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,
The Maldivian hospitality industry continues to evolve at a remarkable pace, shaped by innovation, resilience and the dedication of the people who bring the destination to life each day. In this March–April 2026 edition of Hotelier Maldives, we explore the many ways in which the industry is redefining itself — from large-scale resort transformations to individual journeys that reflect the depth of talent within our sector.
Our cover story looks at the transformation of Villa Park, a project that reflects a broader shift taking place across the Maldives. As resorts continue to reimagine their offerings to meet changing traveller expectations, the balance between heritage and contemporary luxury becomes increasingly important. The conversation continues in our GM’s View interview with Abdulla Fathhey, who shares insights on leading operations at one of the country’s largest island resorts while maintaining a seamless guest experience.
People remain at the heart of this industry, and several stories in this issue highlight the individuals whose commitment shapes the guest journey. From Mariyam Hana at JOALI Maldives, who focuses on creating meaningful family experiences for younger travellers, to long-serving hospitality professional Hussain Waheed and wellness advocate I Gusti Ayu Ariani, these profiles remind us that hospitality is ultimately about human connection.
Sustainability and responsibility also continue to define the Maldivian tourism narrative. This edition explores the impact of long-running initiatives such as Coco Palm Dhuni Kolhu’s partnership with the Olive Ridley Project and Six Senses Laamu’s award-winning CSR programmes, both of which demonstrate how resorts can contribute meaningfully to environmental stewardship and community engagement.
Elsewhere, we examine developments shaping the future of the sector — from aviation and infrastructure milestones, including Manta Air’s advanced maintenance achievements, to the pipeline of new resorts and investments entering the Maldives. These projects reflect continued confidence in the destination and the strength of its tourism brand.
Finally, as the Hotelier Maldives Awards 2026 approaches its concluding stage, this issue also recognises the professionals whose dedication keeps the industry moving forward. Their work, often carried out quietly behind the scenes, forms the foundation of the Maldives’ reputation for hospitality.
As always, we hope this edition provides insight, inspiration and a moment to reflect on the people and ideas shaping the future of tourism in the Maldives.
Ali Naafiz Editor
Abdulla Fathhey: Making a big island feel effortless at Villa Park
Manta Air achieves D1 Rating, expands advanced maintenance capabilities
Coco Palm Dhuni Kolhu marks decade of sea turtle conservation with Olive Ridley Project
Shaping first impressions: Hussain Waheed on two decades of service at One&Only Reethi Rah
From classic to contemporary: Villa Park’s transformation shapes new Maldivian narrative
Finding purpose through wellness: I Gusti Ayu Ariani at Cora Cora Maldives
Hotelier Maldives Awards 2026 enters final phase as judging panel is confirmed and public voting concludes
JOALI’s Joy of Caring: New paradigm for responsible luxury in Maldives
Diver Shafraz Naeem enters Visit Maldives Book of Records with two underwater achievements
Asia Euro Tourism, Hospitality and Gastronomy Conference comes to Maldives: What hoteliers need to know
Six Senses Laamu: Award-winning CSR programme shapes sustainable hospitality
Team member longevity is both a gift and a responsibility
Nurturing family experiences: JOALI Maldives’ Mariyam Hana on crafting experiences for younger guests
Industry Highlights
Appointments
Abdulla Fathhey: Making a big island feel effortless at Villa Park
By Maaish Mohamed and Mariyam Saliya Mohamed
On an island with the scale and recognisability of Sun Island, change is never simply cosmetic. The renaming of a Maldivian mainstay to Villa Park is a high-visibility move, but for Abdulla Fathhey, General Manager of Villa Park, the point is not novelty. It is clarity.
Villa Resorts has a long memory in Maldivian tourism, and Fathhey is part of it. In his telling, Villa Nautica, formerly Paradise Island, “set the benchmark for water villas and became a trendsetter”, while Sun Island was built to combine “massmarket appeal together with luxury service”, proving that large, farfrom-Malé islands could still deliver dependable logistics and guest comfort. That history matters, he says, because the new chapter is designed to protect the “soul of the place” while making the experience easier to live with day-to-day.
What Villa Park is trying to solve is familiar to anyone who has managed or stayed at a large resort: breadth
can become friction. The bigger the island, the easier it is for choice to turn into decision fatigue, for a wide programme to feel like a to-do list, and for a guest to spend too much time figuring out what happens where. The rebrand, Fathhey explains, is meant to keep the abundance but remove the strain. “Practically, that means simplifying choices, aligning experiences with how guests move around the island, and removing small pain points that add up over a stay,” he says. “The goal is for a big resort to feel effortless.”
A new rhythm, not just a new name
Ask Fathhey what is tangibly different beyond signage, and he points to a concept Villa Park calls the “Lagoon Pleasureground”. In simple terms, it is an organising idea that maps the island to a natural rhythm: energy and calm. “It splits the island day into two natural modes of pace and calm, so guests find what they want without effort,” he says.
At the heart of Villa Resorts is a simple idea: people and place living in harmony
Abdulla Fathhey, the General Manager of Villa Park. (PHOTO/VILLA RESORTS)
It is a deceptively operational idea. Resorts often talk about lifestyle and mood, but Villa Park is applying it as a planning tool for wayfinding, programming, and the positioning of experiences across the island. The ambition is to deliver what Fathhey calls “big-island variety without big-island friction”, supported by “simple wayfinding”, “highenergy water and dive options in South Ari”, and “quieter pockets that let the island breathe”.
To make that variety feel intuitive for different travellers, Villa Park has also grouped its guest needs into five audience profiles it refers to as its “Fun Fanatics”. The language is playful, but the intent is precise: to design a programme that does not assume one universal guest. Families and couples do not want the same tempo, and
groups travelling together often need options that allow people to split up and regroup without the island feeling confusing.
“Scale still means possibility at Villa Park, but the point now is intent,” Fathhey says. If the previous era was about providing everything, this one is about making those choices legible, and ensuring a guest can move from activity to quiet in a way that feels natural rather than engineered.
Signatures that connect guests to place Villa Park’s renewed identity is also being built through a set of “signatures”, Fathhey says, that are designed to connect guests to “place and purpose”. That includes Green Finger, a tree-adoption and guided planting initiative, and ongoing coral work that brings
the reef story closer to guests.
The focus on the tangible is deliberate. Villa Park is not trying to persuade guests with abstract claims. “At the heart of Villa Resorts is a simple idea: people and place living in harmony,” he says. “We want to make life easier by removing friction, not by adding more promises.” In his view, the modern traveller is surrounded by noise. In that context, the resort’s value proposition is relief: a sense that someone has already thought through the week so you do not have to. “In a world that feels crowded and stressful, Villa Park should feel like relief,” he says.
