A DECADE OF ELE|NA: ATMOSPHERE WELLNESS MARKS MILESTONE AND REGIONAL GROWTH
HOTELIER MALDIVES
Volume 22, Issue No: 75 January/February 2026
EDITORIAL
Ismail Faseeh, Editorial Director
Ali Naafiz, Editor naafiz@hoteliermaldives.com
Ibrahim Mahudhee, Managing Editor mahudhee@hoteliermaldives.com
CONTRIBUTING WRITERS
Thoiba Riyaz, Maha Rasheed, Moobeen Jaleel, Maaish Mohamed, Mariyam Saaliya Mohamed, Malik Mohamed, Mohamed Aleem and Ibrahim Latheef
LAYOUT DESIGN
PHOTOGRAPHY
Courtesy of the respective resorts
SALES
Abdulla Nadir nadhir@hoteliermaldives.com sales@hoteliermaldives.com
PUBLISHER
Perspective Pvt. Ltd. 4th Floor, M. Kaneeru Villa, Orchid Magu, Male’, Republic of Maldives, PO Box No. 20212 +960 7246292, +960 7910858
Dear readers,
As we open the first issue of Hotelier Maldives for 2026, this edition stands as both a reflection and a recalibration. The stories that follow point to a hospitality sector that has matured in confidence, broadened its ambition, and grown increasingly introspective about what leadership, excellence and readiness truly mean in the years ahead.
At the heart of this issue is our cover story on the Hotelier Maldives Awards 2026. More than a celebration, the awards represent a collective pause to recognise service, teamwork and leadership across an industry that often measures success in occupancy and expansion, but is ultimately sustained by people. From front-line staff to senior leadership, the awards underscore a simple truth: enduring hospitality is built on consistency, care and culture.
This people-first narrative continues throughout the issue. In our GM’s View, Shifaz Hassan offers a grounded perspective on the ‘joy of living’ through a Maldivian lens, while Chef Ahmed Jameel reflects on balancing heritage with innovation at one of the country’s most high-profile dining destinations. Our Women in Hospitality features remind us that progress takes many forms, from redefining wellness leadership to breaking barriers in aviation, each story reinforcing the value of opportunity and support.
Leadership, in its many expressions, is a recurring theme. Profiles of industry figures such as Ausy Waseem and Deanne Garling explore how vision is translated into operational reality, while features on empowerment and readiness ask whether the sector is fully prepared for the demands of 2026 and beyond. These are not abstract questions, but timely ones, as brands mark milestones, recalibrate strategies and invest in transformation.
The issue also captures the pace of development shaping the Maldives’ future. Announcements of new resorts, global brand entries and unconventional investment models signal confidence in the destination’s long-term appeal, even as they raise important conversations around sustainability, differentiation and governance.
As ever, Hotelier Maldives seeks not only to document growth, but to interrogate its meaning. In doing so, we hope this edition offers both recognition of how far the industry has come and insight into the responsibilities that accompany its next chapter.
Ali Naafiz Editor
‘Joy of Living’ through Maldivian lens: Shifaz Hassan at JOALI Maldives
British couple marks 70th visit to Maldives, celebrated by Visit Maldives and Coco Collection
A decade of ELE|NA: Atmosphere Wellness marks milestone and regional growth
Nurturing leadership from within: Deanne Garling on empowering talent at The Ritz-Carlton Maldives, Fari Islands
Arrivals versus revenue: Rethinking tourism performance in Maldives
Balancing tradition and innovation: Award-winning Chef Ahmed Jameel on leading Tapasake at One&Only Reethi Rah
Honouring service, leadership and teamwork at Hotelier Maldives Awards 2026
Game-changing Siyam World’s Ausy Waseem on turning childhood fantasies into resort reality
Let them fly: True measure of leadership in hospitality
New Resorts
Maldives to Sosei: Sonu Shivdasani on renewal, reinvention and what comes next
Sun Travels unveils new era of digital innovation, brand transformation
JOALI BEING’s Josephine Njenga on why wellness begins within
Seven years, one dream: Mariyam Malaak becomes Maldives’ first female pilot cadet from cabin crew
THE OZEN COLLECTION marks five years and unveils global expansion plans
Industry Highlights
Appointments
‘Joy of Living’ through Maldivian lens: Shifaz Hassan at JOALI Maldives
By Mariyam Saliya Mohamed
When JOALI Maldives opened in 2018, it brought a new dimension to the country’s luxury tourism landscape by embedding art and storytelling into the guest experience. At the centre of this philosophy today is its General Manager, Shifaz Hassan, one of the few Maldivian leaders in the ultra-luxury sector, who carries both the responsibility of safeguarding the brand’s artistic soul and the opportunity to represent Maldivians at the highest levels of hospitality management.
Shifaz describes the resort as a living, breathing canvas where every detail is meant to connect with guests beyond what they see on the surface. “From the moment a guest arrives, the story begins,” he says. “Even the arrival jetty is designed as a masterpiece. From one angle it looks like a manta ray, from another it resembles two fish kissing, and from a different view it appears as a wave. These layers of meaning reflect how art and nature are always interwoven here.”
This philosophy is not limited to structures. Guests are welcomed with traditional Maldivian elements, such as the boduberu drum and coconut offerings, tied seamlessly to the artistic journey. “We don’t want art to feel static,” he explains. “It has to be alive. Guests touch the wood carvings; they feel the patterns. It is sensory. The energy changes the moment they arrive.”
For many visitors, the most lasting memories are experiences that blend creativity, family connection, and nature. He points to the Manta Treehouse as one example: “Children and families can have breakfast or dinner there. It’s not just a photogenic spot; it’s part of a memory that they carry home.” Studios for ceramic and painting sessions allow guests to create pieces that they take back with them, extending the memory of their stay long after departure.
With JOALI BEING established next door, Shifaz has overseen the
We don’t want art to feel static. It has to be alive.
Shifaz Hassan, General Manager of JOALI Maldives. (PHOTO/JOALI)
positioning of two distinct yet complementary properties. “JOALI Maldives is about joyful moments, often for families,” he says. “JOALI BEING is wellness-driven. Guests often choose to split their stay between the two. They can focus on joy, art and creativity here, then move to JOALI BEING for a transformative wellbeing experience. We even move wardrobes for them so they don’t need to repack. It feels seamless, like an extension of one experience rather than two separate resorts.”
As one of the few Maldivian General Managers in the ultra-luxury sector, Shifaz is conscious of the example he sets. “I feel blessed and proud,” he reflects. “I want to show the local community that there is hope. When I started, there were very few Maldivian general managers, but in the past four
years we have seen more locals take these positions. Discipline and consistency are the keys. If you stay focused, you can achieve.”
Developing Maldivian talent is central to his leadership. “We have clear succession plans over the next two years,” he says. “We focus on training and developing our people so they can step into senior roles rather than bringing talent from outside. Our owners also emphasise the importance of having local managers and supporting women in leadership.” The resort has a group academy that runs programmes to prepare internal candidates for future positions, across both JOALI Maldives and JOALI BEING.
Team culture is another area where Shifaz applies rigour. “Every colleague must complete at least
15 hours of training per month,” he notes. “We work with Forbes standards, and every morning meeting starts with reviewing service points. We also have quality assurance and training managers on site, constantly observing and addressing gaps. It is about discipline and constant improvement.”
This structure extends to presentation and professionalism. “Standards are very strict,” he explains. “Uniforms must be in perfect condition, grooming must be correct, and staff have access to spa services like manicures and pedicures to maintain standards. In the ultra-luxury segment, every detail counts.”
The consistency of this approach is reflected in the resort’s guest loyalty. “Today, 35 percent of
JOALI Maldives. (PHOTO/JOALI)
our total revenue is from repeat guests,” he says. “Some have visited more than 20 times. We have families who come every year, and each time we make small gestures that strengthen the connection. It could be an upgrade when children grow older, or planting palm trees in the names of their children and sending photos of the growth every few months. These little things make a big difference.”
For Shifaz, genuine human connection is the defining feature of JOALI. “Anyone can build a beautiful resort,” he says. “What makes the difference is the soul. It is the emotion in service, the connection with people. That is what guests remember.”
This philosophy is also evident in how the resort views its
responsibility beyond its borders. Community engagement and environmental stewardship are embedded in its strategy. “We run coral restoration programmes, we map erosion with drones, and we work closely with the Environmental Protection Agency to protect our shores,” he explains. “We also support nearby communities, selecting one island each year for activities like school events or donations. Around 35 of our staff come from nearby islands, and they are able to spend time with their families regularly. This keeps the connection strong.”
Looking at the broader industry, he acknowledges both opportunities and challenges. “The number of resorts is increasing and competition in the ultra-luxury market is intense,” he says. “The focus must be on experiences
We focus on training and developing our people so they can step into senior roles rather than bringing talent from outside.
Shifaz Hassan, General Manager, JOALI Maldives
Dining at JOALI Maldives. (PHOTO/JOALI)
and connections, not just infrastructure. Climate change is another major challenge, with erosion and rising seas impacting islands. But the opportunity lies in creating unique and genuine experiences that differentiate us. That is what will carry Maldivian hospitality forward.”
As JOALI Maldives looks to the future, one of the priorities is enhancing family offerings. “We are expanding the kids’ club and creating more activities for teenagers,” he says. “With 35 percent of our guests being repeaters, many of them families, we need to evolve with them as their children grow.”
Asked what advice he would give to Maldivians aspiring to reach leadership roles, his response is direct. “Start at the entry level,”
he says. “I began as a waiter and receptionist before moving through departments. Gain experience across the board, stay disciplined, be punctual, take care of your health, and set an example for others. Be fair in decisionmaking and approachable to your team. Leadership is about visibility and being present on the floor, guiding and supporting. If you are consistent, you will grow.”
For Shifaz, his role as General Manager is not just about overseeing operations but about shaping the identity of JOALI Maldives as a place where art, culture, and human connection define luxury. “The ‘Joy of Living’ is not just for our guests,” he says. “It extends to our staff, our communities, and our environment. That is what makes it meaningful.”
The opportunity lies in creating unique and genuine experiences that differentiate us. That is what will carry Maldivian hospitality forward.
Shifaz Hassan, General Manager, JOALI Maldives
JOALI Maldives. (PHOTO/JOALI)
British couple marks 70th visit to Maldives, celebrated by Visit
Maldives and Coco Collection
Mike and Jenice at Coco Palm Dhuni Kolhu. (PHOTO/COCO COLLECTION)
A British couple, Mike and Janice, have reached an extraordinary milestone this week as they arrived in the Maldives for their 70th visit — a testament to their long-standing affection for the island nation. Their arrival was marked with a special welcome hosted by Visit Maldives, Trans Maldivian Airways (TMA), and Coco Collection.
Visit Maldives announced the couple’s milestone visit in a social media post, noting that their relationship with the country has been shaped by “unforgettable sunsets, warm smiles, and cherished memories”. The tourism board described their enduring bond with the Maldives as a reminder of the emotional connections that keep travellers returning to the archipelago year after year.
As part of the celebration, Coco Palm Dhuni Kolhu welcomed Mike and Janice for what is now their 58th stay at the resort. According to Coco Collection, the couple has been visiting the property for 25 years, forming a deep attachment to the island and its team.
“This holiday marked their 58th stay at our resort and an incredible 70th visit to the Maldives,” Coco Collection shared. “Their loyalty and affection for Coco Palm Dhuni Kolhu truly inspire us, and we are grateful for the trust they have placed in us over the years.”
The couple, who hail from the United Kingdom, first stayed at Coco Palm Dhuni Kolhu in 2000 and have since returned repeatedly, becoming part of the resort’s extended family.
According to Coco Collection, the couple has been visiting the property for 25 years, forming a deep attachment to the island and its team.
Coco Collection and Visit Maldives officials with Mike and Jenice. (PHOTO/COCO COLLECTION)
Their continued visits highlight the Maldives’ enduring appeal for repeat travellers, particularly those seeking familiar comfort, personalised service, and long-standing relationships with resort communities.
The celebration reflects the collaborative efforts of Visit
Maldives and Coco Collection to honour guests who play a meaningful role in the country’s tourism story. As the Maldives continues to welcome millions of travellers each year, stories like Mike and Janice’s reinforce the emotional resonance of the islands — a destination many consider a second home.
Their loyalty and affection for Coco Palm Dhuni Kolhu truly inspire us, and we are grateful for the trust they have placed in us over the years.
Coco
Collection
Mike and Jenice at Coco Palm Dhuni Kolhu. (PHOTO/COCO COLLECTION)
Mike and Jenice at Coco Palm Dhuni Kolhu. (PHOTO/COCO COLLECTION)
ELE|NA’s celebration at OZEN RESERVE BOLIFUSHI. (PHOTO/ELE|NA)
A decade of ELE|NA: Atmosphere Wellness marks milestone
and regional growth
ELE|NA, the spa and wellness brand from Atmosphere Wellness, marked its 10th anniversary with a celebratory event at OZEN RESERVE BOLIFUSHI on November 1, 2025.
Senior leaders from Atmosphere Core, including Ashwin Handa, Chief Operating Officer – South Asia, and Abhijit Kumar Ghosh, Senior Vice President – Creative and Quality Assurance, addressed guests and reflected on the brand’s progress and future plans.
Established in 2015 as a wholly owned subsidiary of Atmosphere Core, ELE|NA operates spa and wellness sanctuaries
across the group’s Maldives portfolio, including OZEN RESERVE BOLIFUSHI, OZEN LIFE MAADHOO, OBLU SELECT Sangeli, OBLU SELECT Lobigili, OBLU NATURE Helengeli by SENTIDO, OBLU XPERIENCE Ailafushi, VARU by Atmosphere, and RAAYA By Atmosphere. The brand’s programmes are built around “Wellness Your Way™”, offering tailored journeys, daily movement and mindfulness
sessions, and integrated nutrition in resort settings.
