hosting 100+events with more than 35,000 delegates.Besides MICE,Rwanda is the second-leading destination for conferences,lifestyle events and concerts in Africa.Key infrastructure developments such as the Kigali Convention Centre,the Basketball Arena and t

191、he FIFA-certified Amahoro Stadium,have powered this growth.Rwandawill continue to grow its MICE industry and solidify its position as a leading sports tourism destination while placing a strong emphasis on the arts,culture and religious tourism.Source:Rwanda Development Board99 Caption:Kigali Busine

192、ss District,RwandaTravel and Tourism at a Turning Point:Principles for Transformative Growth22Principle 3:Foster responsible technology and innovationPromote advances that enhance and connect experiences,ensuring equity and data and privacy security,while also reducing friction throughout the value

193、chain.Technologys rapid evolution offers opportunities to enhance experiences,improve operational efficiency and address challenges.However,realizing these benefits while avoiding unintended consequences requires putting human connection and the sustainability of the sector at the centre of technolo

194、gy development and implementation.Technology should be used to enhance authentic human connections rather than replace them,while ensuring equitable access,protecting privacy,enabling personalization and reducing operational friction throughout the travellers journey.This principle recognizes that t

195、echnologys impact depends on its design,deployment and governance,requiring ethical frameworks and inclusive approaches to maximize benefits while minimizing risks.Principle 4:Develop crisis-resilient strategiesCreate frameworks and mechanisms to mitigate the impacts of geopolitical,environmental an

196、d demographic disruptions and ensure the sectors long-term financial viability.The increasing frequency of global disruptions requires systemic approaches to building resilience through tourism ecosystems.Rather than treating crises as exceptional events,strategies that anticipate and prepare for di

197、sruptions as regular features in the operating environment must be developed.Crisis-resilient strategies anticipate potential disruptions through systematic monitoring and scenario planning;build adaptive capacity through flexible business models;develop rapid response capabilities for effective act

198、ion during crises;and create recovery mechanisms that accelerate return to functionality after disruptions.This principle recognizes resilience as a skill set rather than a contingency measure,enabling the sector to maintain stability and competency and even gain competitive advantage during turbule

199、nt periods.Principle 5:Encourage mutual benefit and understanding between residents and visitorsEngage local communities in co-designing tourism strategies to promote mutual benefits while developing proper destination management solutions.The growing friction between visitors and residents threaten

200、s both community well-being and tourism sustainability.Addressing this tension requires approaches that actively engage local communities in tourism governance while implementing management systems that balance visitor experience with quality of life for residents.Harmonious coexistence places commu

201、nity needs and preferences at the same level or higher than those of visitors during tourism planning;creates transparent mechanisms for resident participation in decision-making;implements visitor management systems that prevent negative impacts on quality of life;and ensures a fair and visible dis

202、tribution of tourism benefits to host communities.This principle recognizes that tourisms social licence to operate depends on maintaining positive relationships with residents and preserving the local character that increasingly drives destination appeal.Travel and Tourism at a Turning Point:Princi

203、ples for Transformative Growth23SituationIn Atlanta,the recently constructed Mercedes-Benz Stadium(2017)immediately abuts neighbourhoods with high vacancy rates,population decline and high crime levels.Many stakeholders agreed the stadium should do more than“do no harm”,and instead should also boost

204、 resident well-being,as risks of further displacement and social tensions rose.Visitor volumes(3million/year)threatened to overwhelm narrow,under-invested streets and public spaces.ApproachEngagement opportunities:Spaces suitable for drop-ins or workshops were created,which allowed members of the co

205、mmunity to provide input on specific stadium-adjacent projects(e.g.flood-resilient parks,public art murals).Tourism-linked livelihoods:A programme that prepared residents for the visitor economy and placed them into direct stadium roles(hospitality,concessions and security).Balanced destination mana

206、gement:$50million invested in multi-use green infrastructure designed both for stormwater mitigation and to serve as gathering spaces for game-day crowds and community events.CASE STUDY 2Atlanta:More than a stadiumImpactLocal hiring:More than 700 residents trained and 150+employed in stadium roles,b

207、oosting household incomes while giving visitors authentic community encounters.Safer streets:Overall,crime in Westside(the areas to the west and south of the stadium)fell by 43%after the installation of 100 Operation Shield cameras and deployment of patrols,benefiting both residents and out-of-town