Accommodation is part of that equation. Villa Park retains the breadth of options that made Sun Island popular, while sharpening how those options relate to the
Villa Park. (PHOTO/VILLA RESORTS)
island’s “pace” and “calm” zones. Fathhey points to the resort’s range across beach and overwater, including what he describes as “the widest varieties of beach pool villas in the Maldives”, giving travellers and trade partners room to match privacy, outlook, and proximity to activity areas.
The hidden work of a rebrand
A rebrand at this scale, however, is not experienced only through guest-facing concepts. It lives in construction phasing, training, internal communications, and in how a team behaves when the resort is full and the pressure is on. Fathhey describes the transition as “a monumental task and a rewarding journey”, but he is clear about the main challenge: people. “The first and biggest challenge was mindset,” he says, describing a team with deep culture that needed time and care to align around a new idea.
There were also practical constraints. Renovations had to be sequenced “to brand guidelines while honoring future bookings”, and the operation needed “flawless daily communication” to improve rooms without disrupting the stay. Then there is the complexity of a large resort programme: “With so many services and activities, we set out to design different, better, and more purposeful experiences for our five target audiences,” he says.
The aim, in other words, was not just to relaunch a name. It was to re-engineer how the island works, and to do it while guests continued to arrive.
Winning
over
the loyalists
For any legacy property, the
hardest audience can be repeat guests, particularly those who return precisely because they do not want the unfamiliar. Fathhey says the initial response from long-time Sun Island guests was “caution”. They valued the familiar, “from the island’s lush vegetation and wide lagoon to the beaches, food and service they trusted”.
What changed their minds was not marketing. It was lived experience. “After staying under the Villa Park identity, that caution eased,” he says. “Guests found the changes
In a world that feels crowded and stressful, Villa Park should feel like relief
Abdulla Fathhey, General Manager, Villa Park
Guests at villa Park. (PHOTO/VILLA RESORTS)
A dining venue at Villa Park. (PHOTO/VILLA RESORTS)
easier to live with than to imagine.” They noticed “a smoother flow through the island and fewer small pain points across the day”, and once that became apparent, the evolution made sense. For new markets, the message is similarly grounded: “We invite people to discover the island in person, because the difference becomes clearest when you feel it rather than read about it.”
A career built in the operation
Fathhey’s credibility in leading a change programme of this scale is rooted in a career built through the engine room of resort life. He began at Royal Island during construction, learning, as he puts
Fathhey describes a process anchored in communication and action: onboarding, internal communications, pledge ceremonies, and visual storytelling that translates values into daily behaviours.
it, “lessons you do not find in textbooks”. He moved through Housekeeping and Front Office, seeing “how backstage decisions shape guest moments”. After time away to gain experience and pursue studies, he returned to lead room divisions at Paradise Island, then moved up to Resort Manager and Deputy General Manager.
When asked about milestones, he resists the temptation to point at titles. He recalls a portfolio of moments that tested leadership in the most literal sense, including “the tsunami response”, “a fire incident at Paradise Island”, a state visit, complex operational periods, and leading through COVID-19. “Titles are not the milestone; the successes you create with your team are,” he says.
His description of the Villa Resorts culture is consistent with that emphasis on people. He credits founder Hon. Qasim Ibrahim with building a culture that feels “like family” but holds firm to high standards, where humility and contribution are reflected in daily decisions rather than slogans.
Leading at island scale
At Villa Park, where the operation is large and the guest mix diverse, Fathhey’s leadership philosophy is straightforward and operationally minded. “I hire for attitude first and build everything else around it,” he says. Skills can be taught, but the mindset someone brings to work determines consistency, especially when the resort is busy and there is no margin for delays.
He describes a “deliberately hands-on” style, spending time in the day-to-day operation “because that is where pace,
A dining venue at Villa Park. (PHOTO/VILLA RESORTS)
pressure, and guest reality meet”. That visibility serves two ends: meeting performance expectations and safeguarding staff well-being. He is equally clear about the service imperative: “Hospitality demands that guest expectations are met quickly and with as little inconvenience as possible.”
The methods are practical: clear delegation, close oversight, and fast resolution when something goes wrong. He also rejects the notion of a single leadership template. “Effective leadership is rarely a single approach. It is a blend that adapts to context,” he says.
In talent retention, he frames the problem in terms of everyday behaviour, not annual appraisals. “We keep people by helping them
grow and by making recognition part of everyday leadership, not a quarterly ceremony,” he says. Villa Park’s approach includes training and coaching, paired with a recognition system designed for real-time “kudos” and peer-topeer appreciation, supported by simple mobile tools and flexible rewards. The objective is cultural: when people see a path forward and feel appreciated, performance and loyalty reinforce each other.
Embedding a new brand vision across an entire resort requires structure. Fathhey describes a process anchored in communication and action: onboarding, internal communications, pledge ceremonies, and visual storytelling that translates values into daily behaviours. Training goes beyond SOPs through role-play and real
scenarios, while leaders model the standard and recognise the right behaviours. “Frontline colleagues are empowered to act in the moment,” he says, emphasising ownership at the point of service.
Lower footprint, richer stay
Fathhey describes Villa Park’s direction as “simple to describe and deliberate to deliver”: “keep lowering our footprint while raising the quality of the stay, season by season.” He points to a major solar project already in place and plans to expand it to reduce diesel reliance and make operations “cleaner and quieter” over time. The intended result is not just an environmental metric, but a felt benefit, a calmer island experience.
On land, the focus is renewal: annual tree planting and replacing ageing coconut trees with varieties
A dining venue at Villa Park. (PHOTO/VILLA RESORTS)
meant to support the island for future generations. Green Finger gives guests a role, allowing them to adopt a tree, follow its growth, and “leave a living mark on the island”. In the water, Villa Park has completed phase one of its coral propagation programme and plans to begin phase two next year, alongside handson coral planting and learning sessions with the marine team.
Development is also continuing on the product side, with an additional “new addition to the family during the high season” and a planned Indian restaurant to broaden dining options. The line that connects it all, he says, is “Lighter footprint. Richer experiences.”
Advice for the next generation
For young Maldivians looking towards hospitality leadership,
Fathhey’s guidance is rooted in the path he took: learn across departments, combine education with hands-on work, and use internships to understand how an operation fits together. He urges ambition that shows up as action: “Be proactive about taking on extra responsibility, because progress often comes to those who raise their hands.”
He also emphasises commercial fluency. “Learn the language of the business as well as the language of service,” he says, pointing to revenue management and the need to stay open to new technologies that reshape planning and communication. And then, the core: character. “Stay humble, be disciplined in the way you prepare for each day, and build a network by treating people well,” he says.
That humility is a recurring theme in how he frames leadership itself. “Stay humble, give credit freely, and celebrate the wins of others,” he says, adding that “patience matters as much as pace”. In an industry that rewards polish and presentation, Fathhey’s outlook is quietly operational: respect the craft, respect the people, and keep reducing friction for both guests and teams.