At OZEN RESERVE BOLIFUSHI, ELE|NA runs over-water and garden treatment spaces, a yoga pavilion and meditation areas, and hosts specialised retreats and workshops for guests. The spa’s menu features therapies such as floating meditation, sound healing and functional training, alongside resident practitioner programmes.
The brand’s development has included collaborations to extend wellness programming and diagnostics, as well as industry recognition across multiple awards.
ELE|NA’s celebration at OZEN RESERVE BOLIFUSHI. (PHOTO/ELE|NA)
ELE|NA team members at the celebration. (PHOTO/ELE|NA)
ELE|NA team members at the celebration. (PHOTO/ELE|NA)
ELE|NA has introduced a partnership with VOYA, the Irish organic seaweed skincare brand, bringing ocean-inspired rituals to THE OZEN COLLECTION.
Launched around World Ocean Day 2025, the collaboration is in place at OZEN RESERVE BOLIFUSHI and OZEN LIFE MAADHOO, adding seaweed-based therapies and retail to the spa experience.
VOYA’s formulations use sustainably hand-harvested Atlantic seaweed from the west coast of Ireland, drawing on the country’s seaweed-bath tradition and a focus on certified organic skincare. The range underpins new treatments and take-home products offered through ELE|NA’s spas at THE OZEN COLLECTION.
Speakers at the anniversary event
outlined the brand’s expansion beyond the Maldives. ELE|NA has announced its debut in India and is developing partnerships and white-label concepts for new markets, aligning with Atmosphere Core’s broader growth in South Asia. Recent updates point to ELE|NA’s India roll-out and Atmosphere Core’s pipeline of properties across the country.
The brand’s development has included collaborations to extend wellness programming and diagnostics, as well as industry recognition across multiple awards. Earlier initiatives at OZEN RESERVE BOLIFUSHI introduced enhanced fitness and health personalisation in partnership with specialist providers; ELE|NA and its Maldives locations have also received regional and global
accolades in recent years.
ELE|NA by Atmosphere Wellness provides spa and wellness management for luxury hotels and resorts, with a focus on personalised therapies, movement and mindfulness, and naturebased settings. The brand operates across Atmosphere Core resorts in the Maldives and is expanding into India and other South Asian markets.
ELE|NA team members at the celebration. (PHOTO/ELE|NA)
Nurturing leadership from within: Deanne Garling on empowering talent at The RitzCarlton Maldives, Fari Islands
By Maaish Mohamed and Mariyam Saliya Mohamed
Deanne Garling. (PHOTO/HOTELIER MALDIVES)
At The Ritz-Carlton Maldives, Fari Islands, the drive for excellence is grounded not only in delivering guest satisfaction but also in empowering its people. Deanne Garling, Director of Human Resources, plays a central role in this effort. Her leadership and commitment to developing local talent were recently recognised when Marriott Kurimagu Leadership Programme received the ‘Training and Development Programme of the Year’ award at the Hotelier Maldives Awards 2025. This award specifically honours the Kurimagu Leadership Programme, a structured initiative designed to cultivate leadership potential among team members across Marriott’s eight resorts in Maldives.
Garling describes the programme as rooted in a belief that leadership is not defined by a job title but can be cultivated at every level of an organisation. “The Kurimagu Leadership Programme was born from our unwavering belief in the potential of our Maldivian talent,” she explains. “Inspired by our commitment to growing leaders from within, the programme reflects our philosophy that
our Ladies and Gentlemen are the most important resource in our service commitment to our guests.” The name Kurimagu, which implies growth and nurturing, is symbolic of the resort’s approach to talent development.
The programme is built on three pillars: Service Leadership, Operational Excellence, and Self-Discovery. Each participant engages in a series of workshops, mentoring sessions, and handson projects. Garling notes that the design of the programme was intentional in helping participants build both technical skills and personal confidence. “The curriculum includes modules on communication, team collaboration, conflict resolution, and service excellence,” she says. “Each element is designed to build confidence and strategic thinking.”
For Garling, the success of the programme is best measured through the personal and professional growth of its participants. She recalls the journey of one of the first Kurimagu graduates who began as a Learning and Development Manager and
The Kurimagu Leadership Programme was born from our unwavering belief in the potential of our Maldivian talent
Deanne Garling, Director of Human Resources, The Ritz-Carlton Maldives, Fari Islands
Deanne Garling receives Hotelier Maldives Award 2025. (PHOTO/HOTELIER MALDIVES)
today serves as Human Resources and Learning Development Manager. “The transformation was not just professional—it was deeply personal. Through mentorship, cross exposure, and tailored development plans, he gained the confidence and skills to influence, inspire, and lead with empathy.” That graduate now mentors new participants in the programme, creating a selfreinforcing cycle of development.
Maintaining engagement in training and development within a busy resort operation requires consistent effort. Garling and her team have embedded learning into the rhythm of daily life at the resort. “We view learning as a daily ritual, not a one-time event,” she says. Training takes many forms, from daily Line Ups and team meetings to digital micro-learning modules and cross-training experiences. The resort’s leaders are encouraged to coach on the job and celebrate small achievements as part of the learning journey. “Our leaders play a vital role by coaching in the moment and recognising progress every step of the way.”
As guest expectations shift, the skills required to meet them also evolve. Garling points out that today’s luxury traveller seeks personalisation and meaningful connection. “Today’s luxury guest values personalisation, and an emotional connection,” she explains. As a result, the resort places emphasis on emotional intelligence, adaptability, cultural awareness, and storytelling—skills that allow team members to go beyond service transactions and create memorable experiences.
“It’s not just about executing tasks flawlessly—it’s about creating meaningful moments and lasting memories.”
Garling believes the role of Human Resources at The RitzCarlton Maldives is to support the full lifecycle of employee engagement, from hiring to development to progression. “Human Resources is the heart of our resort—responsible for nurturing the soul of our brand: our Ladies and Gentlemen,” she says. The department’s role includes aligning the values of the organisation with the
experiences of its people, ensuring they feel supported and inspired. “This emotional connection is what translates into the authentic, anticipatory service our guests expect and cherish.”
Operating in a remote island environment presents unique considerations, particularly when it comes to talent mobility and well-being. Garling acknowledges the complexity of managing HR in such a setting, but also sees its advantages. “Talent mobility, mental well-being, and community dynamics are key considerations,” she explains. “But the rewards are equally powerful—we build strong bonds, foster a sense of purpose, and create a tight-knit culture.” The island setting allows for close relationships and a shared commitment that extends beyond the workplace. “We have the privilege of shaping careers, building lifelong friendships, and creating a strong, united community that feels more like family than workforce.”
Garling emphasises that learning at the resort is not confined to formal training programmes. Rather, it is built into everyday interactions.
“Learning at The Ritz-Carlton is a mindset,” she says. The resort encourages leaders to serve as coaches and role models, while also fostering informal learning through peer mentoring and the celebration of ideas and innovation. “Every interaction is an opportunity to learn. Leaders are encouraged to coach in the moment, celebrate progress, and role model curiosity.” The use of storytelling, job shadowing, and self-led digital learning supports a learning culture that is both practical and sustainable.
The Kurimagu Leadership Programme was born from our unwavering belief in the potential of our Maldivian talent. Inspired by our commitment to growing leaders from within, the programme reflects our philosophy that our Ladies and Gentlemen are the most important resource in our service commitment to our guests.
For others in the hospitality industry seeking to create impactful training programmes, Garling advises beginning with a clear understanding of the people involved. “Start with a deep understanding of your people—listen to their aspirations and challenges,” she says. Training initiatives, she adds, should align with both business objectives and individual development. “Blend
technical skills with leadership and emotional intelligence. And most importantly, create space for feedback, storytelling, and celebration.” The most successful training programmes, in her view, are those that support the long-term growth of individuals while meeting the immediate needs of the operation.
Garling sees the Kurimagu Leadership Programme expanding in scope and influence. The goal is to position it as a benchmark for leadership development across the region. “Our vision is to establish Kurimagu as a regional benchmark for leadership development,” she shares. Plans include partnerships with guest facilitators and Marriott properties across the region to introduce new perspectives and
broaden participant exposure. Future focus areas will include sustainable hospitality and digital transformation. “The goal is to shape purpose-driven, globally minded leaders who uphold the Ritz-Carlton legacy.”
Through her work at The RitzCarlton Maldives, Fari Islands, Deanne Garling is helping to shape a future where leadership is inclusive, development is continuous, and every team member feels equipped to contribute meaningfully to the guest experience. By investing in people and fostering a culture of growth, she is not only preparing individuals for leadership roles but reinforcing the values that define the brand.
Deanne Garling. (PHOTO/HOTELIER MALDIVES)
Arrivals versus revenue: Rethinking tourism performance in Maldives
By Maha Rasheed
For years, tourism performance in the Maldives has largely been measured by one headline figure: tourist arrivals. Each new record has been celebrated as a milestone for the industry and the national economy. Yet as the
destination matures and bed capacity continues to expand, a more fundamental question is gaining urgency across the sector: is chasing arrivals enough, or should revenue, length of stay and occupancy take precedence?
Missing the Target, Still Growing
The Maldives closed last year without meeting its ambitious tourist arrival target. While authorities had set a goal of attracting 2.3 million visitors,
Guests arrive at a resort. (PHOTO/BARCELÓ WHALE LAGOON MALDIVES)
total arrivals reached 2.2 million, falling short by approximately 150,000 tourists.
Despite this, the industry still recorded a 9.8 per cent yearon-year increase in arrivals, underscoring continued global demand for the destination. The shortfall, therefore, was not driven by lack of interest alone, but by a combination of external pressures, market shifts and increasing competition from rival destinations.
The Revenue Question Tourism remains the single largest income earner for the Maldives, yet one of the industry’s biggest concerns is that revenue growth has not kept pace with rising arrivals. Each year, hundreds of new rooms and beds enter the market, intensifying competition and placing pressure on rates and occupancy.
According to data from the Maldives Inland Revenue Authority (MIRA):
• Tourism Goods and Services Tax (TGST) generated MVR 10 billion in 2025, up from MVR 9.5 billion the previous year
• Green Tax revenue reached MVR 2.2 billion, more than double the MVR 1 billion recorded the year before While tax revenues show an upward trend, industry leaders caution that these increases do not fully reflect the scale of growth in arrivals or capacity.
Shifting Focus: From Volume to Value
Visit Maldives Corporation
Chairman Abdullah Giyaas acknowledged that industry revenue had lagged behind arrival growth in recent years, particularly in the postpandemic recovery period.
“Our travel receipts have been lower year-on-year for two years since the outbreak. Last year, we received USD 5.4 billion in travel receipts,” Abdullah said.
He emphasised that Visit Maldives’ primary objective last year was revenue growth, not merely increasing visitor numbers.
“Even when we targeted 2.3 million tourists, increasing revenue was the key focus. We have to keep a balance here. Tourist arrivals are one factor. Revenue, bed nights and occupancy are equally important. All of these combine to gauge performance.”
The Length of Stay Challenge
Another critical metric under scrutiny is the average length of stay, which has shown little improvement despite rising arrivals. According to industry observations, the growth
Tourists at the Maldives’ main Velana International Airport. (PHOTO/NEXT MEDIA GROUP)
Tourists at the Maldives’ main Velana International Airport. (PHOTO/NEXT MEDIA GROUP)
of short-haul markets has contributed to shorter visits.
“China is currently the top source market, and Chinese tourists stay an average of four to five nights in the Maldives,” Abdullah noted. “In other destinations, they stay longer. This is a concern, and we are working hard to improve these metrics.”
According to Maldives Monetary Authority (MMA) statistics:
• Average occupancy rate last year stood at 58 per cent, broadly unchanged year-on-year
• Average bed nights were 6.9, reflecting stagnation in length of stay
• Total operational bed capacity reached 67,400
beds by the end of the year
These figures highlight the structural challenge facing the industry: growing supply without a corresponding increase in stay duration or occupancy.
Managing Seasonality and Occupancy
Looking ahead, Visit Maldives has set a target of 2.4 million arrivals this year, a figure Abdullah described as “acceptable and achievable”. However, the focus will extend beyond headline arrivals to maintaining an average occupancy of 80 per cent.
“May, June and July remain the most challenging months,” he said. “We are now targeting marginal and emerging markets to maintain average occupancy at 80 per cent, even during the low season.”
Industry Perspective: Competition and Collaboration
From the private sector, MATATO CEO Mohamed Bassam Adam said the industry made significant efforts to reach last year’s target but faced mounting global challenges.
“Changes in the global economy are affecting travel decisions. At the same time, competing destinations are becoming more attractive. Many travellers who have already experienced the Maldives want to explore elsewhere — though they do want to return,” he said.
To counter these trends, MATATO plans to intensify its international engagement this year through trade fairs, forums and familiarisation trips,
Tourists at the Maldives’ main Velana International Airport. (PHOTO/NEXT MEDIA GROUP)
working closely with travel agents to stimulate demand.
Unlocking Growth Through Connectivity
Bassam also highlighted the untapped potential of key markets such as China, noting that less than one per cent of China’s outbound travellers visit the Maldives.
Improved air connectivity is expected to play a crucial role in supporting growth. The new terminal at Velana International Airport, along with expanded regional gateways such as Hanimaadhoo and Maafaru airports, is anticipated to increase flight frequencies and visitor capacity.
“The target of 2.4 million tourists is reasonable and achievable, provided there are no major geopolitical disruptions,” Bassam said.
Beyond the Numbers
As the Maldives tourism industry looks ahead, the challenge is no longer simply to break arrival records, but to ensure that growth is profitable, sustainable and balanced. Increasing arrivals, boosting revenue, extending length of stay and maintaining healthy occupancy levels are all interconnected.
Ultimately, both record tourist numbers and record revenues are essential — not only for the continued development of the tourism sector, but for the resilience of the Maldivian economy as a whole. The path forward lies in shifting the narrative from volume alone to value-driven growth.