208、guests.Shared spaces:New parks and improved streetscapes now host pre-game tailgate parties,neighbourhood tours and cultural events,preserving local character and enriching the visitor experience.Source:Curbed Atlanta100 and Career Rise101 Caption:Mercedes Benz Stadium,Atlanta,GeorgiaTravel and Tour

209、ism at a Turning Point:Principles for Transformative Growth24Principle 6:Commit to regenerative practicesMinimize environmental impacts by reducing emissions,promoting clean energy and managing waste effectively while consciously making efforts to regenerate nature.The environmental challenges faced

210、 by the sector require moving beyond impact mitigation towards actively restoring and enhancing natural systems.Regenerative practices transform the sectors relationship with nature from extraction to stewardship,creating positive cycles that benefit both tourism and ecosystems.Regenerative approach

211、es implement decarbonization strategies across operations extending to supply and value chains;develop circular resource systems that eliminate waste and minimize consumption;support active conservation and restoration of ecosystems;and create experiences that connect visitors to nature while enhanc

212、ing environmental awareness.This principle recognizes that committing to regenerative practices is not merely an ethical or sustainable imperative but also a business necessity for a sector fundamentally dependent on natural assets.Principle 7:Bridge workforce gapsLaunch inclusive workforce developm

213、ent programmes that improve skills,invest in talent and enhance job quality.The labour challenges facing the sector threaten both growth potential and service quality.Addressing these challenges necessitates comprehensive approaches that enhance the attractiveness of tourism careers and develop requ

214、ired skills for evolving roles.To bridge workforce gaps it is necessary to create attractive career pathways with competitive compensation and worklife balance;develop education programmes aligned with evolving industry needs;implement smart recruitment and advancement practices with clear developme

215、nt opportunities;and manage technological transition in ways that enhance rather than diminish employment quality.This principle acknowledges that workers are fundamental to value creation and that investing in workforce development has long-term benefits.Principle 8:Support small and medium-sized e

216、nterprises(SMEs)and local communitiesProvide resources and networks that enable SMEs to thrive while delivering meaningful and authentic travel experiences.SMEs form the backbone of the T&T sector,creating the authentic local experiences increasingly valued by travellers while generating broadly dis

217、tributed economic benefits.Empowering these businesses necessitates targeted approaches that address their distinctive challenges while connecting them to growth opportunities.This implies that there is a need to create accessible and tailored financing mechanisms;develop capabilities that enhance a

218、ccess and efficiency;build networks that increase collective impact and resilience;and strengthen connections between SMEs and large enterprises.This principle acknowledges that tourisms potential for inclusive economic development depends on the success of community-based enterprises.Travel and Tou

219、rism at a Turning Point:Principles for Transformative Growth25SituationSan Diegos tourism industry contributes significantly to the local economy,generating more than$14.3 billion annually and supporting one in eight jobs.Given the impact of COVID-19,the authorities recognized an opportunity to rebu

220、ild the sector.Small businesses often lacked the resources,connections and visibility needed to succeed.The destination needed a systemic approach to ensure tourism growth benefited the community.ApproachThe Tourism Accelerator programme was launched to select 10 local businesses annually that refle

221、ct the communitys diversity.Each cohort receives comprehensive support including marketing assistance,mentorship,public relations guidance and networking opportunities;these services are valued up to$15,000.The programme maintains a selective cohort to promote strong peer relationships and community

222、-building.An alumni committee was established to ensure continued connections and support for businesses.CASE STUDY 3San Diego Tourism Authoritys Tourism Accelerator programmeImpactThe programme has supported 30 diverse-owned businesses over three years,creating a growing network of inclusive touris

223、m enterprises.Participating businesses reported significant growth,with 65%experiencing increased revenue and 45%creating new jobs.Businesses gained access to previously unknown opportunities,and the initiative has received industry recognition as an award-winning programme.The programme enhances Sa

224、n Diegos reputation as a diverse,inclusive destination welcoming to all visitors.Source:The San Diego Voice&Viewpoint102 Caption:Pacific coast near Oceanside Pier,California,USATravel and Tourism at a Turning Point:Principles for Transformative Growth26Principle 9:Invest in and develop sustainable i

225、nfrastructureBuild or adapt infrastructure that balances sector growth with environmental and social needs.The substantial infrastructure investments required to support growth of the T&T sector present both a challenge and an opportunity to reshape its physical foundations.Incorporating sustainabil