In many ways, that is also the story of Villa Park’s rebrand as he tells it. It is not a break from the past, but a refinement of what made the island iconic, guided by an insistence that abundance should feel effortless. “We want to make life easier by removing friction,” he says. On an island of this scale, that may be the most ambitious promise of all.
Villa Park. (PHOTO/VILLA RESORTS)
Manta Air, the fastest-growing airline in the Maldives, has announced a major milestone in its technical and operational advancement with the approval of its Maintenance Organisation for the D1 Rating by the Maldives Civil Aviation Authority (MCAA). This certification, granted, authorises Manta Air to perform specialised Non-Destructive Testing (NDT) services on aircraft structures and components— positioning the airline as one of the few operators in the nation with this high-level capability.
NDT is a critical aviation safety discipline used to identify hidden cracks, corrosion, and internal structural defects without damaging the component. The D1 rating officially classifies Manta Air’s NDT Workshop as a provider of Specialised Services,
enabling the company not only to support its own fleet with greater autonomy but also to conduct NDT inspections for other airlines and aviation organisations in the Maldives.
Under its newly granted rating, Manta Air is approved to conduct three advanced NDT methods:
• Liquid Penetrant Inspection (PT)
• Eddy Current Testing (ET)
• Ultrasonic Testing (UT)
These capabilities allow for precise detection of surface, sub-surface, and deep internal defects across both metallic and composite aircraft structures.
Manta Air’s dedicated NDT workshop—located at the airline’s MRO facility in Dhaalu
The D1 approval represents a strategic leap forward for our Engineering Division.
Pablo Alves, Head of Engineering, Manta Air
Maintenance at Manta Air. (PHOTO/MANTA AIR)
Kudahuvadhoo—features a temperature-controlled, wellventilated environment with engineered lighting, specialised probe systems to ensure accuracy and repeatability.
Commenting on the achievement the Head of Engineering at Manta Air, Pablo Alves noted, “The D1 approval represents a strategic leap forward for our Engineering Division. By bringing specialised NDT services fully in-house, we gain independence, reduce outsourcing costs, and improve turnaround times for critical inspections. More importantly, this achievement complements our recent advancements across structural repairs, livery painting, EMMA checks, CPCP execution, and our expanded battery workshops. Together, these capabilities strengthen our ability to ensure fleet safety, reliability, and long-term operational excellence.”
Achieving the D1 rating unlocks significant value for Manta Air and the wider industry:
• New Opportunities: Ability to offer certified NDT services to operators.
• Operational Independence: No reliance on third-party approvals for structural inspections.
• Cost Efficiency: Reduced expenditure on external MRO service providers.
broader, multi-year strategy to strengthen Manta Air’s engineering infrastructure. Recent expansions include upgraded structural workshops, enhanced livery and paint capabilities, optimised EMMA inspection workflows, reinforced CPCP programs, and improved SAFT Ni-Cad and LeadAcid battery servicing facilities.
“This milestone is an important chapter in Manta Air’s journey of continuous growth and capability expansion. As the fastest-growing domestic and seaplane operator in the Maldives, we remain committed to investing in worldclass engineering facilities and technical expertise at our MRO in Dhaalu Airport. The D1 approval not only enhances our service quality for our own operations, but also positions us to support resort partners, industry stakeholders, and fellow operators across the country. We will continue to elevate our standards, broaden our technical offerings, and build an engineering ecosystem that reflects Manta Air’s vision for excellence and national pride,” said Ahmed Maumoon,
Deputy CEO of Manta Air.
With the D1 rating now achieved, Manta Air will continue to expand both its technical expertise and service offerings—further positioning the airline as a leading aviation engineering provider in the Maldives. Several additional capability enhancements are planned for 2026, aligned with the airline’s long-term vision of delivering world-class, reliable, and efficient maintenance services for its fleet and industry partners.
We will continue to elevate our standards, broaden our technical offerings, and build an engineering ecosystem that reflects Manta Air’s vision for excellence and national pride.
Ahmed Maumoon, Deputy CEO, Manta Air
Coco Palm Dhuni Kolhu marks decade of sea turtle conservation with Olive Ridley Project
Coco Palm Dhuni Kolhu, part of the boutique island resort collective Coco Collection, is marking ten years of partnership with the Olive Ridley Project (ORP), celebrating a decade-long commitment to marine conservation in the Maldives.
The partnership reached a significant milestone in 2017 with the opening of the Maldives’
first veterinary-led Marine Turtle Rescue Centre at Coco Palm Dhuni Kolhu, pioneering specialised
sea turtle care in the country. Since its establishment, the centre has treated and released
Turtle conservation efforts at Coco Palm Dhuni Kolhu. (PHOTO/COCO COLLECTION)
Over the past ten years, the ORP Marine Turtle Rescue Centre at Coco Palm Dhuni Kolhu has hosted ten veterinary surgeons, each contributing to the development of sea turtle conservation medicine in the Maldives.
152 injured turtles, achieving a rehabilitation success rate of nearly 60 per cent. The facility plays a critical role in caring for turtles impacted by human activities, including entanglement in marine debris and ghost nets.
Beyond rescue and rehabilitation, the Olive Ridley Project leads longterm sea turtle research across the Maldives, collecting data on nesting activity, population trends and threats to marine life. This work contributed to the country’s first National Red List Assessment of
Threatened Species, published in 2022. Supported by a network of citizen scientists, ORP’s Maldives research team has documented more than 45,000 sea turtle encounters nationwide. Over the past decade, Coco Collection has been a major contributor to this effort, recording nearly 3,500 encounters and reinforcing its position as one of ORP’s most significant research partners.
Guests at Coco Palm Dhuni Kolhu are invited to engage directly with these conservation initiatives
Turtle conservation efforts at Coco Palm Dhuni Kolhu. (PHOTO/COCO COLLECTION)
Turtle conservation efforts at Coco Palm Dhuni Kolhu. (PHOTO/COCO COLLECTION)
Coco Palm Dhuni Kolhu marks decade of sea turtle conservation with Olive Ridley Project
through weekly marine talks, educational sessions led by the resort’s resident Marine Educator, and opportunities to witness rehabilitated sea turtles being released back into the ocean.
Commenting on the milestone, Siraj Waseem, General Manager of Coco Palm Dhuni Kolhu, said that celebrating ten years of partnership with the Olive Ridley Project was a source of pride for Coco Collection. He noted that what began as a shared commitment to protecting marine life has evolved into a long-term collaboration rooted in education, conservation and meaningful guest engagement, adding that the Marine Turtle Rescue Centre continues to grow in strength with ORP’s support.
Dr Martin Stelfox, Founder and
Chief Executive Officer of the Olive Ridley Project, said the decade-long partnership reflects a pioneering collaboration and significant progress in sea turtle conservation in the Maldives. He highlighted advances in conservation medicine and research achieved together, as well as the impact of inspiring guests and Maldivian interns to care for and protect the country’s marine environment.