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Balancing tradition and innovation: Award-winning Chef Ahmed Jameel on leading Tapasake at One&Only Reethi Rah
By Maaish Mohamed and Mariyam Saliya Mohamed
When asked about the origins of his culinary journey, Ahmed Jameel reflects not on a professional kitchen, but on his home. “My passion for cooking started at home. My mom was an amazing cook and her ability to bring her own unique flavours to every dish truly inspired me as I always admired the way she prepared food with so much love and creativity.” While his family was primarily engaged in the marine industry, he felt compelled to take a different path. “Initially, I followed a different path, like most of my family. We were involved in the marine industry, working on supply boats and passenger vessels, so during school holidays, I would help on our family boats. But over time, I realised I wanted to do something different, something that would break away from the norm and make a mark in a new field. That’s when I decided to pursue a career in the hospitality industry, becoming the first in my family to do so.” His professional journey began when he joined Four Seasons Resort Maldives at Kuda
Huraa as a culinary apprentice, an opportunity that marked the official start of a career he has pursued with persistence ever since.
The early years in a professional kitchen were not easy. “To be honest, it was a tough start. In the first few weeks, I didn’t enjoy working in the kitchen much as it was physically demanding, with long hours on my feet and a fast-paced environment that was completely new to me. I even questioned whether I had made the right choice.” However, support from colleagues made the difference. “Everything started to change once I connected with the team. The chefs began to guide me, share their knowledge, and support my learning. That’s when I truly started enjoying the work.” Exposure to new ingredients, techniques, and the chance to cook alongside experienced chefs built his confidence. Meeting chefs from different parts of the world left a lasting impression. “Those early experiences taught me the importance of teamwork,
My mom was an amazing cook and her ability to bring her own unique flavours to every dish truly inspired me as I always admired the way she prepared food with so much love and creativity
Chef Ahmed Jameel. (PHOTO/HOTELIER MALDIVES)
resilience, and always being open to learning that have shaped who I am as a chef today.”
Mentorship played an important role in his development. Among those who influenced him most was Chef Andreas. “At the very beginning of my career, Chef Andreas played a key role. He gave me many great opportunities to learn and encouraged me to explore new techniques and cuisines. His support during those early years laid the foundation for my passion and discipline.”
Specialising in Italian cuisine under Chefs Stefano and Daniel deepened his understanding of flavour and technique. But
the turning point came when he pursued Japanese cuisine. “It looked very refined, detailed, and full of culture. Not long after, a position opened in the Japanese kitchen, and I immediately took the opportunity. This was when I met Chef Hiro from Hokkaido, who became a major influence on my culinary journey.” Working under Chef Hiro was a test of endurance. “He was a very tough chef to work with and many others could not handle the pressure and gave up. But I made the decision to stay and learn. Over the years, he taught me the true essence of traditional Japanese cooking and helped me refine my skills in both classic and contemporary styles.” Later, Chef
For young chefs entering
the culinary field, my key advice is to develop a strong foundation, embrace hard work, and cultivate a growth mindset.
Ahmed Jameel, Executive Chef, One&Only Reethi Rah
Andrew added another layer to Jameel’s repertoire by introducing him to modern Japanese fusion. “He introduced me to innovative fusion styles, blending Japanese techniques with elements of Spanish and Peruvian cuisine. That experience opened my eyes to the endless creative possibilities within modern gastronomy.”
One of the most pivotal moments in Jameel’s career was choosing to stay with Chef Hiro. “Looking back, being patient and committed during that time was the best decision I made in my professional journey. Through the challenges, I learned discipline, precision, and deep respect for the craft.
Tapasake Japanese restaurant at One&Only Reethi Rah. (PHOTO/ONE&ONLY)
Eventually, we developed a strong connection, and he taught me not only the techniques of traditional Japanese cuisine but also how to push myself beyond my limits. That period truly shaped who I am as a chef today and gave me the confidence to pursue excellence in everything I do.”
At One&Only Reethi Rah, Jameel faced the challenge of reopening Tapasake, one of the resort’s signature dining outlets, under immense pressure. “Reopening a restaurant, especially one with the operations and a reputation like Tapasake, definitely came with a lot of pressure. But at the same time, the team and I were extremely excited and motivated about the project.” With just three days of handover during the busiest season, Jameel relied on organisation, teamwork, and
precision. “We had to be extremely organised from day one, planning everything down to the last detail, from menu creation and execution to service flow and kitchen logistics. Our strategy was simple but effective: we focused on teamwork, clear communication, and precision in preparation. Within just five days, we had already increased our covers significantly, while maintaining consistency and guest satisfaction.”
Balancing responsibilities across two outlets tested his skills further. While launching Tapasake, he also managed Hoshi, a pop-up Japanese restaurant. “Balancing both outlets required a high level of planning, time management, and teamwork. I made sure each team member understood their responsibilities clearly, and I stayed hands-on
throughout the process to ensure consistency in both kitchens.”
Jameel’s philosophy of Japanese cuisine is rooted in simplicity and respect for ingredients. “For me, presentation and taste are at the heart of Japanese cuisine. I believe in creating dishes that not only taste exceptional but also reflect balance, elegance, and harmony on the plate. Careful attention to colour, texture, and arrangement is essential, as every element should complement the overall experience.” He emphasises sourcing quality ingredients. “One of the most important aspects of my approach is sourcing highquality, seasonal ingredients. Using the freshest and most authentic ingredients allows the natural flavours to shine through.”
Guest relationships are another
Tapasake Japanese restaurant at One&Only Reethi Rah. (PHOTO/ONE&ONLY)
cornerstone of his work. “At One&Only Reethi Rah, we believe that creating amazing experiences and everlasting memories with our guests goes far beyond the food. It is about delivering a deeply personalised experience that makes each guest feel truly seen and valued.” Jameel highlights attention to detail, from dietary restrictions to seating preferences, as vital in building trust and loyalty. “We also focus on building genuine connections. Whether it’s a returning guest or a first-time visitor, we ensure they leave with not just a great meal, but a meaningful memory and that’s what keeps them coming back.”
Alongside creativity, business acumen is part of his approach. “In a high-volume luxury environment, maintaining strong business practices is just as important as
delivering exceptional cuisine. Effective stock management, food cost control, and strict HACCP compliance are essential for both operational efficiency and protecting the resort’s reputation.” He employs robust systems and forecasting methods, while also leveraging menu design to balance creativity and profitability.
Leadership, to Jameel, means presence and empathy. “My leadership style is centred around leading by example, being handson, and staying connected with my team on a daily basis. I make it a priority to show empathy, involve team members in decision-making when appropriate, and ensure they feel heard and supported.” He believes training and development are equally important. “By creating a collaborative and supportive environment, I empower my
team to take ownership, grow in their roles, and contribute to the overall success of the kitchen.”
Reflecting on his time at Reethi Rah, Jameel recognises how significant the journey has been. “I believe every chef in the industry dreams of one day running a world-class restaurant and for me, that dream became a reality with Tapasake. To be honest, I never imagined I would have the opportunity to manage a restaurant of this calibre, valued at over $30 million, entirely on my own. That responsibility and trust continue to inspire me every single day.” His 16 years at the resort reflect a loyalty that stems from shared vision. “This resort’s commitment to excellence, innovation, and unforgettable guest experiences aligns perfectly with my own culinary philosophy. My vision has always been to
Tapasake Japanese restaurant at One&Only Reethi Rah. (PHOTO/ONE&ONLY)
offer each guest who dines with us not just a meal, but a refined gastronomic experience, one that creates lasting memories.”
Collaboration across outlets is also central to his values. “When team members support each other across different outlets, it fosters smooth operations, promotes knowledge sharing, and ultimately elevates the guest experience. This approach has a direct positive impact on guest satisfaction, leading to glowing reviews and repeat business, which benefits the entire resort.”
Jameel, who recently won the Chef of the Year and BBM Chairman’s Special Award for Chef of the Year at Hotelier Maldives Awards 2025, remains focused on growth. “One of my key goals is to establish Tapasake as one of the best Japanese restaurants in the world. We recently updated the concept of Tapasake to offer a unique dining experience that blends traditional Japanese cuisine with Mediterranean influences. This innovative approach excites me deeply, and I am actively working on refining and expanding this unique concept.”
To young Maldivian chefs, his advice is clear. “For young chefs entering the culinary field, my key advice is to develop a strong foundation, embrace hard work, and cultivate a growth mindset. This means mastering the basic techniques, being open to learning from mistakes, and continuously seeking to improve. Above all, remember that opportunities are all around you, stay curious, stay humble, and never stop learning. With dedication and passion, the path to success will unfold.”
Chef Ahmed Jameel
Chef Ahmed Jameel receives Hotelier Maldives Award 2025. (PHOTO/HOTELIER MALDIVES)
Tapasake Japanese restaurant at One&Only Reethi Rah. (PHOTO/ONE&ONLY)
Honouring service, leadership and teamwork at Hotelier Maldives Awards 2026
By Ali Naafiz
As the Maldives continues to consolidate its position as one of the world’s leading luxury destinations, there is increasing recognition that the real differentiator lies not only in architecture, brand or location, but in the people who sustain resort operations every day. It is this human dimension – the expertise, discipline and collaboration of hospitality professionals – that sits at the heart of the Hotelier Maldives Awards.
Now entering its third edition, the Hotelier Maldives Awards 2026 build on a young but fastmaturing platform that has already established itself as a key fixture in the country’s hospitality calendar. With nominations for the 2026 programme having closed following a one-month window from 2 January, the industry’s attention turns to the next phase: the assessment of individual and team achievements that collectively define Maldivian resort standards.
What distinguishes the 2026 edition is a deliberate and substantial expansion in the recognition of teams. While individual accolades remain a central pillar, the programme now incorporates 11 new teambased categories, reflecting the operational reality of modern resorts, where results are delivered by departments and crossfunctional units working in concert rather than by isolated efforts.
Origins of a national platform for hoteliers
The Hotelier Maldives Awards were launched in 2024 as the first awards platform in the country dedicated exclusively to hospitality professionals. The concept was clear from the outset: to focus on the individuals and teams who deliver service, maintain infrastructure, manage finances, implement sustainability initiatives and create experiences that guests remember, often without ever stepping into
the spotlight themselves.
In contrast to many awards schemes that prioritise properties, brands or development projects, the Hotelier Maldives initiative placed the emphasis firmly on people. The early category mix reflected the full spectrum of resort operations, encompassing not only general managers and department heads, but also roles such as laundry, stewarding, engineering, housekeeping, transport, spa and wellness, food and beverage, and front office.
The 2024 edition set the framework that continues to anchor the programme today: clearly defined categories and criteria, a structured nominations process, and an evaluation model combining expert assessment with public participation. The response from resorts confirmed that there was a strong appetite for a formal mechanism to recognise and celebrate professional excellence at every level.
2025: consolidation and scale By 2025, the awards had moved decisively from concept to
institution. Hosted at Barceló Nasandhura Malé, the second edition demonstrated both broader reach and deeper engagement across the industry.
More than 450 nominations were received from resorts throughout the country, spanning 23 individual categories and four team, programme and special awards. Over 600,000 public votes were cast for shortlisted candidates, underscoring the degree to which colleagues, partners and guests were willing to support and endorse the professionals who had made a tangible impact on their resort experiences.
The evaluation methodology – 60 per cent weighting to an expert judging panel and 40 per cent to public voting – provided both credibility and inclusivity. Judges brought sector insight and comparative perspective to the process, while the open vote ensured that achievements resonating with peers and the wider community were also captured in the final outcome.
The 2025 ceremony further
strengthened an important dimension of the platform: formal recognition of long-serving professionals whose careers have shaped the evolution of Maldivian tourism. The Hotelier Maldives Awards for Dedicated Service were conferred on four industry veterans – Mohamed Hashim of Holiday Inn Resort Kandooma Maldives, Mohamed Fuad of Bandos Maldives, Hussain Manikfaan of Coco Bodu Hithi and Ali Rasheed Adam of Villa Resorts – each representing decades of sustained contribution.
These tributes built on the tradition established in the inaugural year, where lifetime achievement and long service formed a distinct strand within the broader recognition framework. In doing so, the awards positioned themselves not only as an annual snapshot of current excellence, but also as a record of the sector’s institutional memory and professional heritage.
A stronger emphasis on teams in 2026
Against this backdrop, the 2026 edition introduces a significant development: the addition of 11 new team-based categories. While individual performance and leadership will continue to be highlighted through established awards such as Young Hotelier of the Year, Chef of the Year, F&B Personality of the Year, Finance Personality of the Year and PR and Communications Personality of the Year, the expansion into departmental recognition reflects a strategic decision.
Resort operations are inherently collaborative. Revenue generation, guest satisfaction,
Finance Minister Moosa Zameer speaks at Hotelier Maldives Awards 2025. (PHOTO/HOTELIER MALDIVES)
More than 450 nominations were received from resorts throughout the country, spanning 23 individual categories and four team, programme and special awards.
asset maintenance and brand reputation depend on coordinated contributions from multiple departments. The new categories have therefore been designed to recognise outstanding performance at a collective level, with an emphasis on results, consistency, innovation and internal collaboration.
The new awards include Sales & Marketing Team of the Year, Front Office Team of the Year, Housekeeping Team of the Year, Human Resources Team of the Year, Engineering Team of the Year, Finance Team of the Year, F&B Team of the Year, Culinary Team of the Year, Wellness Team of the Year, Recreation Team of the Year and Support Team of the Year.
Collectively, they cover the full operational spectrum: commercial
performance, guest-facing interaction, physical and financial asset management, colleague experience, dining and culinary delivery, wellness and recreation offerings, and critical back-ofhouse functions such as IT, security, marine operations and logistics.
For resort leadership, these categories provide a structured opportunity to highlight departments that have made a measurable contribution to business performance, service standards or organisational culture over the qualifying period. For the teams themselves, they create a platform on which collective effort can be visible and valued beyond the property level.