226、ity principles throughout the entire process(from planning to operation)makes it easier to support growth while enhancing environmental and social outcomes.Sustainable infrastructure development integrates circular economy principles to minimize resource consumption and waste generation;incorporates

227、 climate resilience to withstand changing conditions;creates inclusive designs that benefit locals alongside visitors;and balances capacity expansion for future needs with carrying capacity considerations.This principle acknowledges that todays infrastructure investments will shape tourism patterns

228、and impacts for the future,making sustainable approaches essential for long-term viability.Principle 10:Revitalize unique heritageSafeguard cultural authenticity while fostering innovation that transforms these legacies into vibrant sources of contemporary creativity and meaningful cross-cultural ex

229、change.Accelerated growth can threaten traditions and heritage a core component of destination appeal.However,preserving these invaluable assets requires approaches that empower local custodians,create economic incentives for preservation and contemporary art expression,and cultivate meaningful cros

230、s-cultural understanding.Cultural heritage regeneration recognizes that living traditions must evolve organically within communities while inspiring new forms of creative expression and innovation;empowers cultural stewards to determine how heritage is shared and experienced and reinterpreted in the

231、 contemporary context;creates economic models that reward cultural preservation and contemporary cultural expression;and designs experiences that facilitate genuine cross-cultural understanding,including showcasing how heritage can influence urban art,new media and creative districts.This approach r

232、esists homogenization by ensuring that tourism development honours local identity rather than creating standardized experiences that erase the distinctive character both visitors and residents seek.This principle acknowledges that cultural heritage is not a commodity for visitor consumption but a dy

233、namic element of community identity that requires protection and should actively inform and inspire contemporary artistic expression,urban development and community identity while creating authentic experiences for visitors.Caption:Colosseum,Rome,ItalyTravel and Tourism at a Turning Point:Principles

234、 for Transformative Growth27SituationThe Rarmuri people of Sierra Tarahumara,Chihuahua,Mexico,are one of the last Indigenous groups in North America to maintain their language and traditions intact,and are internationally known for being exceptional long-distance runners.Traditional tourism in Barra

235、ncas del Cobre lacked meaningful community involvement and equitable distribution of benefits.Indigenous communities needed sustainable alternatives to diversify their income while preserving their heritage and natural environment.ApproachEstablished in 2015 with the Christensen Fund to protect bioc

236、ultural diversity in the region.Co-created through a 24-month process involving entrepreneurs,commercial partners,members communities and regional tourism authorities.Developed a social business model focused on strengthening local livelihoods while empowering communities.Created six distinct immers

237、ive experiences including nature-based adventures and cultural workshops.Implemented a transparent financial model that reinvests 20%of community income in local needs such as healthcare,education and infrastructure.CASE STUDY 4Experiencias RarmuriImpactIn 2018,a few years after being founded and wh

238、ile only reaching 3%of tourists,the project already generated annual income of 831,000 MXN($43,000)for local communities and created employment opportunities for more than 100 families,specifically for young people and women.Won the Recognition for Diversification of Mexican Tourism Products(2018)an

239、d was a finalist in Lo Mejor de Mxico 2025,the Mexican tourism awards.Delivered diversified tourism offerings with high-quality cultural products while celebrating Rarmuri culture.Established an innovative tourism model characterized by being globally unique,culturally authentic,fully interactive,in

240、spirational and locally profitable.Source:Noro103 Caption:Chihuahua,MexicoTravel and Tourism at a Turning Point:Principles for Transformative Growth28While the previous 10 principles address specific growth areas and tension points,their successful implementation depends on collaboration across trad

241、itional boundaries.No single stakeholder can tackle travel and tourisms interconnected challenges alone.Overarching principle:Collaborate holisticallyAlign the public and private sectors and all T&T stakeholder efforts to responsibly and inclusively shape and manage rapid industry growth in a respon

242、sible,sustainable way.Effective solutions require collaborative approaches that align efforts across the public and private sectors,civil society and local communities.Holistic collaboration transcends traditional divisions(e.g.transportation,accommodation,services);integrates tourism planning with

243、broader economic,environmental and social development;enables comprehensive approaches to complex challenges;and creates mechanisms for ongoing dialogue and coordinated action.This principle recognizes that the interconnected nature of tourism systems requires governance mechanisms that reflect this