Over the past ten years, the ORP Marine Turtle Rescue Centre at Coco Palm Dhuni Kolhu has hosted ten veterinary surgeons, each contributing to the development of sea turtle conservation medicine in the Maldives. Through the Sea Turtle Veterinary Trainee Programme, the resort and ORP have trained 29 veterinary professionals
from 12 countries, helping to strengthen a global network of sea turtle clinical care across the Indian Ocean and beyond.
Alongside its conservation work, Coco Palm Dhuni Kolhu continues to offer a wide range of experiences for guests, from water sports such as water skiing, surfing and parasailing to sailing, paddle-boarding and kayaking in the surrounding lagoon. Visitors can also explore Maldivian culture through curated Coco Experiences that highlight local island life and heritage. As the resort marks ten years of collaboration with the Olive Ridley Project, Coco Palm Dhuni Kolhu continues to demonstrate how meaningful conservation efforts can coexist with memorable guest experiences.
Turtle conservation efforts at Coco Palm Dhuni Kolhu. (PHOTO/COCO COLLECTION)
Villas at Coco Palm Dhuni Kolhu. (PHOTO/COCO COLLECTION)
Coco Palm Dhuni Kolhu marks decade of sea turtle conservation with Olive Ridley Project
Shaping first impressions: Hussain Waheed on two decades of service at One&Only Reethi Rah
By Maaish Mohamed and Mariyam Saliya Mohamed
Hussain Waheed. (PHOTO/HOTELIER MALDIVES)
When Hussain Waheed joined One&Only Reethi Rah in 2002, he could not have imagined that more than two decades later he would still be at the forefront of shaping the guest journey at one of the Maldives’ most recognised resorts. Today, as Airport Manager, he is one of the first faces guests encounter when they arrive, setting the tone for the seamless and personalised experience that defines the property. For Waheed, the longevity of his career is not about routine but about a continuous hunger to learn, adapt, and serve. “My passion began with people. I genuinely love people, and hospitality gave me the right stage to turn that into a profession. When I joined One&Only in 2002, I discovered a place that felt like school and home at the same time. Every day became an educational day where the guest is my teacher and our leaders, trainers, and colleagues are legacy makers who shape you with guidance and standards. That belief kept me hungry to learn, to bring my own style, and to keep faith, because faith drives you in the right direction.”
The path that led him to this point was defined by strong mentorship, structure, and discipline. He recalls that in his early days, the emphasis on clarity and leadership instilled a sense of confidence that shaped his philosophy. “Early on I learned the power of a yes attitude. Strong leadership gave me energy, clear guidelines, and confidence that I could go further. That period was my true school. It taught me to combine discipline with heart, to keep saying yes and to keep learning. I never considered myself different, but the culture and the team made me believe I could become the professional I am today. The core of my philosophy has not changed. Lead with empathy, take ownership, and treat challenges as opportunities to create memories, not just to solve problems.”
The role of Airport Manager at a resort like One&Only Reethi Rah extends far beyond logistics. It is about managing tone, emotion, and expectation from the moment a guest touches down. Waheed sees it as a craft built on human connection, as much as process. “We work from the heart. SOPs
matter, but what differentiates us is personal character and genuine connection. From touchdown, we track flights, greet guests, assist where possible with formalities, manage luggage end to end, and tailor the pace to the guest’s energy. The goal is to remove worry and create calm. Over the years we introduced small but powerful touches that turned logistics into hospitality.” He gives an example of how simple gestures grew into part of the culture of the team. “One example is our farewell. I began standing with my hand on my chest and waving guests off. At first people laughed, then other teams started doing it because it felt sincere. We also challenged the old habit of waiting behind a signboard and refined our escorting from seaplane or terminal to departure so that the last five minutes feel colourful, human, and cared for. These details, plus consistent coordination with stakeholders, transform arrivals and departures into something guests remember and want to return for.”
Waheed’s ability to anticipate unspoken needs is often mentioned by colleagues and guests alike. He attributes this to observation, listening, and flexibility. “It comes from observation, listening, and reading the room. We study guest profiles
Strong leadership gave me energy, clear guidelines, and confidence that I could go further.
before arrival and then adjust in the moment. The truest test is when travel is difficult. During rough weather, families are tired and expectations are fragile. That is the time to show the beauty of service.” He remembers one incident where this instinct turned a stressful moment into a positive memory. “I remember quietly arranging a brief lounge break for a family with an overwhelmed child, bringing a small toy, and spacing the transfer so they could breathe. A week later the parents told me that tiny decision changed their whole holiday. Moments like this prove that empathy and timing turn a process into care. Every challenge is a lesson and an invitation to improve quality.”
Beyond guest service, Waheed is also known as a mentor and motivator to his team. His
leadership style is defined by presence and example. “I lead by being hands on, present, and approachable. We are not only moving bags and boats. We are shaping emotions and memories. I tell new colleagues that four pillars carry you far. Faith, hard work, dedication, and love for the job. Add a yes attitude, and you have a foundation you can build a career on. I ask them to be consistent, humble, and hungry to learn. The line I repeat often is simple. Service never gets old. If we keep that spirit, standards rise and the guest always feels it.”
His dedication has not gone unnoticed, with accolades including the 2018 MATATO People’s Edition Award and the recognition as Airport Representative of the Year. For Waheed, such awards are not an
endpoint but a reminder of the responsibility they bring. “It is humbling and energising. There are many exceptional professionals in the Maldives, so I am grateful for the trust of our management and peers. Awards open doors but they also raise the standard you must keep. They remind me to stay young in mindset and to represent our resort and country with pride. Most of all, they affirm that dedication and genuine service are noticed, and they push me to keep raising the bar for the guest, not for the trophy. Service never gets old.”
A critical element of his work is collaboration with partners across the industry, from travel agencies to embassies. He believes professionalism is rooted in reliability and personal connection. “Respect, responsiveness, and reliability. I stay close to local
Hussain Waheed with the Hotelier Maldives Award. (PHOTO/HOTELIER MALDIVES)
DMCs, international operators, embassies, and airport stakeholders. We coordinate constantly, honour promises, and communicate early when the plan must change. I also believe in face value in the best sense. Show up in the market, be the same person at the airport, and keep the connection personal. That consistency is how you build trust and keep the journey seamless from the first hello to the last wave.”
His perspective after more than two decades in the role also provides insight into how the industry itself has changed. He observes that luxury travellers’ expectations have evolved significantly. “Ultra luxury travellers expect personalisation, privacy, and effortless flow. Basic is not enough. They want land side service to mirror what they feel on the island. That means stronger facilities and better integrated third party support, including more tailored handling for private jet arrivals in cooperation with our stakeholders. We work daily to uplift the processes around us so every step reflects the same ultra luxury promise guests
receive at One&Only Reethi Rah.”