Nominations and methodology
Nominations for the 2026 awards were accepted over a one-
month period starting 2 January 2026 via the Hotelier Maldives Awards online portal. Resorts were invited to put forward eligible individuals and teams working in the Maldives during the qualifying period, with the option to submit multiple nominations across different categories.
The nomination process required supporting evidence aligned to published criteria. For the new team categories, submissions focused on areas such as operational performance indicators, revenue and cost management, project delivery, guest feedback, innovation in service or processes, staff development initiatives, crossdepartmental cooperation and contributions to broader resort objectives such as sustainability or community engagement.
This documentation-driven approach ensures that recognition is grounded in demonstrable results and verifiable achievements rather than in anecdotal feedback alone. It also encourages departments and management teams to reflect on their performance over the year, often prompting internal discussion about what has worked well and where further improvements may be required.
The judging framework for 2026 maintains the dual structure that has become a defining feature of the programme. A panel of industry experts will evaluate all shortlisted nominations against the established criteria, contributing 60 per cent of the final score. Public voting, conducted online, will account for the remaining 40 per cent.
The continued use of this model is significant. By combining professional assessment with broad-based support, the awards reinforce their dual role as both an industry benchmark and a vehicle for wider engagement. For nominees and their employers, this balance strengthens confidence in the credibility and relevance of the recognition.
Impact across the industry
Although the awards culminate in a formal ceremony where trophies and certificates are conferred, their influence extends well beyond the event itself.
For individuals, being shortlisted or named a winner often serves as a meaningful career milestone. It can enhance internal visibility, support progression within the organisation, and elevate
professional standing across the wider Maldivian and regional hospitality community.
For teams, departmental recognition can be particularly powerful. It validates collective effort, reinforces shared standards and provides a concrete reference point for both internal communications and external employer branding. In an environment where talent attraction and retention are ongoing challenges, especially in remote island locations, such recognition can form part of a wider strategy to build a strong employee value proposition.
From an organisational
perspective, participation in the awards encourages resorts to articulate and document their approach to training, succession planning, performance management, innovation and service delivery. The process of preparing nominations often surfaces initiatives that may not have been formally captured, contributing to stronger internal knowledgesharing and benchmarking.
At sector level, the Hotelier Maldives Awards contribute to a broader narrative about the professionalism and depth of talent within the Maldivian hospitality industry. The stories emerging through nominations
and winners’ profiles highlight themes such as the development of local talent, the integration of sustainability into daily practice, the growth of wellness and experiential offerings, the strategic use of technology, and the increasing sophistication of sales, marketing and revenue management functions.
In this sense, the awards operate as both mirror and showcase: reflecting current practice and progress within resorts, while also presenting to the wider world a detailed picture of the capabilities underpinning Maldivian tourism.
A maturing institution
In the space of three years, the Hotelier Maldives Awards have evolved from a new initiative into a maturing institution with clear structure, strong participation and an expanding scope. The 2026 edition, with its broadened focus on teams alongside individual excellence and long service, marks a further step in that evolution.
By maintaining rigorous criteria, a transparent methodology and a comprehensive category mix that reflects the full range of resort operations, the awards continue to reinforce a central message: that the long-term success of Maldivian tourism is inseparable from the professionalism, resilience and commitment of the people and teams who work within it.
Further information on eligibility, judging and categories, together with details of past winners and the nomination framework, is available at hoteliermaldives.com/awards. Enquiries may be directed to the Hotelier Maldives editorial team at info@hoteliermaldives.com.
Game-changing Siyam World’s Ausy Waseem on turning childhood fantasies into resort reality
By Maaish Mohamed and Mariyam Saliya Mohamed
Ausy Waseem receives Hotelier Maldives Award 2025. (PHOTO/HOTELIER MALDIVES)
In the Maldives’ ever-evolving luxury hospitality scene, where breathtaking villas, turquoise lagoons, and impeccable service are the norm, standing out requires more than delivering the expected. It demands courage, vision, and a bold reimagining of what a resort can be. At the heart of one such transformation is Ausy Waseem, the Resort Manager of Siyam World, who was recently recognised as the ‘Resort Manager of the Year’ at the 2025 Hotelier Maldives Awards. The accolade is not just a reflection of his individual leadership, but a celebration of the collective spirit that defines Siyam World.
For Ausy, this recognition is deeply personal, yet inseparable from the team that surrounds him. “Personally, I am very happy to receive this recognition,” he
says. “But more importantly, it’s something I share with my entire team. It’s not my moment alone— this award belongs to all of us.” His humility speaks volumes of the kind of leader he is—one who builds from within, who listens, collaborates, and credits every success to shared effort.
Since its inception, Siyam World has become known as a gamechanger in the industry—a resort that constantly challenges the status quo with imaginative experiences and daring concepts. Ausy, as the driving force behind these innovations, has made it his mission to break away from traditional hospitality norms. One of the most striking examples of this is the introduction of neverbefore-seen experiences in the Maldives, including the country’s first and biggest horse ranch, the
Everyone has great ideas. The difference is in having the courage to bring those ideas to life. There’s no better feeling than seeing those ideas materialise.
Ausy
Waseem, the Resort Manager of Siyam World
Water park at Siyam World. (PHOTO/SUN SIYAM)
first go-kart track, and Rent-aMoke—the first resort initiative in the Maldives to offer Mokes for guests to drive around the island. These headline-making features perfectly encapsulate the resort’s ethos, with many more on the way.
He recalls how the idea stemmed from a childhood dream. “Nothing is a crazy idea for us,” Ausy says. “We often think back to the things we wished we could do as kids and ask—why not now? Why not make those dreams real?” It is this playful yet pragmatic mindset that transforms fantasy into operational reality at Siyam World. “Everyone has great ideas. The difference is in having the
Even when things are intense, it doesn’t feel like chaos. That’s because we’ve learned how to work smart and work together.
Ausy Waseem, the Resort Manager of Siyam World
courage to bring those ideas to life. There’s no better feeling than seeing those ideas materialise.”
In a destination famed for serene luxury and quiet exclusivity, Siyam World offers an alternative narrative—one that celebrates vibrancy, movement, and joy. “There’s no rule that says luxury must be quiet,” Ausy insists. “That’s something my wife once said to me, and it’s shaped much of how we think.” This redefinition of luxury—one rooted in experience, not silence—has positioned Siyam World as a standout, winning ‘Most Innovative Resort’ at the TTM Awards in 2024.
Equally pivotal to Siyam World’s rise is Ausy’s partner in life and business, Sara Siyam, the dynamic Director of Marketing at Sun Siyam Resorts. While Ausy keeps the operational engine humming, Sara is the creative force turning bold ideas into global buzz. From orchestrating viral influencer campaigns to crafting themed festivals that trend on Instagram within hours, she continually repackages the island’s playful soul for the world to see. “I can dream up the wildest concepts,” Ausy admits, “but it’s Sara who makes sure they land on guests’ screens— and within our brand DNA—exactly when and how they should.” Her blend of data-driven strategy and artistic instinct has not only filled villas but also built a loyal digital community that follows Siyam World as if it were a lifestyle rather than a single resort. Together, the duo operate like two halves of the same compass: Ausy points to new horizons, and Sara charts the route that gets everyone there.
Ausy’s approach from the outset
Beach Villa at Siyam World. (PHOTO/SUN SIYAM)
has been to unlearn everything he had previously known about hospitality. He encouraged his entire team to do the same. “We started by wiping the slate clean,” he explains. “We didn’t want to follow a blueprint. We wanted to write our own.” This principle of innovation, embedded in the DNA of the resort, permeates every aspect of its operations—from service design to guest interaction to activity programming. It has also created a workplace where creativity thrives.
Siyam World, under Ausy’s leadership, has become more than a resort—it’s a culture, a movement, a place where everyone is encouraged to contribute. “It’s a blank canvas,” he says. “There are no silly ideas here. People are free to speak, to suggest, to challenge. We
take those wild, sometimes laughable ideas and ask—how can we make this happen?” This openness not only creates an engaging and enjoyable work environment, but also fosters a vibrant guest experience. The result is a place where both staff and visitors find something extraordinary at every turn.
This people-first philosophy becomes even more evident when examining how Ausy handles peak operational challenges. During the 2024 festive season, Siyam World hosted a record-breaking 1,425 guests—a number that would place enormous pressure on any property. But Ausy and his team took it in stride. “We’ve become used to the numbers,” he says. “The systems and processes we’ve built are designed around our carrying capacity. It doesn’t
matter if we have 400 or 1,400 guests—the experience should always feel personalised. That’s the standard we set.”
Rather than rely on rigid strategies, Ausy trusts in preparation, teamwork, and a systems-driven approach. “We operate from the heart,” he explains. “Our processes don’t buckle under pressure. Even when things are intense, it doesn’t feel like chaos. That’s because we’ve learned how to work smart and work together.”
Ausy’s journey is also deeply shaped by personal experiences and childhood aspirations. This is perhaps best exemplified by Siyam World’s professional football camps—an initiative that has brought international football stars to the Maldives and allowed young guests to train with some
Electric go-kart track at Siyam World. (PHOTO/SUN SIYAM)
of the sport’s legends. “As a kid, I would have done anything to attend a camp like this,” he says. “Now, I can create those opportunities for others. That’s powerful. That’s fulfilling.” These camps are not just about sport; they’re about creating meaningful, aspirational experiences that leave lasting impressions.
His leadership style—marked by humility and mutual respect— has shaped a resort culture where collaboration isn’t just encouraged, it’s embedded. “Everyone here knows they’re valued,” he says. “That’s why people enjoy working here. That’s why they’re motivated. What you see at Siyam World is the result of a truly united team.” Ausy’s philosophy ensures that every member of staff, regardless of role,
feels empowered to contribute to the resort’s ongoing evolution.
Despite being one of the youngest resort managers in the Maldives, Ausy has never let age define his path. “I’ve never seen myself as the youngest,” he reflects. “Age doesn’t matter. What matters is how you show up each day.” He speaks candidly about the need for resilience—an essential trait for anyone in a leadership role. “Not every day will be sunny. Some days will be tough. That’s okay. You learn to navigate through the storms.”
While Siyam World has largely been a success story, it wasn’t without challenges. One of the biggest, according to Ausy, was convincing others in the industry that a radically different approach to resort experiences would work.
“There was some scepticism at first,” he admits. “It was difficult convincing people that guests wanted something different— that they were ready for more experiential, active luxury. But we had the backing of our company leadership. They believed in the concept. We just made it happen.” The result is a resort that continues to push boundaries and challenge expectations.
Ausy remains as ambitious as ever. “We’re not done surprising people,” he says with a smile. “There’s more coming—things that will again make people question what’s possible in the Maldives. I can’t reveal everything yet, but I can say this: it’s going to be exciting.”
For aspiring hoteliers, Ausy’s
Horses at Siyam World. (PHOTO/SUN SIYAM
message is both inspiring and grounded. “Dream big. Don’t be afraid to fail. Be strong, be resilient. You don’t have to follow the crowd—stand out. Think different. Do different. I am living proof that dreams do come true. Siyam World is proof of that. And so are all the people who made this journey possible.”
And when asked about what success means to him personally, Ausy offers perhaps the most telling answer of all. “For me, the biggest success is seeing something we imagined together on a whiteboard come to life. That’s the magic. That’s the
moment I cherish. This award, this recognition—it’s not about me. It’s about everyone here who made the dream real.”
In an industry where many follow tradition, Ausy Waseem stands out as a pioneer—someone who believes in possibilities, who dares to dream, and most importantly, who brings those dreams to life through relentless passion and unwavering teamwork. The future of Siyam World, under his stewardship, looks not only bright but boundless.
We didn’t want to follow a blueprint. We wanted to write our own.
Ausy Waseem, the Resort Manager of Siyam World
Let them fly: True measure of leadership in hospitality
By Maha Rasheed
In the ever-evolving world of hospitality, where guest satisfaction and service excellence define success, the greatest leaders are not those who hold on tightly to their best people — but those who give them wings to fly.
A recruiter recently shared a story on LinkedIn that resonated deeply across industries — one that beautifully captures the essence of true leadership and mentorship. She recounted reaching out to a Michelin-starred chef with an incredible job opportunity. But instead of pursuing the role for himself, the chef immediately thought of someone he had trained — someone he had guided, nurtured, and watched grow.
Resort employees at a resort.
Without hesitation, he forwarded his protégé’s CV, saying, “This sounds like the dream job for someone in my team now.”
He could have kept that person for his own benefit. Instead, he chose pride over possession. Pride in the person he helped shape. Pride in seeing his trainee rise.
That simple, selfless act is a powerful reminder that leadership is not about how many stars you collect — but how many you help shine.
Leadership Beyond the Spotlight
In the Maldives’ hospitality scene — where resorts are often defined by their stellar service teams, world-class chefs, and exceptional butlers — this story rings especially true. Many of the industry’s brightest talents began humbly, working their way up through guidance, patience, and mentorship from others who believed in them.
Behind every exceptional Villa Host, F&B Manager, or Executive Chef, there is often someone who once said: “I see potential in you. Let me help you grow.”
Yet, developing talent requires courage — the courage to invest time and trust, knowing that one day, that person may move on. It’s a kind of leadership that values legacy over loyalty, and impact over immediate gain.
Why Developing Talent Matters
just perform better; they create a culture of excellence that ripples through every guest experience.
Resorts that invest in mentorship and training don’t just retain staff longer; they cultivate ambassadors of their brand ethos — individuals who carry those values wherever they go. This is how the Maldives continues to build a reputation for world-class service: by growing its own stars.
The Quiet Legacy of Leaders
As the recruiter beautifully reflected, “Legacy isn’t built on applause. It’s built in the quiet when no one’s watching.”
The real stars of hospitality — whether in kitchens, front offices, or dive centers — aren’t just those who deliver perfection, but those who inspire it in others.