244、 interconnectedness to develop effective responses to systemic challenges.Caption:Masai in traditional clothes joining hands in unity,Zanzibar,TanzaniaTravel and Tourism at a Turning Point:Principles for Transformative Growth29From principles to action:Enablers and potential areas for interventionPr

245、actical strategies require key enablers and coordinated interventions throughout the T&T ecosystem.3Translating the guiding principles into reality means focusing on five critical enablers that cut across all action areas.These enablers infrastructure;finance;technology and innovation;people and ski

246、lls;and regulation and publicprivate collaborations provide the foundational capabilities needed to address both growth opportunities and tension points.These enabling capabilities must be activated by means of coordinated action throughout the T&T ecosystem.The tables below outline specific action

247、areas organized by key stakeholder groups:public-sector entities,core industry players and wider ecosystem stakeholders.While presented by stakeholder category,many of these actions require collaboration across traditional boundaries to use the enablers effectively and achieve maximum impact.3.1 Key

248、 enablers for implementation Caption:Natural rock bridge in the Hisma Desert NEOM,Saudi ArabiaTravel and Tourism at a Turning Point:Principles for Transformative Growth30Five enablers for the implementation of T&T principlesTABLE 1EnablerShort description1.InfrastructurePhysical,digital and green in

249、frastructure that supports sustainable tourism operations,enhances connectivity,ensures climate resilience and enables access to both primary and secondary destinations2.FinanceCapital access and deployment,innovative funding mechanisms,tax mechanisms and inclusive financial models that drive equita

250、ble economic growth,enable environmental and social investments,support SMEs and enhance sector resilience3.Technology and innovationTechnological solutions and innovative approaches to enhance visitor experiences,improve operational efficiency,enable data-driven decision-making,promote cultural und

251、erstanding and address sustainability challenges4.People and skillsCapacity among all stakeholders workforce,communities,travellers and cultural stewards through education,training and meaningful engagement to promote cross-cultural understanding,heritage regeneration and the creation of inclusive o

252、pportunities5.Regulation and publicprivate collaborationEnabling policy environments,governance structures,tax mechanisms and multistakeholder partnerships that balance growth with sustainability goals,protect cultural and natural assets and ensure equitable distribution of benefitsThese enabling ca

253、pabilities must be activated by means of coordinated action throughout the T&T ecosystem.The tables below outline specific action areas organized by key stakeholder groups:public-sector entities,core industry players and wider ecosystem stakeholders.While presented by stakeholder category,many of th

254、ese actions require collaboration across traditional boundaries to use the enablers effectively and achieve maximum impact.Government agencies at national,regional and local levels play essential roles in creating enabling environments for sustainable tourism development while managing the impacts o

255、n communities and ecosystems.Key action areas could include those shown in Table 2(the coloured circles refer to the enablers shown in Table 1,with the first one indicating the primary enabler).3.2 Action areas and priorities for the public sector (national and regional levels)Caption:La Digue,Seych

256、ellesTravel and Tourism at a Turning Point:Principles for Transformative Growth31Action areas and priorities for governments and cities TABLE 2Evolving traveller profiles Establish flexible visa systems:Implement efficient,digitalized visa processes for emerging-market travellers and evolving patter

257、ns Develop cultural exchange programmes:Create initiatives that foster deeper cross-cultural understanding between visitors and local populations Enhance tourism data systems:Invest in comprehensive data gathering and analysis platforms that track changing traveller preferences and behaviour Facilit

258、ate connectivity and language access:Improve multilingual signage,translation services and communication systems to accommodate diverse needs Growing segments as drivers Develop strategic segment frameworks:Create tourism strategies that identify and prioritize high-potential segments aligned with d

259、estination assets and capabilities Implement specialized infrastructure:Develop facilities,transportation links and services supporting targeted growth segments(e.g.wellness facilities,sports venues)Create segment-focused incentives:Offer tax benefits,regulatory support and financing mechanisms for

260、businesses developing offerings in priority segments Establish cross-border collaboration:Form regional partnerships to develop complementary segment offerings in neighbouring destinations Technology developments as an enabler Establish digital infrastructure:Invest in fast,reliable connectivity acr