Having won Airport Representative of the Year at Hotelier Maldives Awards 2025, Waheed has also been described as a legacy maker for Kerzner International, a term he interprets in collective terms. “Legacy is a team sport. It is not one person. It is a culture you protect every day. To me it means staying hungry for service, working hand in hand with stakeholders, and pushing airport standards so that our benchmark remains visible across the Maldives. It also means accepting responsibility once people know your face and keeping the standard high because others look to you for the example. Above all, it is the principle I share with the younger generation. It is not how good you are; it is the character you build.”
When asked what continues to drive him after so many years, Waheed does not hesitate. “The smile at the beginning or the end of a journey. That is what drives me. Every day brings a new challenge and a new chance to make it personal. Looking ahead, my focus is to keep One&Only Reethi
Rah as the benchmark, to uplift details day by day, and to deepen coordination with partners so land side service mirrors our ultra luxury standard. I am grateful to our leadership, our local owners, and especially the airport team who have stood beside me for years. They are the real legacy makers. And I never forget my mentors and my family who keep me grounded and motivated. Respect your competitors, welcome new challenges, and keep building character. That is how we keep growing the legacy.
For Hussain Waheed, the journey of service has never been about recognition or titles but about the impact created in the smallest of gestures. His philosophy is simple yet profound: service never gets old, and neither does the commitment to character. It is this belief that has carried him from his earliest days in hospitality to becoming one of the most respected professionals at One&Only Reethi Rah, and one whose influence is felt not only at the resort but across the broader hospitality industry of the Maldives.
My passion began with people. I genuinely love people, and hospitality gave me the right stage to turn that into a profession.
From classic to contemporary: Villa Park’s transformation shapes new Maldivian narrative
By Maaish Mohamed
Villa Park is one of the Maldives’ classic island escapes, shaped by lush greenery, bright lagoons and a long heritage of welcoming travellers from around the world. The resort’s recent transformation introduces a renewed clarity to the guest experience, presenting a modern, thoughtfully structured approach to island living while retaining the heartfelt warmth that has defined its legacy. What emerges is a destination that feels refined yet relaxed, spacious yet instinctively easy to navigate, and full of possibilities for every type of traveller.
Set within South Ari Atoll, the island stretches generously across vibrant landscapes and wide beaches. The rebranding has brought a fresh design language, intuitive wayfinding and a renewed sense of calm that supports
the natural rhythm of a holiday. Guests feel the shift from the moment they arrive, as the island’s pathways, dining concepts and experience zones guide them gently from activity to relaxation and back again. This balance has contributed to international recognition, placing Villa Park and sister property Villa Nautica among the Top 100 Hotels Worldwide. The resort has been celebrated as a Top Family Resort at the Travel and Leisure Awards 2025 and has achieved an impressive halalfriendly rating of 9.1, positioning it as a versatile and inclusive destination for global travellers.
Versatile Collection of Villas That Make the Island Feel Personal
The variety of accommodation at Villa Park plays a central role in its identity. The island features
an extensive portfolio of villas designed to match different styles of travel, offering space, privacy and an atmosphere that aligns naturally with the surrounding environment. Guests travelling with family or seeking extra space can choose the Two-bedroom Beach Pool House, Two-bedroom Overwater Villa, Two-bedroom Beach Pool Villa or Two-bedroom Family Beach Villa, each designed to bring loved ones together while offering quiet corners for rest.
Couples and smaller groups
enjoy a range of options such as the Deluxe Beach Pool Villa, Beach Pool Villa, Lagoon Beach Pool Villa and Beach Villa with Whirlpool, where shaded terraces, private pools and direct lagoon access create a sense of peaceful seclusion. For those who dream of waking above the water, the island offers the Sunset Water Villa, Water Villa and Lagoon Beach Villa, each with an uninterrupted connection to the lagoon’s colours and gentle movement. Guests looking for a classic island setting can settle into the Sunset Deluxe Beach Villa,
Sunset Beach Villa, Island Villa, Beach Villa or Sun Villa, embracing a more traditional beachfront lifestyle surrounded by nature.
Across all categories, the interior palette is soft and coastal, with natural textures, subtle tropical accents and a focus on capturing views that place the lagoon at the heart of the experience.
A Rich Culinary Landscape with Distinctive Personalities
Dining at Villa Park reflects the island’s generous spirit, offering a collection of restaurants and bars that encourage guests to explore flavour from morning to night. Maaniya Restaurant serves abundant buffets featuring global dishes and live cooking stations that showcase variety and freshness. Southern Star Restaurant offers a relaxed setting with international favourites and ocean views that invite long, unhurried meals.
For those seeking Asian-inspired cuisine, Sun Star Restaurant brings vibrant flavours and a scenic dining environment above the sea. Al Pontile Restaurant introduces the artistry of Italian cooking along with a lively teppanyaki experience that blends performance and taste. ZERO Restaurant offers a completely different atmosphere perched in a treetop environment where ingredients come directly from the island’s garden, creating a connection to nature that elevates the dining experience.
Complementing these venues are several bars that define the rhythm of the day. Mekunu Bar adds a casual island vibe, Beach Bar offers refreshing drinks steps from the lagoon, Garden Bar provides a lush,
A villa at Villa Park. (PHOTO/VILLA RESORTS)
A dining venue at Villa Park. (PHOTO/VILLA RESORTS)
The rebranding has brought a fresh design language, intuitive wayfinding and a renewed sense of calm that supports the natural rhythm of a holiday.
shaded retreat, and Pool Bar invites guests to relax between swims. The upcoming Indian restaurant will further expand the resort’s culinary identity and introduce new layers of flavour for returning guests.
A Full Spectrum of Island Experiences for Every Traveller
Villa Park’s experience offerings are designed to highlight the richness of the island and its surrounding waters. The resort’s Signature experiences blend scenery and storytelling, whether it is a sunrise overwater breakfast, a romantic starlit dinner or a curated journey that reveals the island’s natural charm.
Private dining enhances celebrations and intimate moments, with options ranging from beachfront arrangements to secluded garden settings. The
spa and wellness programme is anchored by the Araamu Spa, where treatment pavilions sit within tropical gardens and therapies draw from traditional Maldivian practices, Balinese techniques and Ayurvedic philosophies. With hydrotherapy pools, steam rooms, saunas and quiet relaxation spaces, the spa encourages guests to unwind completely.
Guests seeking adventure are drawn to the island’s exceptional position in South Ari Atoll, a region famed for its year-round whale shark sightings. The resort’s diving experiences cover vibrant reefs, channels filled with marine life and encounters with mantas depending on the season. Snorkellers can explore the lagoon’s coral gardens or join guided excursions with the marine team.