The Michelin-starred chef in that story didn’t lose a team
member; he gained a legacy. His leadership didn’t end when his protégé left — it expanded. Because true greatness in hospitality isn’t measured by titles or tenure, but by the brilliance we leave behind in others.
So here’s to the mentors, the trainers, and the leaders who choose to lift others. In the Maldives’ hospitality industry — and beyond — they are the quiet architects of excellence, shaping not just teams, but the future of hospitality itself.
Editor’s Note: This article was inspired by a recent post shared by a hospitality recruiter on LinkedIn, reflecting on the meaning of true leadership and the courage it takes to nurture and release talent. The story serves as a timely reminder of the importance of developing future leaders within the hospitality industry.
In an industry built on people, nurturing talent is not optional — it’s essential. When team members are empowered to grow, they don’t Resort employees at a resort.
New Resorts
Assets Group, Kerzner International announce Atlantis The Royal, Maldives to open in 2029
Assets Group and Kerzner International Holdings Limited have announced the signing of Atlantis’ new development in the Maldives. Located in South Male Atoll in Maldives, the magnificent Atlantis the Royal, Maldives is set to open in 2029.
Assets Group holds the head lease rights to Waldorf Astoria Maldives Ithaafushi and is developing another ultra-luxury property under the Rosewood Ranfaru brand. Kerzner International is the operator of One&Only Reethi Rah.
“Atlantis The Royal, Maldives embodies our vision for shaping the future of destination experiences. This partnership with Kerzner International reflects our shared belief that innovation, sustainability, and cultural authenticity can coexist to create destinations of enduring global relevance. As we expand our footprint in the luxury and lifestyle sectors, this project underscores our commitment to developing iconic places that inspire, elevate, and leave a lasting legacy for future generations,” Moutaz Al Khayyat, Chairman of Assets Group commented.
Mohamed Al Shaibani, Managing Director of ICD and Chairman of
the Board, Kerzner International, commented: “The signing of Atlantis The Royal, Maldives marks a significant milestone in Kerzner International’s journey of growth and diversification, deeply rooted in collaboration and shared vision. What began as a bold ambition in Dubai has evolved into a global portfolio redefining luxury hospitality and destination experiences. This project reflects Kerzner International’s leadership in driving world-class innovation and inspiring excellence, developing disruptive and industry leading brands across global markets. Our partnership with Assets Group unites two organisations driven by ambition and innovation, combining
Kerzner’s expertise in world-class destinations with Assets Group’s transformative development capabilities. Together, we are shaping the future of tourism through purposeful collaboration that delivers enduring value to our stakeholders, guests, and the communities we serve.”
“This milestone project reinforces our long-term strategy to develop destinations that elevate lifestyles and create lasting value for the communities we serve,” adds Ramez Al Khayyat, President of Assets Group. “Atlantis The Royal, Maldives will be conceived as a family destination that blends luxury with togetherness, offering unforgettable experiences for
guests of all ages. Every element of this project has been conceived with deep respect for the natural environment and with the aim of delivering meaningful, timeless experiences for modern travellers. We look forward to bringing this exceptional vision to life alongside our partners at Kerzner.”
“This marks a defining moment for both Atlantis and Kerzner,” says Philippe Zuber, Chief Executive Officer of Kerzner. “The debut of Atlantis The Royal in Dubai redefined the boundaries of ultraluxury hospitality on a global scale. With Atlantis The Royal, Maldives, we are not simply expanding that legacy, we are reinventing it. Here, Atlantis The Royal will be reimagined through the lens of the Maldives; architecturally, conceptually, and experientially to exist in perfect harmony with its surroundings. Designed to blend seamlessly into the natural landscape, it will celebrate the rhythm of the ocean and the beauty of the islands, brought to life through an eco-conscious and sustainable vision. This is where visionary design meets nature’s masterpiece, delivering
As we expand our footprint in the luxury and lifestyle sectors, this project underscores our commitment
to developing iconic places that inspire, elevate, and leave a lasting legacy for future generations.
Moutaz Al Khayyat, Chairman, Assets Group
extraordinary experiences, a thrilling waterpark, and the legendary spirit of Atlantis on the shores of one of the world’s most pristine paradises.”
Atlantis The Royal, Maldives is anchored on the shores of Vaaredhdhoo Faru island, surrounded by crystal clear waters and white sandy beaches. The total land area covers approximately 1,368,890 square metres with over 5.8 kilometres of beach front. The resort is accessible 10 minutes by seaplane or 25 minutes by speedboat from Velana International Airport (Malé). The site promises an immersive experience in one of the world’s most breathtaking destinations. An iconic entertainment destination unlike any other, this resort is a dual-island paradise, offering extraordinary experiences across stays, dining, entertainment, attractions, and wellness.
The resort will encompass two distinct islands: Family Island and Luxury Island, together offering 493 keys, including 270 hotel rooms and 223 villas and mansions. Guests will enjoy 20 dining
venues, two beach clubs, and the expansive 70,000-squaremetre Aquaventure featuring up to 15 iconic rides anchored by the Neptune and Poseidon Towers.
Atlantis The Royal, Maldives also integrates sports academies, entertainment zones, and wellness facilities that redefine the Maldives as a luxury leisure and entertainment hub. Aquaventure will also feature sustainably sourced native marine life of the Maldives and a Lost Chambers Aquarium, under the sustainability umbrella of the Atlantis Atlas Project.
At Atlantis The Royal, Maldives, sustainability will be a core focus, protecting the island ecosystem through responsible design, energy efficiency, coral and seaweed regeneration, and water conservation systems. These initiatives, integrated from planning to operation, aim to preserve the Maldives’ natural beauty and ensure long-term environmental resilience for generations to come.
Serving a true Atlantis experience, the resort will house over 17
world-class culinary experiences that include the brand’s signature venues – Gastronomy, Royal Tea Room, Ossiano – along with a diverse selection of celebritychef restaurants, vibrant beach clubs and social dining concepts.
The wellness sanctuary will include a botanical alchemy zone, a world class spa with cutting edge
Dar Global,
longevity treatments, a overwater platform for Yoga and breathwork, a beauty salon, a recovery studio and a cutting-edge indooroutdoor fitness centre, embracing holistic wellness through various zones across the island. The retail avenues will offer a curation of luxury boutiques, while the resort will also offer event spaces for both large and small gatherings.
The Trump Organisation reveal 2 global firsts: Trump International Hotel Maldives and tokenised hotel development
Dar Global, the London-listed luxury real estate developer, and The Trump Organisation have unveiled two historic milestones, the debut of Trump International Hotel Maldives, the brand’s first property in the Maldives, and the launch of the world’s first tokenised hotel development tied to the project.
This pioneering collaboration not only brings the Trump brand to one of the world’s most exclusive destinations but also
introduces an unprecedented financial innovation, tokenising the development of a luxury hospitality project for the first time. Unlike previous models that tokenise completed assets, this initiative tokenises the development phase itself, offering investors the opportunity to participate in a high-growth, premium real estate project from inception.
Located just 25 minutes by speedboat from Malé, the Trump International Hotel Maldives will
Combining a vibrant family resort with an exclusive luxury retreat, Atlantis The Royal, Maldives will be the first dual-island destination of its kind in the region, merging world-class leisure, entertainment, and wellness experiences into one unparalleled destination.
We are delighted to bring the Trump brand to the Maldives in collaboration with Dar Global. This development will not only redefine luxury in the region but also set a new benchmark for innovation in real estate investment through tokenisation.
Eric Trump, Executive Vice President, The Trump Organisation
feature approximately 80 ultraluxury beach and overwater villas designed for discerning global travellers seeking the highest levels of privacy, exclusivity, and sophistication. The resort is set to open by the end of 2028.
Eric Trump, Executive Vice President of The Trump Organisation, commented:
“We are delighted to bring the Trump brand to the Maldives in collaboration with Dar Global. This development will not only
redefine luxury in the region but also set a new benchmark for innovation in real estate investment through tokenisation.”
Ziad El Chaar, CEO of Dar Global, added: “Dar Global continues to push boundaries, from developing world-class
destinations to pioneering new investment structures. Tokenising the development of Trump International Hotel Maldives marks a global first that blends luxury, innovation, and technology in a way that will transform how the world invests in hospitality.”
Crown & Champa opens 11th resort with launch of Nala Maldives
Crown & Champa Resorts has opened its 11th resort in Maldives, upgrading Innahura Maldives Resort in Lhaviyani Atoll to a fivestar property and rebranding it as Nala Maldives by Jawakara.
The resort was formally inaugurated by Tourism Minister Ibrahim Thoriq and Champa Brothers Chairperson Mohamed Moosa at a ceremony held at Nala Maldives.
Crown & Champa CEO Mohamed Solah said the resort had been redeveloped and reopened following two years of work. He said the property was designed as a five-star entrylevel resort with operations shaped around sustainability.
Tourism Minister Thoriq Ibrahim said Crown & Champa is one of Maldives’ strongest and most innovative companies in the tourism sector. He also thanked the company for its continued contribution to tourism development.
Crown & Champa Resorts Chairperson Sara Moosa said Nala Maldives had been developed to remain competitive in the evolving tourism market.
This project reinforces Dar Global’s reputation as a forwardthinking global developer and expands The Trump Organisation’s legacy of excellence into one of the world’s most aspirational destinations, ushering in a new era where luxury meets innovation.
Nala Maldives is located a 35-minute seaplane flight from Velana International Airport. The resort has 80 villas across four categories:
• 8 Romantic Beach Villas
• 20 Sunrise Beach Villas
• 22 Sunset Beach Pool Villas
• 30 Ocean Pool Villas
The property includes seven F&B outlets, including beach bars and restaurants serving international cuisine. It also features a spa offering eight types of treatments, along with a medical clinic.
Recreational facilities include tennis, football, volleyball, badminton, an indoor games room and a water sports centre.
The resort is designated as an adults-only property, open to guests aged 12 and above. Jawakara, located on the same lagoon and accessible by a twominute speedboat ride, caters to guests travelling with children.
Accor’s MGallery Collection expands into Maldives with Mirihi’s reopening
MGallery Collection, the boutique hotel collection within Accor Group’s luxury division, has announced the signing of V Villas Maldives at Mirihi – MGallery Collection, a distinctive allvilla resort that opened by the beginning of 2026 in the heart of the Maldives, located on the secluded and natural island of Mirihi in the South Ari Atoll. This inspiring transformation will mark MGallery’s debut in the Maldives, adding to the brand’s global collection of singular, story-inspired hotels.
The property, formerly known as Mirihi Island Resort, will undergo an extensive renovation and expansion before reopening under the MGallery Collection flag beginning of 2026. Designed by the award-winning Studio Gronda, an international architecture and design firm, V Villas Maldives at Mirihi – MGallery Collection
will feature 42 luxurious villas, including a mix of beach villas, overwater villas, and expansive multi-bedroom suites with private pools — all conceived to immerse guests in the beauty of the Indian Ocean while embodying the intimacy and personality for which MGallery is renowned.
Embracing the art of quiet luxury, the resort is deeply rooted in Maldivian heritage. Shaped by ocean rhythms and named after the delicate Mirihi flower, the island offers a serene return to simplicity and an intentional pause that reconnects guests with themselves. Nestled amid vibrant coral reefs and a tranquil protected lagoon, V Villas Maldives at Mirihi – MGallery Collection harmonises with its natural surroundings to create an atmosphere of elegance and effortless comfort.
Owned by VIE Maldives Pvt Ltd, a subsidiary of Thailand’s Major Cineplex Group, the resort reflects the Group’s continued commitment to creating extraordinary hospitality experiences in Asia’s most iconic destinations. The owner, Vicha Poolvaraluck, is also behind several celebrated MGallery Collection
properties in Thailand, including VIE Hotel Bangkok – MGallery Collection, V Villas Hua Hin –MGallery Collection, and V Villas Phuket – MGallery Collection.
“We are thrilled to launch this exceptional project bringing MGallery brand to one of the most aspirational destinations in the world – following the success of our three flagships in Bangkok, Hua Hin, and Phuket. The MGallery V Villas in Maldives will be a refined shelter, an authentic sanctuary where every stay relies on a deep connection with nature,” said Maud Bailly, CEO Sofitel Legend, Sofitel, MGallery & Emblems.
“We are delighted to partner with MGallery Collection on this exceptional project. Supported by our deepening relationship with Accor, V Villas Maldives at Mirihi – MGallery Collection brings to life the brand’s spirit of soulful travel and quiet luxury amidst the natural beauty of Mirihi island and Maldives’ vibrant culture,” said Vicha Poolvaraluk.
Guests arriving at the resort will enjoy a seamless 25-minute seaplane journey from Malé International Airport, before being welcomed into a setting that balances relaxed sophistication with elevated design. The renovation project will include new interior concepts for all villas with coral-stone textures, the addition of a signature spa and wellness sanctuary, a new indoor and outdoor gym and yoga pavilion, upgraded F&B venues including an overwater restaurant, a brand new bar concept and the introduction of a main pool area.
The rebranding plan emphasises
a deep respect for the island’s ecology, as well as meaningful guest experiences. It is curated for stillness and wonder, from immersive wellness journeys to the resort’s acclaimed diving and snorkelling excursions among manta rays and whale sharks. The project is also part of Accor’s ESG pilot programme, with sustainability deeply embedded into its design, operations, and guest journey.
MGallery Collection currently comprises over 120 boutique hotels worldwide, each with its own unique story. With the upcoming addition of V Villas Maldives at Mirihi, the brand continues to grow its presence in exceptional leisure resort destinations
The MGallery V Villas in Maldives will be a refined shelter, an authentic sanctuary where every stay relies on a deep connection with nature.
Maud Bailly, CEO Sofitel Legend, Sofitel, MGallery & Emblems
Maldives to Sosei: Sonu Shivdasani on renewal, reinvention and what comes next
By Ali Naafiz
Sonu Shivdasani. (PHOTO/SONEVA)
When Sonu Shivdasani stepped onto the HICAP stage in Singapore for a conversation with Yeoh Siew Hoon, the founder of WiT, the audience was reminded of his longstanding reputation for challenging the norms of luxury hospitality. Calm, reflective and candid, he spoke about renewal, reinvention and what it means to start again — not from ambition, but from introspection.