261、oss tourism destinations and transportation networks Develop open tourism data platforms:Create standardized frameworks for sharing data between entities to enable innovation Implement smart destination systems:Deploy integrated technologies for visitor management,resource optimization and enhanced

262、experiences Create tourism innovation funds:Establish dedicated funding mechanisms for technological solutions addressing principle tourism challenges Risk of global disruptions Establish multi-hazard early-warning systems:Develop integrated monitoring frameworks that track risks(e.g.pandemics,clima

263、te events)and other disruptions to visitor flows Create tourism crisis-response mechanisms:Implement preapproved action plans,communication protocols and emergency funding mechanisms that can be readily activated and followed during crises Develop bilateral crisis agreements:Forge agreements between

264、 key source and destination markets to maintain travel corridors during disruptions(e.g.specialized visa agreements,health protocols,security cooperation)Partner with insurance/reinsurance entities:Facilitate the development of specialized tourism insurance products and publicprivate risk pools to p

265、rovide safety nets for destinations and businesses Increased friction between visitors and residents Implement strategic visitor management:Establish evidence-based carrying capacity limits,dynamic pricing systems,length-of-stay incentives(e.g.Greece Tourism for All104)and visitor dispersal incentiv

266、es to prevent overcrowding Develop educational campaigns:Launch initiatives that highlight tourisms economic and social benefits for residents while educating visitors about local norms and customs Establish community benefit mechanisms:Create transparent systems ensuring tourism revenues directly s

267、upport public services or infrastructure that improve residents quality of life Monitor housing price affordability:Develop frameworks that balance short-term rental opportunities with permanent housing needs,preventing residential displacement and tourist-only districts(e.g.Venices historic centre

268、population)while developing authentic visitorresident interactions Implement destination respect regulations:Enact and enforce ordinances protecting the local quality of life(e.g.noise restrictions,limitations on tourism-focused retail,crowd management systems and vehicular access controls in histor

269、ic centres)Growing pressure on nature Strengthen environmental regulation and protection:Implement capacity limits,reservation systems and sustainable funding mechanisms for natural attractions facing visitor pressure while restricting access to inhabited protected areas Develop climate action plans

270、:Design cross-sector-specific decarbonization roadmaps or resource use with targets,incentives and regulatory frameworks Implement tourism-specific environmental standards:Establish mandatory environmental impact assessments(EIAs),biodiversity protections and waste management requirements for develo

271、pments Create ecosystem service payment systems:Develop mechanisms that channel tourism revenues into conservation,restoration and the management of nature InfrastructureFinanceTechnology and innovationPeople and skillsRegulation and publicprivate collaborationTravel and Tourism at a Turning Point:P

272、rinciples for Transformative Growth32Labour and skills crisis Establish tourism educational systems:Create specialized tourism academies,vocational training centres and partnerships that develop talent pipelines aligned with needs Facilitate labour mobility:Implement policies that enable tourism wor

273、kforce movement across borders particularly for seasonal needs(e.g.simplified visa processes,qualification recognition)Provide targeted incentives:Offer tax benefits,wage subsidies and affordable housing programmes that address tourisms structural employment challenges,enhancing job quality Training

274、 and education initiatives:Develop training programmes,protections and education initiatives that help members of the workforce adapt to increasing automation and leverage digital learning to implement large-scale learning and education programmes Implement labour protection frameworks:Establish rob

275、ust regulations,enforcement mechanisms and cross-border cooperation to prevent the exploitation of workers and modern slavery throughout value chains Local capacity-building Develop and promote community-based tourism:Support locally owned businesses through grants,low-interest loans and cooperative

276、 business models in which communities have direct stakes Develop publicprivatecommunity partnerships:Promote joint ventures between operators and local businesses to share expertise and implement fair-trade models Improve regulatory frameworks:Simplify licensing processes for tourism businesses,ensu

277、re fair regulations for short-term rentals and standardize quality certifications to enhance competitiveness.Create digital support programmes:Establish initiatives that help tourism SMEs develop an online presence,implement digital tools and increase reach Infrastructure and investment requirements

278、 Prioritize green infrastructure:Set standards and incentives for renewable energy integration and circular resource flows in tourism infrastructure development Support aviation sustainability:Develop regulatory frameworks and financial mechanisms that accelerate sustainable aviation fuel(SAF)adopti