Underwater adventures at Villa Park. (PHOTO/@EvieWilderness)
The collection of water sports includes jet skiing, parasailing, windsurfing, paddleboarding, wakeboarding, catamaran sailing and more, offering both gentle exploration and energetic thrills. A variety of excursions take guests to local islands, sandbanks and hidden reefs, creating memorable snapshots of Maldivian life.
On land, the island offers tennis courts, badminton, beach volleyball and scenic cycling routes under tall coconut trees. Younger travellers can join the Park Players Kids Club, which offers daily activities, creative play sessions and supervised adventures that allow parents to relax while children explore.
The resort operates one of the Maldives’ significant solar energy programmes and continues to expand its renewable capacity.
A Setting for Life’s Most Meaningful Occasions
With its spacious beaches, turquoise lagoon and refined dining options, Villa Park has become a popular setting for celebrations. The resort hosts festive celebrations, weddings, honeymoons, private celebrations and meetings and conferences, offering professional planning support and flexible outdoor and indoor venues. Whether it is a beachfront ceremony framed by sunset colours or a corporate retreat surrounded by nature, the island creates an atmosphere that enhances every occasion.
A Resort Moving Forward with Purpose and Responsibility
Sustainability plays a meaningful and visible role in daily life at Villa Park. The resort operates one
Guests experiences at Villa Park. (PHOTO/VILLA RESORTS)
of the Maldives’ significant solar energy programmes and continues to expand its renewable capacity. Coral propagation and reef restoration efforts are ongoing and often include guest participation, creating deeper awareness of marine conservation. On land, the resort maintains an active reforestation initiative supported by a tree adoption programme that allows guests to contribute directly to the island’s future canopy.
These efforts reflect a long-term vision that seeks to protect the island’s natural beauty while enhancing the guest experience in subtle but impactful ways.
A Contemporary Classic in the Heart of the Maldives Villa Park presents a careful balance of variety and simplicity. Its wide-ranging villa selection, extensive dining scene and rich portfolio of experiences are matched by an atmosphere that feels comfortable, grounded and unmistakably Maldivian. The rebrand has refined the resort’s strengths, introduced a modern clarity and created an environment where travellers can map their own pace. Families spread out with ease, couples find intimacy in quiet corners, and adventurers discover the vibrant marine life of South Ari Atoll.
With its renewed identity, Villa Park stands today as a contemporary classic, inviting guests to reconnect with nature, with each other and with the gentle rhythm of island life lived with purpose and joy.
Guests experiences at Villa Park. (PHOTO/VILLA RESORTS)
Guests experiences at Villa Park. (PHOTO/VILLA RESORTS)
Finding purpose through wellness: I Gusti Ayu Ariani at Cora Cora Maldives
By Mariyam Saliya Mohamed
I Gusti Ayu Ariani with the Hotelier Maldives Award. (PHOTO/HOTELIER MALDIVES)
When I Gusti Ayu Ariani arrived in the Maldives for the first time in 2009, she had little idea that the islands would become her second home. Sixteen years later, she manages MOKSHA® Spa & Wellbeing Centre at Cora Cora Maldives and has been recognised as Wellness Personality of the Year at the Hotelier Maldives Awards 2025. “It’s a dream come true,” she says. Her story reflects resilience, self-discipline, and a deep commitment to peoplecentred leadership in hospitality.
Ariani’s introduction to wellness began long before she entered the industry formally. Growing up in Bali, she often helped her grandparents by giving massages. “I really loved to do massage,” she recalled. “I did it for my grandparents basically before.” Raised by her grandparents
in a modest household, Ariani describes herself as “the only one person” in her immediate family, encouraged from an early age to “be the foundation” for her loved ones. This sense of responsibility, combined with an early fascination for touch and healing, eventually led her towards a professional career in spa and wellness.
Her formal journey began in 2007 as a spa therapist in Bali. In 2008, she joined Coconut Spa, a wellknown Balinese company with operations in the Maldives. After extensive training and testing at their Bali centre, she was selected to work in the Maldives—a chance she’s deeply grateful for.
Ariani arrived in the Maldives in 2009. Her first posting was at Palm Beach Island Resort, operated by an Italian company. “At first,
honestly, I didn’t know what to expect,” she said. “Maldives was not like it is now. Seventeen years ago, it was very different.” Her first impressions were far from easy. “My first impression, to be honest, was not good,” she admitted. “When I arrived, I cried for over an hour at the airport. I wanted to go back.” The unfamiliar surroundings, language barriers, and island isolation were daunting for a young woman leaving her home country for the first time.
But with encouragement from her employer, she stayed and persevered. “My ex-boss told me, ‘Since you’re already here, there’s no turning back—you need to stay and give your best.’ That encouragement helped me settle in and keep going,” she remembered. She soon adapted, rotating across several resorts
Finding purpose through wellness: I Gusti Ayu Ariani
The spa at Cora Cora Maldives. (PHOTO/CORA CORA)
under the Coconut Spa brand before pursuing new opportunities at in other resorts such as LUX* South Ari Atoll or Ayada Maldives,. Each role strengthened her technical expertise and exposed her to different operational cultures within the Maldivian hospitality sector.
A defining period in Ariani’s career came when she joined LUX* South Ari Atoll. There, she diversified her skill set, training as a yoga instructor and later assuming
I listen, I learn, and I always ask my team to seek opportunities to grow and take ownership of their work.
I Gusti Ayu Ariani, Manager, MOKSHA® Spa & Wellbeing Centre, Cora Cora Maldives
supervisory responsibilities. “I had the opportunity to grow,” she said.
“I took on a new challenge as a yoga instructor, and later I became a spa and wellness manager.” At RIU Palace Maldives, Ariani took on her first full managerial role.
“My first spa manager role was in RIU,” she recalled. This marked a major shift in her professional identity, requiring her to build confidence, communication, and mentoring skills.
When she joined Cora Cora Maldives as Spa & Wellness Manager, Ariani brought with her over a decade of experience across multiple brands. Her philosophy evolved from personal mastery to team empowerment.
“When I became part of the management, my focus was finding positive solutions for my team. I love to support and guide rather than control. I listen, I learn, and I always ask my team to seek opportunities to grow and take ownership of their work. With support from the Cora Cora management team, I’m able to explore more, and be more confident on what I am doing. Their trust and encouragement have helped me grow not only as a manager but as a person,” she says.
At Cora Cora Maldives, wellness is integral to the resort’s identity. The MOKSHA® Spa & Wellbeing Centre is designed around personalisation rather than prescription. “We are not just selling what we have,” Ariani explained. “We always ask guests what their concerns are and what they expect after the treatment. We recommend them according to their needs.” One of the centre’s unique offerings is its Freedom Time concept. Instead of booking
The spa at Cora Cora Maldives. (PHOTO/CORA CORA)
The spa at Cora Cora Maldives. (PHOTO/CORA CORA)
individual treatments, guests purchase a block of hours and can use them flexibly across different therapies. “With the hours, they can choose any treatment they like. It’s freedom for them,” she said.