For the Maldives, where Sonu’s vision shaped some of the destination’s most influential resorts, his next chapter carries particular resonance. It is here that his philosophy matured, his ideas took form, and his brand moulded the country’s luxury identity. Now, with the launch of Sosei, he begins a new journey — one that is both a continuation and a departure.
Rooted in Maldives
Sonu’s relationship with the Maldives spans three decades, beginning with a chance discovery that would reshape the country’s hospitality landscape. In the early 1990s, he and his wife, Eva, fell in love with the simplicity and natural purity of the islands. What they created next — Soneva Fushi — was unprecedented.
Set on an island in Baa Atoll, Soneva Fushi introduced a new vocabulary to global luxury travel: “no shoes, no news”, barefoot living, ecodesign, outdoor bathrooms, and villas nestled into nature rather than imposed upon it. It was the opposite of traditional luxury, yet it instantly redefined it.
Over time, Soneva became synonymous with the Maldives’ top tier. The brand expanded to Soneva Jani, a benchmark for resort design,
lagoon living and service culture. Elements of the “Soneva DNA” — sustainability, wellness, privacy, personalisation — influenced a generation of developers and operators who arrived later.
At HICAP, Sonu described the Maldives today not as saturated, but “immature” — a destination still far short of its latent potential.
He pointed out that while 90% of current visitors fly long-haul, 2.5 billion people live within regional range. If even a fraction were captured, he said, the Maldives could become one of the most visited island destinations in Asia, not just a long-haul luxury escape.
His optimism underscores a belief that the Maldives continues to evolve — and that its next opportunity lies in diversity, regional access, and refined storytelling.
Defined by Reinvention Educated at Eton and Oxford, Sonu entered hospitality not through conventional training but through passion and intuition. Over the years, he created and co-created
several brands including Six Senses, Evason, and Soneva — each with a distinct philosophy.
He was among the first to champion sustainability long before it became a global imperative. Waste-to-wealth recycling, solar energy, desalination, marine conservation and farm-to-table dining became part of the Soneva identity. He famously introduced the Maldives’ first carbon levy for guests, using the funds to support renewable projects around the world.
But his greatest innovation was cultural. Sonu often said, “True luxury is not physical. Guests remember people, not buildings.”
It is this “software” — the hosts, the warmth, the intention — that he believes separates good resorts from unforgettable ones.
Sosei: Renewal, not replica The HICAP interview marked the first time Sonu spoke at length about Sosei, his new brand. The name, derived from the Japanese concept of “rebirth”, reflects a personal and professional
A villa at Soneva Fushi. (PHOTO/SONEVA)
transformation that followed a period of introspection.
True luxury is not physical. Guests remember people, not buildings.
Unlike earlier ventures, Sosei will operate with long-term, values-aligned investors rather than private equity. The focus is on meaning, not scale. Its early projects include developments in Costa Rica, South Africa, Botswana, Switzerland and Asia — each selected for its natural context and community narrative.
But Sosei is not Soneva 2.0. It is less about architecture and spectacle, more about renewal, experience and emotional connection.
At HICAP, Sonu shared the idea that shaped Sosei: “You have to give up who you are to become who you will be.”
For him, this means stepping away from the identity of a founder synonymous with one brand, and embracing a new role guided by curiosity and creativity.
Sosei’s core themes include:
Transformational hospitality — stays designed around reflection and personal growth
Host-led service — meaningful encounters over scripted luxury
Purpose-centred development — environmental and social impact baked into the model
Low-density design — privacy through space, function and intention
It is, in many ways, an evolution of the philosophy he developed in the Maldives — taken further, deeper and with global relevance.
Sonu Shivdasani , Soneva
Sonu Shivdasani and his wife Eva Malmström. (PHOTO/SONEVA)
What Maldives can expect from new chapter
While Sosei’s first properties are located outside the Maldives, the destination remains close to Sonu’s heart. His insights carry weight for the country’s future, especially at a time when development is accelerating and the market is diversifying.
A shift from hardware to heartware: As resorts race to build bigger, grander and more technologically advanced villas, Sonu’s message is a counterbalance: the real differentiator will be people. The Maldives’ strength has always been human connection — and that may be where its next evolution lies. Sustainability will move from “feature” to “foundation”: Soneva showed that luxury and sustainability can coexist. Maldives properties — especially
new entrants — will need to embed environmental commitments into operations, not just green-label marketing. Regional markets will become the next frontier: If Sonu’s prediction about short-haul Asia materialises, the Maldives could see a transformation similar to destinations like Bali or Phuket — but with higher positioning and stronger regulatory oversight. Wellness and meaningful escapes will define the future: With Soneva Soul influencing wellness in the region, Sosei’s debut signals a deepening of experiential, introspective travel. The Maldives is wellpositioned to lead this movement if operators embrace it early.
Sonu Shivdasani’s appearance at HICAP felt less like a brand launch and more like a philosophical reset.
For an industry preoccupied with new openings, investment deals and pipeline numbers, his emphasis on renewal served as a powerful reminder: luxury hospitality is ultimately a human craft.
For the Maldives — a destination that shaped his worldview and benefitted immeasurably from his innovations — his next chapter is worth watching closely. Whether Sosei arrives on Maldivian shores or influences its trends from afar, its ideas will ripple through the industry.
And for Sonu himself, the journey comes full circle: a creator once again becoming a beginner.
Maldives to Sosei
A villa at Soneva Jani. (PHOTO/SONEVA)
Sun Travels unveils new era of digital innovation, brand transformation
Event held to unveil Sun Travels’ new branding. (PHOTO/SUN SIYAM)
Sun Travels has officially entered a bold new chapter, unveiling a revitalised brand identity and a next-generation digital booking platform that mark a milestone moment in the company’s 35-year journey. What began as one man’s leap of faith has grown into one of the Maldives’ most respected travel companies, now stepping confidently into the future with renewed purpose, advanced technology, and a vision shaped by decades of Maldivian hospitality.
The official launch event took place on November 27th 2025 at Sun Siyam Olhuveli, led by Founder, Chairman and Managing Director Hon. Ahmed Siyam Mohamed, and brought together Sun Travels partners, management and senior leaders of the Sun Siyam Group and Head Office, as well as invited media representatives to
celebrate this important milestone.
A Legacy Built on Determination: The Origin Story
The transformation of Sun Travels cannot be understood without the story of how it began.
Long before global partnerships or advanced booking engines, the journey started on the quiet island of Kudafari. Life was simple, shaped by the rhythms of nature and a culture of heartfelt hospitality. It was here that Founder, Chairman and Managing Director Hon. Ahmed Siyam Mohamed developed the values that would guide the next three decades: gratitude, discipline, and unwavering commitment. He learned the tourism industry from the inside out, receptionist, billing clerk, storekeeper, reservations
For us, this next chapter is about strengthening relationships, enhancing service delivery, and ensuring that our partners feel supported with the resources they need to succeed.
Nina Nizar, Director of Sales & Marketing at Sun Travels
Ahmed Siyam Mohamed speaks at the event held to unveil Sun Travels’ new branding. (PHOTO/SUN SIYAM)
executive, marketing manager, every role a lesson in service excellence and human connection.
In 1990, with only USD 900 in personal savings and no financial backing, he founded Sun Travels & Tours. What began as a small and determined agency would, over the next thirty-five years, evolve into a billion-dollar hospitality group with internationally recognised resorts and a trusted global partner network.
Today, this legacy stands at the heart of the brand’s evolution.
A New Digital Powerhouse for the Destination
The centerpiece of the transformation is the launch of Sun Travels fully rebuilt digital platform, powered by a next-generation Juniper booking engine. Designed
to set a new benchmark for Maldives destination management, the platform introduces enhanced speed, reliability, and booking intelligence across all product categories. The upgraded system supports real-time availability, seamless supplier integrations, instant confirmations, dynamic contracting, and a streamlined extranet experience, all contributing to a more efficient digital ecosystem for partners worldwide. Fully engineered as a comprehensive Maldives travel marketplace, the platform distributes; Resort accommodation, Domestic transfers, Excursions and local experiences, Dive packages, Flight components, Holiday bundles, independent service provider offerings. With this step forward, Sun Travels evolved from a traditional DMC
into a complete distribution engine for the Maldives.
The platform also serves as a powerful tool for suppliers, offering enhanced visibility, promotional capabilities, marketing support, and an efficient space to sell, forecast, and report – creating a holistic ecosystem designed to empower the success of both partners and suppliers.
A Brand Identity Built for the Future.
Alongside the digital evolution, Sun Travels has introduced an entirely revamped brand identity designed to reflect a company that is now digitally focused, globally connected, and positioned for future expansion. The visual and strategic transformation centres on motion, clarity, colour and adaptability,
Sun Travels team at the event held to unveil their new branding. (PHOTO/SUN SIYAM)
creating a masterbrand that can evolve with the company’s ambitions, future products, and technological innovations.
The new identity embodies confidence, precision, and purposeful design, signalling the arrival of a brand prepared for the next era of global travel.
Deepak Booneady, CEO at Sun Siyam comments: “Sun Travels is entering a new era built on clarity, innovation, and purpose. This transformation strengthens the foundation laid 35 years ago, bringing together advanced technology and the timeless values that shaped our journey. Our new digital platform and revitalised
identity elevate how Maldives travel is booked and experienced, allowing us to serve partners with greater speed, intelligence, and reliability. This is a future shaped by progress, guided by heritage, and designed to support the continued growth of our global network.”
Nina Nizar, Director of Sales & Marketing at Sun Travels says: “Our evolution reflects a commitment to the partners who have grown with us. The new platform provides stronger tools, deeper insights, and a more streamlined way to collaborate, while the refreshed identity mirrors the confidence and professionalism behind every interaction. For us, this next chapter is about strengthening
relationships, enhancing service delivery, and ensuring that our partners feel supported with the resources they need to succeed.”
The company enters its new chapter with the same values that shaped its beginning , discipline, hospitality, sincerity, strengthened by the digital tools that will drive its future. A new era has begun.
And once again, the Maldives travels through Sun Travels.
JOALI BEING’s Josephine Njenga on why wellness begins within
Josephine Njenga’s career path reflects both a personal calling and a professional evolution in the field of holistic wellbeing.
By Ali Naafiz and Mariyam Saliya Mohamed
Josephine Njenga. (PHOTO/JOALI)
Today, as a Wellbeing Trainer at JOALI BEING in the Maldives, she plays a central role in shaping the island’s approach to integrated healing and transformative guest experiences.
Her journey began in modern medicine, where she studied for five years before making the decision to take a different direction. “I studied medicine for six years and then I left the industry because I wanted something different,” she recalls. “I did not join the one year for housemanship. On the verge of joining, I decided I would rather help people to heal naturally through their own body healing itself.” This decision led her to a six-month retreat at the Osho Academy in Pune, India, where she explored alternative healing approaches and rediscovered a family lineage of natural medicine. “My grandfather, who graduated in medicine in Scotland, UK, also left the field to follow natural remedies. I felt I was returning to that path.”
Her pursuit of knowledge then took her to South Africa and beyond, building on her foundation in human anatomy to expand her skills
in holistic practices. Her career has since spanned Kenya, Seychelles, the UAE, Zanzibar, Monaco, the Caribbean, and the Maldives. She is also a sitting member of the African Wellness Initiative, founded by the Global Wellness Institute. Where she will be a speaker in the upcoming African Wellness Summit in October.
At JOALI BEING, Josephine brings together two distinct roles: Holistic Wellbeing Specialist and Wellness Programme Architect. “We don’t just offer spa treatments — we create
transformative journeys,” she explains. “As a Holistic Wellbeing Specialist, I attune to each guest’s emotional, spiritual, and energetic needs. As a Programme Architect, I translate those insights into personalised experiences rooted in our Four Pillars: Mind, Microbiome, Skin, and Energy. Every element — from movement and nutrition to sound, heat, and water — is layered with purpose. We’re not aiming for a quick fix; we guide guests toward lasting shifts in how they live and feel.”
Her approach blends traditional healing arts such as Reiki and Shamanic Rituals with modern practices like medical intuition. “Every guest brings a unique story. Through in-depth consultation and intuitive reading of the body, I sense where energy may be blocked or misaligned. Ancient practices help access the subconscious and ancestral layers, while medical intuition provides a grounded map. I may pair Watsu for emotional release with gut treatments like Chi Nei Tsang or combine somatic breathwork with movement.” For her, the objective is not simply to treat symptoms
JOALI BEING’s Josephine Njenga
Wellness centre at JOALI BEING. (PHOTO/JOALI)
Wellness centre at JOALI BEING. (PHOTO/JOALI)
but to address root imbalances.
Central to this philosophy are JOALI BEING’s Four Pillars, which Josephine and her team use to structure personalised programmes. She gives an example of a guest arriving for a 14-day stay. “We begin with a pre-arrival call to understand how they’re feeling and the main focus of their visit. On arrival, they have an Integrative Lifestyle Assessment within the first few hours. This becomes our compass, guiding us to identify which of the Four Pillars requires the most focus.” For a guest experiencing chronic stress, digestive issues, and skin flareups, the programme might include sound therapy and yoga to clear the mind, abdominal massage and microbiome treatments for gut health, Turkish Hammam rituals for the skin, and Reiki or Thai
massage for energy realignment.
Josephine sees no conflict between the spiritual aspects of her work and the commercial goals of the property. “True healing generates value — emotionally for the guest, and financially for the brand. When a guest feels seen, held, and transformed, they return. They extend their stay, they bring others, they recommend us. For me, spirituality is not separate from prosperity; it’s part of it. By designing high-impact, high-retention programmes and mentoring therapists to deliver excellence, we naturally create a ripple effect that benefits the business.”