279、on,fleet modernization and operational efficiencies for necessary air travel Implement modal shift policies:Invest in alternative transportation while introducing appropriate regulation/incentives to accelerate the adoption of greener alternatives(e.g.rail vs.air transport for short distances)Implem

280、ent long-term tourism master plans:Develop integrated spatial planning that aligns transportation networks,accommodation development and attraction management with sustainability goals Support rural and secondary destination development:Invest in connectivity,basic services and tourism facilities in

281、 under-visited areas to distribute tourism benefits and flows,reducing pressure on hotspots Facilitate smart technologies:Deploy digital infrastructure supporting real-time visitor management,resource efficiency and enhanced experiences Ensure universal accessibility:Integrate accessibility features

282、 that support individuals with physical,cognitive,sensory or linguistic barriers,including ethnic minority groups,to advance truly inclusive tourism experiences Regulate maritime tourism:Manage port entry quotas,environmental requirements(e.g.liquefied natural gas LNG,shore power use)and visitor man

283、agement systems for cruise ships to limit environmental impact and balance economic benefits Cultural and heritage dynamics Establish cultural heritage protection frameworks:Develop regulations and incentives that safeguard tangible and intangible cultural assets from inappropriate development Suppo

284、rt community-led cultural tourism:Fund initiatives that empower cultural stewards to determine how heritage is shared and experienced Create cultural documentation programmes:Invest in preserving traditional knowledge,crafts and practices that could otherwise be lost while promoting adaptation to co

285、ntemporary design,artistic expression and innovating applications Develop creative districts:Develop urban cultural spaces with affordable studios,exhibition venues and collaborative facilities that showcase contemporary local arts,design and innovation while creating meaningful experiences for visi

286、tors Revitalize traditional crafts:Support programmes that transform traditional artisanal practices into sustainable livelihoods beyond souvenirs,through design,innovation,skills transfer and market development for authentic cultural products Implement heritage impact assessments:Require the evalua

287、tion of development impacts on cultural authenticity and identity as part of approval processesInfrastructureFinanceTechnology and innovationPeople and skillsRegulation and publicprivate collaborationTravel and Tourism at a Turning Point:Principles for Transformative Growth33Possible actions for T&T

288、 businesses and stakeholders in the sector in developing sustainable tourism development include those shown in Table 3(the coloured circles refer to the enablers shown in Table 1,with the first one indicating the primary enabler).3.3 Action areas and priorities for T&T sector constituentsAction are

289、as and priorities for the private sector in the T&T sectorTABLE 3Evolving traveller profiles Identify and develop offerings for emerging segments:Identify growing segments that align with strategic priorities and create product or services that respond to evolving profiles(e.g.digital natives,consci

290、ous consumers)Accelerate personalization capabilities:Deploy data-driven systems that tailor experiences to individual preferences while respecting privacy Enhance cultural competence:Train staff and develop materials that effectively engage with diverse backgrounds and expectations Create flexible

291、payment systems:Implement payment options that accommodate different profiles,financial systems and preferences Growing segments as drivers Develop specialized offerings:Create distinctive experiences targeting high-growth segments(e.g.wellness,ecotourism)Enhance MICE sustainability:Redesign busines

292、s events to integrate environmental responsibility,community benefits and lasting impact Create segment integration strategies:Develop approaches that combine elements of multiple growth segments,such as ecowellness or sportcultural experiences Implement segment-specific training:Develop the special

293、ized skills required for accelerated segments Technology developments as an enabler Use AI and big data for personalization:Implement solutions such as AI-driven chatbots or virtual assistants to provide customer support,use predictive analytics for optimization(e.g.pricing,demand forecasting),tailo

294、r recommendations and enhance customer experience with hyper-personalized itineraries based on behaviours Invest in smart-tourism infrastructure:Integrate IoT-enabled smart hotels and airports for seamless experience,continue implementing biometric facial recognition systems to speed up verification

295、 and develop contactless and blockchain-based secure transactions Enhance digital and mobile-first user experiences:Optimize mobile booking platforms for convenience and accessibility,develop voice-search and AI-powered travel assistants and use progressive web apps to provide offline access to info

296、rmation Expand digital marketing and e-commerce capabilities:Use dynamic pricing models to optimize revenue,and use social commerce and influencer marketing to enhance digital presence(e.g.developing digital souvenirs or exclusive loyalty programme perks)Risk of global disruptions Implement comprehe