Customisation extends beyond the menu. “Even treatments not listed on the menu can be crafted upon request,” Ariani noted. “For example, we don’t have a cellulite treatment, but if the guest really wants it, we work on that as well.” The centre’s signature experience, Essence of Maldives, remains a guest favourite. “It’s all about coconut,” she said. “Guests really like it because it represents the Maldives—tropical island, sea, and sun. Coconut oil is also very good for moisturising the skin. All reasons to make this our signature treatment.”
All products used at MOKSHA® are natural and locally inspired. “Our base oil is coconut,” Ariani said. “We mix and blend our own massage oil, and we bring essential oils from Sri Lanka to make three different types of oil—relaxing, detox, and balancing. We also use scrubs such as coffee and coconut. For the coffee scrub, we use excess coffee after roasting. It’s sustainable— we reuse it for the spa.”
Ariani manages a team of twelve, including herself. Training is central to her leadership approach. “We do weekly training,” she said. “To do product knowledge, practical work, and quality checks. I’m always the one who checks the quality.” Continuous development extends to daily briefings and structured onboarding for newcomers.
“When a new staff member joins, we have a three-month training and probation period,” she explained. “If they learn quickly, they can handle guests earlier. We do internal tests—first by myself, then by another senior, and finally a mock guest test.”
Retention and consistency are major points of pride for her. “We have a lot of repeat guests,” she said. “They often meet the same therapist who treated them before, which makes them happy, and feedback is always positive.”
Ariani is constantly researching new developments in wellness tourism. She believes guests now seek meaningful, health-oriented experiences rather than shortterm indulgence. “People now travel more with wellness and wellbeing in their mind compared
I Gusti Ayu Ariani with the Hotelier Maldives Award. (PHOTO/HOTELIER MALDIVES)
to before,” she observed. “It’s not just for fun anymore. They really take care of themselves.”
Drawing on this insight, Ariani is preparing to introduce a new concept at MOKSHA® in 2026, which she is very excited about. The treatment combines different techniques from traditional massages and modern elements to a new, refined treatment. “We see a clear trend toward this new concept in other countries and want to bring it to Cora Cora Maldives,” she said. She has already reached out to a spa brand that offers said treatments for a possible collaboration and to supply equipment and protocols. “We reached out for a collaboration,” she explained. “I hope we will be the first resort in Maldives to be able to offer it, so
I will not reveal too much yet.”
To prepare, Ariani is training two senior therapists to master the new treatment. “We focus only on two therapists for now,” she said. “Because if we train everyone, they might forget when not practising regularly. We maintain quality this way.”
Despite her achievements, Ariani continues to invest in her own education. “When I go back to Bali on vacation, I learn English,” she said. “I took English courses for one month, and when I came back, I was more confident.” She later studied yoga and sound healing in India, spending two months there for certification. “I took one month each, for yoga and sound healing, to really deepen the knowledge,” she said. “Afterward,
I studied spa management at Bali BISA Training Centre and Certified with CIBTAC in spa management” All her studies were self-funded. “Everything I learned, I earned the money first and then I studied to support myself,” she said.
For Ariani, leadership is rooted in empathy and purpose. “I think the most important thing is to lead people with purpose and put people in the heart of everything you do,” she said. “Wellness starts from within. You take care of your people, and they will take care of your guests.” Her management philosophy aligns with her broader view of wellness as a collective culture rather than an individual service. “Being named as Wellness Personality of the Year is not just an individual achievement for me,” she reflected. “It’s a reflection of the
I Gusti Ayu Ariani with the Hotelier Maldives Award. (PHOTO/HOTELIER MALDIVES)
hard work, dedication, and passion that my team and I put together in promoting wellness within the hospitality industry.” She added: “I believe wellness is not just a trend, it’s a way of life. I’m so grateful to be part of this positive movement.” A positive impact she creates—for her team, her guests, and herself. It’s found in the quiet confidence of leading with empathy, in the growth of her team members, and in the satisfaction of guests who return not just for treatments, but for meaningful experiences.
After sixteen years, Ariani considers the Maldives her professional home. “The Maldives remain in my heart—it’s where I’ve grown, learned, and built a life I’m proud of.” Her journey from a small Balinese village to managing a leading wellness centre in one of
the world’s top resort destinations illustrates the transformative power of persistence and purpose. “Success is not just about having a title or a position. For me success means believing in yourself and using that confidence to make a positive difference in other people’s lives. When you can help someone, inspire them, or change their life for the better – even in a small way that is true success. It’s about making an impact that goes beyond yourself. I put a lot of dedication and effort into what I do—and here I am today.”
I think the most important thing is to lead people with purpose and put people in the heart of everything you do.
I Gusti Ayu Ariani, Manager, MOKSHA® Spa & Wellbeing Centre, Cora Cora Maldives
The spa at Cora Cora Maldives. (PHOTO/CORA CORA)
New Resorts
Pulse Hotels & Resorts to launch Aura Maldives in Baa Atoll in Q4 2026
Pulse Hotels & Resorts has announced the launch of Aura Maldives, a new 5-star luxury island sanctuary set to open in Q4 2026 within the Baa Atoll UNESCO Biosphere Reserve, easily accessible via a scenic 30-minute seaplane journey from Male’, or a 15-minute domestic flight to Dharavandhoo Airport followed by a 15-minute yacht or speedboat transfer.
Conceived as an island resort where mindfulness, sustainability, wellness and elevated island living come together, Aura is designed for today’s luxury traveller seeking meaningful experiences in one of the world’s most extraordinary natural settings.
Aura will feature 71 expansive private villas across beach and overwater categories with one- to three- bedroom layouts ranging
Sustainability will be at the forefront of every aspect of Aura’s operations, from plastic-free initiatives and ethical sourcing to a holistic lighting philosophy encompassing darksky and wildlifefriendly lighting, alongside meaningful community engagement.
A villa at Aura Maldives. (PHOTO/PULSE HOTELS)
A villa at Aura Maldives. (PHOTO/PULSE HOTELS)
from 246sqm to 710sqm. Each villa is designed as a spacious suite with private pool, expansive indoor and outdoor spaces, making Aura well suited to couples, families and multi-generational travellers alike.
Aura Maldives represents a bold evolution of our portfolio,” said Frederic Brohez, COO of Pulse Hotels & Resorts.“Itis an island resort shaped by a unique operating system that embeds mindfulness across every touchpoint, with thoughtful curation in all its facets. With deep respect for nature, local culture and the rhythms of island life, Aura delivers a refined, futurefacing luxury experience for today’s conscious traveller.”