Mentorship, in fact, is a recurring theme in Josephine’s career. Having progressed from practitioner to trainer over her
four years at JOALI BEING, she now places strong emphasis on guiding and empowering others. “Mentorship is my way of paying forward the wisdom of women who came before me and believed in me when I doubted myself. I create safe spaces for women to be seen — not just for their skills, but for their stories, intuition, and resilience. I empower by reminding them they are already enough, and by giving them tools to amplify their light, both technically and spiritually.”
Her international career has not been without challenges. Moving between countries meant adapting to new cultures, proving herself in unfamiliar spaces, and at times feeling far from home. She credits her Kenyan roots for keeping her grounded. “My journey in wellness began in Kenya,
Wellness centre at JOALI BEING. (PHOTO/JOALI)
surrounded by a culture that values community, connection to the land, and the healing wisdom of our ancestors. What kept me going was staying rooted in who I am, carrying my values like a compass.”
Her advice to women pursuing international careers is to embrace their uniqueness. “Your roots, your stories — they are not something to hide. They’re your superpower.”
Josephine has been recognised with awards such as ‘Most Requested Therapist’ and ‘Employee of the Month’, and nominated as Wellness Personality of the Year in Maldives in earlier roles – achievements she attributes to presence and authenticity. “When a guest is with me, they are the only people in my world. I listen beyond words — to their body, their silence, their energy. I offer authenticity, not performance. I don’t treat guests; I journey with them. I hold space for them and allow them to feel safe, seen, and heard.”
With nearly two decades of experience, Josephine has observed significant changes in the expectations of wellness
travellers. “Guests today are no longer looking for pampering — they’re seeking something deeper and more authentic, a true search for meaning. The trend has shifted from temporary relief to deep reconnection. People want answers, not just solutions. They want to cry, breathe, detox, and release, they want purpose. They’re more open to ancestral healing, spiritual practices, and somatic work than ever before.”
Her wide range of certifications — from The Taiwanese Reflexology, Master Integrative Somatic Practitioner Certification, Chi Nei Tsang Practitioner to Watsu, Mediation and Mindfulness Teacher and Ancient Egyptian Reiki — supports her practice, but she notes that qualifications are only part of the journey. “Two stand out as most transformative: Master integrative Somatic Practitioner and Watsu. They taught me how to hold without words, and how the weightlessness of water can invite someone into complete surrender. But my deepest capacity to heal hasn’t come from any qualification. It comes from the path I’ve walked, the pain I’ve endured, the silences
I’ve honoured, and the ancestral wisdom that lives within me.”
She also holds a core belief that every person has innate healing potential. “I never force healing. I invite it. Whether they believe in energy or not, I let their experience be the teacher. When they feel safe, they open. And when they open, they remember that healing was always inside them. I’m just a mirror.”
For those aspiring to a career in wellness, her advice emphasises inner work over credentials. “The most sustainable and fulfilling career in wellness isn’t built on collecting certificates — it’s built on cultivating presence. Learn the tools, yes, but also do the inner work. Walk through your own shadows, sit in your own silences, and learn to hold space for yourself before you try to hold it for others.”
Josephine sees JOALI BEING positioned as more than a destination. “My vision is to live and breathe JOALI BEING’s core concept every day — deepening our reputation as a sanctuary of vibrancy and transformation. Not just a place of escape, but a true return to self. I envision us becoming a global reference point for integrated, conscious healing where modern science meets ancient wisdom. For me, evolution is a collective journey — when we grow, we grow together. We elevate the whole.”
JOALI BEING’s Josephine Njenga
Josephine Njenga. (PHOTO/JOALI)
Seven years, one dream: Mariyam Malaak becomes Maldives’ first female pilot cadet from cabin crew
By Mariyam Saliya Mohamed
When Mariyam Malaak steps into the cockpit of a Manta Air seaplane on 1 December 2025, she will be doing far more than beginning her first day as a First Officer. She will be closing a seven-year chapter of perseverance—one marked by setbacks, sacrifices, shifting continents, motherhood, and an unwavering belief in the dream she had held since childhood: to fly.
At 30, Malaak became Maldives’ first female pilot cadet to transition from cabin crew to the flight deck. Her story is not one of a seamless rise, but of grit forged through adversity.
“It has been a very long, very obstacle-filled journey,” she said.
“After studying piloting, I joined Manta as a cabin crew member. After working as a crew for a year, I upgraded to pilot. On 1 December, I will start as a First Officer.”
Malaak’s fascination with flying began early in life, long before aviation felt accessible or imaginable. At 18, she
joined Mega Maldives as a cabin crew member—a step into the airline world that made her dream feel closer.
After two years, she took the leap many only talk about: she enrolled in a flight school in Addu to pursue her pilot training. But just one year later, the first of several major obstacles emerged. Due to limited aircraft availability at the school, Malaak completed only 16 hours of flying—far below what was required.
It was a demoralising start, yet it did not deter her.
Along the way, life unfolded in unexpected ways. Malaak met a fellow student at the flying school— someone who shared her dreams, ambitions, and determination. Within three months, they were married.
Before they became pilots, they became parents.
Pregnancy meant a pause in formal flying. Malaak continued studying
Don’t stop dreaming, no matter what responsibilities you have.
Mariyam Malaak.
theory from home, taking exams while raising her first child. When her son grew older, she and her husband resumed training. They flew on alternate days so that one parent always remained with the baby.
“It wasn’t easy to study while taking care of a child in a foreign country, but we shared the responsibility completely. When I went flying, my husband did everything for our son. And when it was my husband’s turn to fly, I managed it all.”
Parenthood, she said, strengthened their bond rather than straining it.
“My relationship with my husband has become stronger. This journey was successful because I didn’t lose heart.”
Sri Lanka became their second attempt at completing flying school—but again, challenges rose quickly.
First came delays at their initial school. Then an unexpected pregnancy pause. Then the 2019 Easter bombings, which forced the Sri Lankan government to ban flying by foreign students. As soon as the ban was lifted, COVID-19 hit.
“When we got through the situation after the bombing, the virus came. I couldn’t fly for two years.”
Once restrictions eased, they resumed once more. Only for the Sri Lankan economic crisis—fuel shortages, currency restrictions, and extended power cuts—to halt flying operations yet again.
At times, the dream felt impossibly far away. Malaak remembers the questions people asked when she returned home during breaks.
“People would ask why I still hadn’t completed my studies. They didn’t understand what we were going through.”
But she kept going. Seven long years after she first began flight school, Malaak finally completed her qualifications.
Returning to Maldives in February 2024, she began searching for opportunities. Six months later, Manta Air offered her a cabin crew position with the promise of transitioning into the pilot cadet programme within a year.
It was the break she had waited for.
Mariyam Malaak.
Her time as crew not only strengthened her operational understanding but also connected her more deeply with the company. “I liked the chance to understand the operational and other aspects of the aircraft.”
On 1 December 2025, she officially wore the pilot’s uniform.
She is now Manta’s first female employee to make the transition from cabin crew to pilot, marking a milestone for the airline and the Maldives’ aviation sector.
Today, Malaak and her husband— now a pilot at Trans Maldivian Airways (TMA)—balance demanding schedules with raising their eight-year-old son. When she is rostered on
duty, her husband takes over childcare. When both parents are working at the same time, their extended families step in.
“My husband and my family are very supportive. We’ve managed because we stand by each other.”
Her story, she believes, is not only her own but a reflection of collective resilience.
Malaak says every obstacle, setback, delay, and moment of uncertainty carries a lesson.
“There will always be challenges when you are trying to make a dream come true. But if you’re brave enough to face them, the results will be sweet.”
Her advice to aspiring pilots— especially young women—is clear: “Don’t stop dreaming, no matter what responsibilities you have.”
As she prepares for her first flight as First Officer, Malaak carries the weight of her past struggles lightly. Her story now stands as a beacon for other Maldivians— especially girls—who look to the sky and wonder whether their dreams can take flight.
Thanks to her persistence, they now have a clearer path to follow.
THE OZEN COLLECTION marks five years and unveils global expansion plans
There is a distinct kind of magic that emerges when island sanctuaries are shaped by a visionary dream. Five years ago, that magic found its name: THE OZEN COLLECTION. What began as two intimate havens in the Maldivian seascape—the profoundly private OZEN RESERVE BOLIFUSHI and the contemporary OZEN LIFE MAADHOO—has since evolved into a refined hospitality philosophy that whispers luxury rather than declares it.
Founded in the heart of the Indian
Ocean, THE OZEN COLLECTION established its legacy through two distinct Maldivian retreats: the ultra-exclusive OZEN RESERVE BOLIFUSHI and the bespoke OZEN LIFE MAADHOO. The brand quickly distinguished itself through its pioneering interpretation of allinclusive luxury, expressed through its signature RESERVE™ Plan and INDULGENCE™ Plan. Far more than pricing models, these concepts serve as guiding philosophies, transforming each holiday into a seamlessly personalised
narrative of indulgence shaped entirely around the guest.
This commitment to excellence has been consistently recognised through prestigious international accolades. OZEN RESERVE BOLIFUSHI exemplifies distinction, with its Royal RESERVE named Maldives’ Leading Luxury Hotel Villa at the World Travel Awards. The property’s MICHELIN Key further affirms its exceptional style and service, while its award for Best All-Inclusive Wine
List at the 2025 World’s Best Wine Lists Awards highlights its sophisticated culinary identity.
OZEN LIFE MAADHOO has crafted its own celebrated path. A recipient of Tripadvisor’s Travellers’ Choice Awards Best of the Best 2025—an honour reserved for the top one percent of properties worldwide— it stands as a testament to consistently memorable guest experiences. Its recognition as Sustainable Champion at the Hotelier Maldives Awards reinforces the brand’s belief that profound luxury and responsible environmental stewardship are naturally connected.
Building on this foundation of success, THE OZEN COLLECTION is now embarking on an ambitious new chapter of global expansion.
The brand is set to extend its signature elegance and personalised service beyond the Maldives with forthcoming openings in India: OZEN VILLAS JAIPUR, OZEN MANSION KOLKATA, and OZEN PRIVADO GOA. Simultaneously, it will deepen its presence in the Maldives with the exclusive OZEN PRIVÉ ATHIRI GILI, promising a new horizon of secluded luxury.
Reflecting on the journey, Stéphane Laguette, Chief Commercial Officer of Atmosphere Core, said: “Our first five years were about listening and refining our guests’ unspoken wishes, guiding us to the quiet verge of luxury. We learned that true excellence is not about being the largest, but the most meaningful. As we turn the page, we carry
these lessons to new shores, ready to craft the next chapter of intimate, unforgettable escapes.”
As THE OZEN COLLECTION steps into its next era, its compass remains firmly aligned with its original purpose: the art of crafting sanctuaries where narrative is paramount. Here, architecture blends harmoniously with nature, service flows with intuitive grace, and every curated experience is designed to honour the unique story of each guest. This is more than hospitality; it is the preservation of moments that linger long after the journey ends—a legacy etched not in sand, but in memory.
OZEN LIFE Maadhoo. (PHOTO/THE OZEN COLLECTION)
Rendering of OZEN VILLAS JAIPUR. (PHOTO/THE OZEN COLLECTION)
Rendering of OZEN MANSION KOLKATA. (PHOTO/THE OZEN COLLECTION)
Industry Highlights
Maldives records 2.25 million tourist arrivals in 2025
The Ministry of Tourism said 2.25 million tourists visited the Maldives in 2025, falling short of the government’s target of 2.3 million arrivals for the year.
Statistics released by the ministry show that, despite an increase in arrivals compared with previous years, the annual target was not met. The shortfall stood at 153,000 visitors.
Tourist arrivals in 2025 increased
by 9.8 per cent compared with the previous year, with an average of 6,155 visitors entering the country per day.
Total arrivals over the past three years were recorded as follows:
• 2025: 2.25 million
• 2024: 2.05 million
• 2023: 1.88 million
The highest number of arrivals in 2025 was recorded during the year-end holiday period. In December alone, 224,455 tourists arrived in the Maldives, representing a 7.4 per cent increase compared with 208,980 arrivals in December of the previous year.
Of the 2.25 million tourists who arrived in 2025, around 1.6 million, or
73 per cent, stayed at resorts. About 500,000 tourists, or 22 per cent, visited guesthouses, while more than 58,000 stayed at hotels.
The six largest source markets for tourism in 2025 were:
• China – 329,428
• Russia – 287,760
• United Kingdom – 202,171
• Germany – 167,822
• Italy – 153,258
• India – 131,625
According to the ministry, these six countries are expected to remain the leading source markets, with no change in ranking.
Visit Maldives launches industry engagement sessions
Visit Maldives Corporation (VMC) is inviting industry partners to participate in a series of targeted engagement sessions designed to strengthen collaboration and support the co-creation of strategies for promoting Maldives tourism.
The initiative will provide a platform for stakeholders to share insights, raise concerns, and contribute ideas
that will help shape programmes with greater relevance and impact across key markets. Over the coming weeks, VMC will host focused sessions to encourage meaningful dialogue between industry partners and its management and technical teams, with the aim of refining priorities, addressing challenges, and exploring new opportunities.
A central element of the initiative is the establishment of the VMC Technical Advisory Committee, which will offer guidance on strategic areas such as digital transformation, marketing optimisation, data-driven decisionmaking, market diversification, and product development. Industry participation will be integral to the
committee, ensuring stakeholders have a direct role in shaping the future direction of Maldives tourism.
Alongside these targeted sessions, VMC will introduce more structured engagement formats, including quarterly review meetings, improved member interactions, and open feedback channels. These efforts are intended to enhance transparency, communication, and collaboration throughout the year.
Maldives sees record tourism in 2025, receipts to exceed $5.4bn
The Maldives has marked a historic milestone in 2025, recording its strongest tourism performance to date, with projected travel receipts expected to exceed USD 5.4 billion, surpassing the national target of USD 5 billion.