297、nsive risk frameworks:Develop structured approaches to identify,assess and mitigate multidimensional risks,including geopolitical tensions and public health crises Diversify business models:Attempt to reduce vulnerability by expanding into markets,segments and complementary revenue streams Enhance s

298、upply chain resilience:Map dependencies,identify vulnerabilities and develop contingency plans for disruptions,particularly for critical inputs Develop workforce adaptability:Cross-train employees across functions,implement flexible staffing models and create remote work capabilities Increased frict

299、ion between visitors and residents Implement local economic inclusion:Establish local hiring targets,supplier development programmes and community benefit-sharing mechanisms to extend economic impact Engage in destination governance:Participate actively in collaborative decision-making frameworks wi

300、th community representatives and civil society organizations Create meaningful visitorresident interaction:Develop experiences that facilitate authentic exchange between travellers and residents,creating mutual benefits and understanding InfrastructureFinanceTechnology and innovationPeople and skill

301、sRegulation and publicprivate collaborationTravel and Tourism at a Turning Point:Principles for Transformative Growth34Growing pressure on nature Implement science-based climate targets:Adopt existing frameworks to continue the journey towards emissions reduction goals Transition core operations:Ass

302、ess replacing carbon-intensive systems with renewable energy,energy-efficient technologies and circular resource models throughout operations Transform supply chains:Implement sustainable and circular procurement policies,engage suppliers in decarbonization efforts and invest in low-impact sourcing

303、Support ecosystem restoration:Develop programmes that protect and enhance natural systems,including financial contributions to conservation initiatives Influence travellers:Develop mechanisms and initiatives that allow travellers to choose eco-friendly options while generating savings and reducing w

304、aste(e.g.plastic-free amenities,alternatives to printed materials)Labour and skills crisis Enhance employment value proposition and sector attractiveness:Create competitive compensation packages and establish clear career advancement pathways to attract and retain talent Invest in training and upski

305、lling:Develop comprehensive programmes preparing workers for evolving roles,related to digital skills and changing traveller profiles Create technology transition plans:Develop responsible approaches to automation that prioritize worker well-being through redeployment or supportive transitions Devel

306、op human rights due diligence systems:Implement frameworks to identify,prevent and account for human rights impacts throughout operations Local capacity-building Develop supplier diversity programmes:Set targets and create pathways for sourcing from small and local businesses throughout the value ch

307、ain Provide technical assistance:Offer training,mentoring and operational support to help small local businesses meet quality and digital standards Create fair pricing models:Implement commission structures and payment terms that enable SME profitability and reinvestment Develop experience integrati

308、on:Create opportunities for SMEs to connect with visitors through tour components,featured products and inclusion in marketing materials Infrastructure and investment requirements Invest in sustainable and smart facilities:Develop eco-friendly facilities that minimize environmental impact(e.g.renewa

309、ble energy,water conservation systems)Strengthen transport and mobility solutions:Partner with governments to improve airports,ports and public transport connectivity while promoting low-carbon options Use digital infrastructure:Expand high-speed internet and digital systems in tourism areas,particu

310、larly in underserved regions Implement climate-resilient design:Incorporate adaptation features that protect facilities from extreme weather,sea-level rise and other climate impacts Sustain investment collaboration:Develop publicprivate partnerships and consortiums to attract capital to tourism proj

311、ects,particularly in emerging destinations with innovative financing mechanisms dedicated to tourism infrastructure development that meets environmental and social criteria Cultural and heritage dynamics Support cultural preservation and traditional arts and crafts:Invest in programmes that preserve

312、 and celebrate local heritage as a living asset rather than a commodity and create opportunities for authentic products Engage cultural stewards:Involve local cultural experts in experience design and interpretation,ensuring appropriate representation Develop appropriate interpretation:Create contex

313、tual information and experiences that convey cultural significance accurately Address cultural appropriation:Review products,marketing and experiences to ensure they honour rather than exploit cultural elements InfrastructureFinanceTechnology and innovationPeople and skillsRegulation and publicpriva

314、te collaborationTravel and Tourism at a Turning Point:Principles for Transformative Growth35Beyond government and industry,numerous stakeholders influence tourisms development trajectory and impacts.Their specialized roles and contributions include those described in Table 4(the coloured circles ref

315、er to the enablers shown in Table 1,with the first one indicating the primary enabler).3.4 Role of the wider ecosystemAction areas and priorities for other ecosystem stakeholdersTABLE 4Academic research institutions Advance evidence-based knowledge:Conduct rigorous research into tourisms economic,so

316、cial and environmental impacts to inform policies and models while addressing critical data challenges such as fragmentation,limited public access and standardization Update educational curricula:Ensure education programmes integrate emerging priorities including sustainability,technology,crisis man

317、agement and cross-cultural competence Develop practitioner partnerships:Create knowledge exchange mechanisms between researchers and industry to accelerate application Provide independent assessment:Offer objective evaluation of initiatives or policies,particularly regarding sustainability and commu

318、nity impact Associations and organizations(e.g.international organizations,civil society organizations,industry associations)Amplify community voice:Ensure residents perspectives are represented in tourism development decisions through structured engagement processes Elevate best practices:Support a

319、ccountability by tracking corporate commitments,highlighting effective methodologies and identifying areas for improvement Develop standards and certifications:Continue to create transparency and support the sector with frameworks for assessing multiple dimensions Facilitate multistakeholder initiat

320、ives:Bring together diverse perspectives and stakeholders to address challenges requiring collaborative solutions Travellers Make informed choices:Select destinations,accommodation and activities based on authenticated sustainability credentials and community impact Adopt responsible and understandi

321、ng behaviour:Follow local guidelines,respect cultural norms and be conscious of minimizing environmental footprint Provide constructive feedback:Communicate preferences for sustainable practices to providers through reviews,direct communication and purchasing decisions Support local economies:Priori

322、tize spending with locally owned businesses and community initiatives to maximize their economic benefits Local communities Participate and work with sector leaders:Engage in discussions in tourism planning and decision-making and join forums to provide input from residents about needs and concerns

323、Promote local culture and heritage:Encourage the preservation and promotion of local crafts and cultural heritage and develop programmes that educate visitors about the communitys history and cultural significance Support local businesses:Promote local businesses,including restaurants and artisans,a

324、nd develop programmes that connect tourists with locally owned establishments Develop community-based tourism:Create initiatives that enable visitors to experience local lifestyles and traditions,resulting in economic opportunities for residents while sharing their culture Other industries (not exha

325、ustive)Financial institutions Develop specialized tourism financing:Create lending products tailored to tourisms seasonality,risk profile and return patterns,particularly for SMEs Implement sustainability criteria:Integrate environmental and social standards into tourism investment decisions and len

326、ding requirements Support innovation funding:Provide venture capital and blended finance alternatives for promising business models addressing sector challenges Enhance risk management products:Develop insurance and other financial instruments that build sectoral resilience to disruptions Technology

327、 providers Create inclusive solutions:Develop technology applications that remain accessible across varying capabilities,connectivity levels and user needs Support sustainability applications:Prioritize the development of tools addressing the key challenges the tourism sector faces Implement ethical

328、 design principles:Establish frameworks ensuring that applications respect privacy,enhance experience and serve human well-being Enable cross-stakeholder collaboration:Develop platforms facilitating information-sharing and coordinated action across traditionally siloed stakeholders InfrastructureFin

329、anceTechnology and innovationPeople and skillsRegulation and publicprivate collaborationTravel and Tourism at a Turning Point:Principles for Transformative Growth36Conclusion:Towards a new vision for T&T The socioeconomic significance of T&T This report has pinpointed the main trends,challenges and

330、opportunities that will shape the sectors evolution,independently of which future scenario materializes.These insights provide the foundation for a renewed vision of T&T one that harnesses the sectors potential while addressing its most pressing challenges.Linking present challenges to future vision

331、The projected growth to$16 trillion in global GDP brings significant opportunities alongside complex challenges and responsibilities.While the guiding principles and action areas outlined in this report provide some essential starting points,transforming the sector into a catalyst for positive impac

332、t requires a comprehensive and modern reimagining of the sector as well as decisive implementation of new initiatives.An ecosystemic approach The complex and interconnected challenges the T&T sector faces demand a fundamentally new approach:an ecosystemic perspective that places both travellers and

333、local communities at the centre and recognizes that the sector operates within broader human and natural systems in which actions have cascading effects.The principle of holistic collaboration points towards a future in which solutions emerge through cooperation across traditional boundaries between sectors and stakeholders.This collaborative model will be central for the future of travel and tour