According to the latest figures released by the Maldives Monetary Authority (MMA), tourism receipts grew by 15.8% year-on-year compared to 2024, underscoring the resilience and strength of the Maldivian tourism sector amid global and regional economic pressures.
2025 also stands as a record arrivals year for the Maldives. The year began amid cautious forecasts from industry experts, following announcements of proposed airport tax and Tourism Goods and Services Tax (TGST) adjustments scheduled for 2026. While these measures were widely debated, they were necessitated by the country’s broader fiscal realities. Despite these concerns, the Maldivian tourism industry demonstrated exceptional adaptability and confidence.
The year concluded with approximately 10% growth in surface arrivals, alongside growth in bed nights, reflecting sustained demand across key source markets. Overall bed capacity increased as well, supported by the opening of new resorts and guesthouses during the year, further strengthening the destination’s accommodation portfolio.
Notably, the Maldives experienced record-breaking low-season performance, with double-digit month-on-month growth in arrivals, highlighting the success of diversified marketing efforts and destination positioning beyond traditional peak travel periods.
Key source markets delivered robust growth, with China recording a 22% increase and Russia growing by 20%, reaffirming their importance to the destination’s recovery and expansion strategy.
While occupancy levels have remained a challenge across the industry due to rapid capacity growth in recent years, Visit Maldives (VMC) continues to work closely with industry stakeholders to address this through targeted campaigns and innovative market strategies. Several highimpact promotional initiatives are already in development for 2026.
Looking ahead, the Maldives is poised for a new phase of growth with mega tourism projects, branded residences, and internationally acclaimed resort openings on the horizon. The destination has been highlighted by Forbes Travel Guide as one of the world’s most exciting locations for luxury hospitality openings in 2026.
In 2025, the Maldives also achieved an unprecedented global recognition by winning the World Travel Awards’ World’s Leading Destination title for the sixth consecutive year, setting a new international record. The destination and its resorts further received multiple Condé Nast Traveler awards, alongside prestigious MICHELIN Key recognitions, reinforcing Maldives’ leadership in luxury and experiential travel.
As part of its evolving strategy, Visit
Maldives intensified its focus on high-yield tourism, luxury experiences, and niche segments. In a first for the destination, the Tourism Board actively engaged in Super Yacht-focused campaigns, while collaborating with over 40 international tour operators and airlines to drive premium travel demand.
Digital engagement also reached historic highs in 2025, with Visit Maldives recording its strongestever social media performance, reflecting the growing global resonance of the Maldives brand.
With a clear strategy for 2026 centred on revenue growth, luxury positioning, and sustainable value creation, the Maldives continues to strengthen its position as one of the world’s most desirable and resilient tourism destinations.
Looking ahead, the Maldives is poised for a new phase of growth with mega tourism projects, branded residences, and internationally acclaimed resort openings on the horizon.
Maldives wins World’s Leading Destination award for sixth consecutive year
The Maldives has once again secured its position as a global tourism leader after being named World’s Leading Destination 2025 for the sixth consecutive year and World’s Leading Green Destination 2025 for the second consecutive year at the World Travel Awards Grand Final Gala Ceremony, held at Exhibition World Bahrain.
The World Travel Awards, established in 1993, are recognised worldwide as the highest honour in the global travel and tourism industry. The awards celebrate excellence across all sectors of travel and tourism and are determined through international voting from industry professionals and the public.
Winning the title of World’s Leading Destination for six years in a row marks a historic achievement for the Maldives, reflecting the destination’s long-term consistency, strong brand presence, and sustained global appeal. The Maldives’ second consecutive win as World’s Leading Green Destination highlights its ongoing commitment to environmental stewardship, sustainable tourism development, and the protection of its fragile marine ecosystems.
These recognitions come during a year of record-breaking performance for the Maldives. Visitor arrivals reached the two million milestone earlier than any previous year, and the destination is firmly on track to achieve the national target of 2.3 million arrivals by the end of 2025. Strong market
performance has been supported by strategic global campaigns, high-impact partnerships, expanded trade engagements, and improved destination visibility across key markets.
Throughout 2025, Visit Maldives Corporation (VMC) delivered a series of coordinated global initiatives that strengthened the Maldives’ leadership position. These included major ambassador programmes, largescale digital campaigns, targeted roadshows, co-branded partnerships, and the launch of the 2026 “Ocean Nation” theme. The Maldives also increased its presence at international trade fairs and executed successful collaborative marketing efforts with industry partners across Europe, Asia, the Middle East, and North America.
In addition to the two world titles, the Maldives received three regional honours at this year’s awards:
• Indian Ocean’s Best MICE
Destination 2025: Maldives
• Indian Ocean’s Best Incentive
Destination 2025: Malé
• Indian Ocean’s Best Tourism Authority
• Website 2025: VisitMaldives.com
These regional recognitions reflect the Maldives’ expanding tourism portfolio, which now includes MICE travel, incentive markets, urban tourism, and digitally enhanced visitor engagement.
The Maldives’ success at the World Travel Awards is a result of the collective efforts of the tourism industry, local communities, government stakeholders, and the global travel trade. The awards reinforce the Maldives’ position as a leading premium destination and affirm the effectiveness of continuous, yearround destination promotion carried out by VMC and its partners.
Winning the title of World’s Leading Destination for six years in a row marks a historic achievement for the Maldives, reflecting the destination’s long-term consistency, strong brand presence, and sustained global appeal.
Maldives secures top spot as World’s Most Desirable Islands in Wanderlust 2025 rankings
Maldives has been awarded Bronze in the World’s Most Desirable Island(s) category at the Wanderlust Reader Travel Awards 2025, reaffirming its enduring appeal among international travellers, particularly from the United Kingdom.
The award was accepted by Ibrahim Shiuree, Chief Executive Officer and Managing Director of Visit Maldives Corporation (VMC), at a ceremony
held at London’s National Gallery on 5 November 2025. The event brought together leading figures from the global travel industry to celebrate excellence across 22 categories, recognising destinations, tour operators and airlines that inspire meaningful and responsible travel.
This year’s awards attracted 208,000 readers, who collectively cast 4.8 million votes to determine the winners. The results reflect the real experiences and sentiments of seasoned travellers, who continue to regard the Maldives as one of the world’s most desirable destinations.
“We are honoured to see the Maldives recognised once again by the readers of Wanderlust,” said Ibrahim Shiuree,
Chief Executive Officer and Managing Director of Visit Maldives Corporation. “This recognition underscores the strong connection between the Maldives and British travellers, who continue to view our islands as a sanctuary of natural beauty, culture and authentic experiences.”
Now in its 24th edition, the Wanderlust Reader Travel Awards remain among the most respected accolades in the international travel sector. The 2025 ceremony, hosted by British presenter, author and adventurer Simon Reeve, was organised in partnership with Visit Oman and reflected the views of Wanderlust’s loyal and well-travelled readership.
Manta Air crowned Indian Ocean’s best seaplane company at 2025 World Luxury Travel Awards
Manta Air has been honoured with the title of Best Seaplane Company – Indian Ocean Islands at the 2025 World Luxury Travel Awards.
Now in its fifth year, the World Luxury Travel Awards recognise and celebrate excellence across the global travel and tourism industry, spotlighting organisations that deliver outstanding experiences and set new standards in service and innovation. Winners are selected through a combination of public voting and industry
evaluation, reflecting both guest satisfaction and professional merit.
This accolade highlights Manta Air’s continued commitment to redefining domestic air travel in the Maldives through reliability, comfort, and service excellence. Since its launch in 2019, Manta Air has transformed the way travellers experience the Maldives’ scenic journeys between islands, offering both scheduled domestic flights and seaplane transfers that seamlessly connect resorts and atolls across the archipelago.
With a strong focus on passenger experience, Manta Air introduced Maldives’ first premium seaplane service, featuring pre-assigned seating, comfortable lounges, and a consistent flight schedule designed to enhance convenience for resort
partners and guests alike. The airline’s growing fleet and operational reach have positioned it as one of the country’s leading aviation innovators.
Commenting on the award, Manta Air stated that the recognition reflects its ongoing efforts to raise the bar in aviation standards and customer satisfaction. The airline reaffirmed its commitment to maintaining worldclass operations while continuing to elevate the Maldives’ reputation as a luxury travel destination.
The recognition from the World Luxury Travel Awards underscores Manta Air’s role not just as a carrier, but as an integral part of the Maldivian hospitality experience — one that begins the moment guests take flight.
Appointments
John G. Laing
Chief Operating Officer at Coco Collection
As Chief Operating Officer, John Laing holds overall responsibility for the financial and operational performance of Coco Collection’s existing resorts, as well as the planned opening of the group’s next luxury property, Coco Fehi Rah, scheduled for 2026. Based in Malé, he works closely with on-island teams to maintain consistent service standards, drive operational efficiency and ensure that the guest experience remains aligned with the brand’s core values.
Alberto Burgio
Executive Chef at The Westin Maldives Miriandhoo Resort
The Westin Maldives Miriandhoo Resort has announced the appointment of Alberto Burgio as Executive Chef. With more than a decade of progressive experience in luxury hotels, fine dining and high-volume restaurant operations across the UAE, the UK and Italy, Chef Alberto brings extensive expertise and a distinctive culinary perspective to the resort’s dining programme.
Analiezl Lising
Director of Sales & Marketing at JW Marriott Maldives Resort & Spa
Lising joined the resort five years ago as Sales Manager and progressed through successive roles, building experience across sales planning, partnership development and market engagement. During this period, she has worked closely with regional and international partners to support revenue performance and brand visibility.
Yvonne Mak
Senior Vice President – Sales & Marketing at Coco Collection
Yvonne Mak, who brings more than 35 years of international experience in luxury hospitality sales, marketing and brand leadership. As Senior Vice President – Sales & Marketing, Yvonne oversees the group’s commercial strategy, including brand positioning, revenue performance, distribution and global partnerships.
Ali Niyaz
Executive Housekeeper at Intercontinental Maldives Maamunagau Resort
Niyaz joined InterContinental Maldives Maamunagau Resort in 2021 as a Villa Attendant / Coordinator, bringing with him valuable experience gained across other resorts in the Maldives. Known among his colleagues for his dedication, discipline, and willingness to learn, he progressed through key roles including Housekeeping Supervisor, Assistant Executive Housekeeper, and Housekeeping Manager before assuming his current position in 2026.
Shiman Mohamed
Resort Manager at Amilla Maldives
With over 15 years of experience in luxury hospitality across the Maldives and beyond, Shiman brings a rare combination of operational expertise and genuine care for both guests and team members. His leadership style is people-focused, blending operational excellence with a dedication to creating memorable and meaningful experiences.
Carmine Esposito
Executive Chef at Jumeirah Olhahali Island
Chef Esposito brings more than 20 years of international experience, having worked across restaurants and luxury hotels in Asia, the Caribbean and South America. His culinary career began in Italy, where early exposure to a family-run kitchen shaped his grounding in classical techniques and respect for tradition, which he has since developed through a global professional journey.
Giselle Encinareal
Executive Assistant Manager at Siyam World
Giselle has stepped into the role of Executive Assistant Manager, bringing with her over two decades of experience across some of the Maldives’ most notable luxury properties. Since rejoining Sun Siyam in 2022, she has become a cornerstone of the resort’s culture.
Pradeep Kumar
Executive Chef at Niyama Private Islands
New Executive Chef Pradeep Kumar is also a Minor Hotels veteran. After several postings with Marriott and Fairmont, he joined Minor Hotels in 2015 for the pre-opening of Banana Island Resort Doha by Anantara in Qatar. Quickly moving up the ranks there, with his versatility and dedication to excellence, in 2021 he transferred to Minor Hotels’ Tivoli collection, Souq Waqif, overseeing the launch of Qatar’s first Georgian restaurant, Time Out Doha’s favourite Indian restaurant, and its multi-award-winning shisha lounge. Now, as Executive Chef at Niyama, he brings a world of sophisticated flavours and experiences to the resort, presented with unrivalled panache.
Alee Siyam
Director of Operations at Siyam World
Alee has been appointed Director of Operations, celebrating a remarkable journey that began with Sun Siyam Resorts in 2016. From completing the Management Trainee programme to playing a key role in Siyam World’s pre-opening, Alee has grown through the ranks with focus, humility, and a deep understanding of guest experience.
Steven D’Souza
F&B Director at Niyama Private Islands
Leading the evolution is Director of Food & Beverage Steven D’Souza, a Minor Hotels veteran specialised in private island luxe and the anything but ordinary. Steven first stepped onto Niyama’s shores in 2014, helming Tribal – where immersive dining on fiery Latin-African fusion unfolds by torchlight. From there, his journey took him across the oceans, from the Caribbean with Mandarin Oriental and Belmond to Thailand with Anantara.
Russel Suarez
Front Office Manager at Sheraton Maldives Full Moon Resort & Spa
With more than ten years of experience across the Maldivian hospitality sector, Russel brings a wealth of operational expertise developed through her work in Front Office, Housekeeping, and pre-opening task force roles. Since joining the resort in 2022 as Assistant Front Office Manager, she has been consistently recognised for her professionalism, calm leadership, and collaborative approach.
Direct or 1 stop
Always fly direct or maximum 1 stop to destination on all scheduled flights
Total solution with seaplane & wheelbase domestic operation
Safety | at the core of our operations
Advance booking
Book in advance on self-booking platform & provide seaplane/domestic flight details at the time of resort booking
Pre-published flight schedules for both domestic & Seaplanes removing uncertainty on flight timings
Our aircrafts including seaplanes are equipped with next generation Garmin avionics with glass cockpit safety for weather rader, traffic awareness & mapping smooth flight paths
AT VELANA INTERNATIONAL AIRPORT
A SANCTUARY OF TIMELESS ELEGANCE
45 minutes by luxury yacht from Malé, discover a private haven of space and tranquility. Across three islands, 117 all-pool villas and 11 dining venues o er endless possibilities for connection, reflection, and unforgettable memories.