A sanctuary rooted in nature and sustainability
Set within one of the Maldives’ most ecologically significant regions and just moments from Hanifaru Bay, renowned for its seasonal manta ray and whale shark encounters, Aura places environmental stewardship at the heart of the island experience. Sustainability will be at the forefront of every aspect of Aura’s operations, from plastic-free initiatives and ethical sourcing to a holistic lighting philosophy encompassing dark-sky and wildlife-friendly lighting, alongside meaningful community engagement.
Holistic wellness woven into island life
Wellness at Aura is designed as a core rhythm of island living. At the heart of the island, Solasta Spa will offer treatments inspired by Maldivian traditions and global wellness practices. Facilities will include hammam experiences,
hot and cold plunge pools, a lagoon-facing sauna, and a hyperbaric chamber. A thoughtfully curated programme of yoga, mindfulness sessions and oceansound meditations invite guests to slow down and reconnect— naturally and intuitively.
Bold, experience-led culinary journeys
Aura will introduce a diverse dining portfolio, including:
• a beachfront grill celebrating elemental cooking
• an overwater Asian-Fusion fine-dining restaurant
• teppanyaki
• a wood-fired pizzeria
• a nomadic pop-up kitchen
• a Beach Club & Pool Bar offering craft cocktails and premium zero-proof alternatives
• and an all-day dining restaurant
Across all venues, menus will champion locally and responsibly
sourced ingredients, with flavour- forward, wellnessconscious cuisine.
Experiences shaped by place and purpose
Guests will be invited to engage deeply with the destination through curated experiences ranging from marine conservation initiatives and snorkelling with manta rays, and cultural exchanges with local artisans. Families can look forward to dedicated spaces and programs, including a children’s club and multigenerational activities, reinforcing Aura’s position as an inclusive island resort for every stage of life.
Aura will join Pulse Hotels & Resorts’ growing collection of distinctive properties, strengthening the group’s presence in the upperupscale and luxury segments while responding to the rising demand for sustainable, meaningful travel experiences.
Aura Maldives. (PHOTO/PULSE HOTELS)
Eri Maldives opens in North Malé Atoll as new eco-chic lifestyle resort
Eri Maldives, an eco-chic lifestyle island resort nestled in the pristine North Malé Atoll, welcomes guests after a comprehensive rebranding and renovation. With a beautiful house reef, turquoise waters, swaying palms, and a philosophy rooted in barefoot simplicity, Eri invites guests to experience a vibrant, unhurried island escape where connection, cultural richness, wellnessfocused experiences and ecoconscious island living meet.
Eri is easily reached by a 45-minute scenic speedboat transfer from Velana International Airport, or, for a more elevated arrival, a 15-minute seaplane journey with breathtaking views of the Malé Atoll. A naturally formed island, Eri offers an experience of true Maldivian authenticity. Guests can step from their villas, nestled within lush tropical vegetation,
onto pristine, untouched beaches or into the vibrant house reef encircling the island, alive with colourful marine life.
Beyond Travel, Into Meaning –Authentic Cultural Immersion At Eri, travel becomes nourishment for the soul. Every moment
We are thrilled to expand our portfolio with Eri, an eco-chic lifestyle brand designed for the aware and ecoconscious traveller seeking an authentic Maldivian escape.
invites immersion in Maldivian rhythms, local art, dance, and cuisine, all seamlessly woven into island life. These experiences reveal a deeper story of place, culture, and care. Eri celebrates hyper-local wisdom through global values of sustainability, wellness, and connection,
Eri Maldives. (PHOTO/PULSE HOTELS)
Eri Maldives. (PHOTO/PULSE HOTELS)
inviting guests to slow down, feel deeply, and live presently.
Signature Stays
Eri offers a collection of distinctive accommodation options designed for comfort, connection, and island ease. Beach Pool Villas feature private pools embraced by tropical greenery, offering a secluded slice of paradise. Beach Villas provide direct access to the shore and beautiful sunset views over the lagoon. For a more compact escape, Beach Studios are located on the ground floor, just moments from the sand, while Sky Studios on the upper level feature private balconies with sweeping lagoon views.
Flavours of the Island Dining at Eri celebrates connection and good company. From allday global and regional dining at Soul Kitchen, to tropical drinks and snacks at the Beach Shack, and handcrafted cocktails at Sip & Dip, the island resort offers both a Full Board Plus and AllInclusive packages designed for every style of traveller.
Immersive Experiences
Discover the vibrant underwater world with Euro-Divers’ 5-star PADI dive centre, offering guided access to its worldclass house reef and over 30 renowned dive sites teeming with marine life. Whether you’re a seasoned diver or trying it for the first time, explore coral gardens and swim alongside reef sharks, turtles, and rays. Snorkelling adventures and adrenaline-filled watersports also await, making every day a new adventure in the turquoise embrace of the Indian Ocean.
For those seeking stillness, Eskape
Spa invites you to slow down and reconnect. Nestled within lush foliage, this serene sanctuary offers holistic island rituals, ocean-inspired treatments, and deeply meditative experiences rooted in Maldivian tradition. Let every breath deepen in rhythm with the sea, as skilled therapists guide you on a sensory journey to rest, renew, and realign.
Celebrating Life’s Moments
Eri is designed for memorymaking. From renewing vows with Maldivian Bodu Beru drummers to starlit destination dining on the beach, guests are invited to create moments stitched with the colours, flavours, and heart of the Maldives.
“Eri is a philosophy of authentically and simply experiencing the Maldives and living well,” said Haroon Mohamed, General Manager of Eri Maldives. “Our goal is to create moments that make guests feel cared for, understood, and transformed. We look forward to welcoming travellers from around the world to experience our unique blend of simplicity, connection, and
authentic Maldivian spirit.”
Frederic Brohez, Chief Operating Officer of Pulse Hotels & Resorts, adds: “We are thrilled to expand our portfolio with Eri, an eco-chic lifestyle brand designed for the aware and eco-conscious traveller seeking an authentic Maldivian escape. Eri embodies our vision of sustainable island living – where design, community, and well-being come together in harmony.”
Eri invites guests to be among the first to experience its serene island sanctuary with an exclusive opening offer, with exceptional savings along with thoughtful inclusions. Whether you’re seeking a romantic retreat or a tranquil getaway, this limited-time offer is the perfect opportunity to discover the art of island living — reimagined at Eri Maldives.
Eri Maldives. (PHOTO/PULSE HOTELS)
Meliá opens first resort in Maldives with launch of Whale Lagoon Property
Meliá Hotels & Resorts has officially marked its arrival in one of the world’s most sought-after destinations with the opening of Meliá Whale Lagoon Maldives, a five-star, all-inclusive resort that represents a new chapter in the global expansion of Meliá Hotels International.
Now welcoming guests in the Maldives, the resort is located in the picturesque South Ari Atoll, offering a setting designed for couples, families, and travellers seeking close connection with nature and the ocean. The opening further strengthens Meliá’s presence in longhaul luxury destinations.
The journey to the resort forms part of the guest experience. Following arrival at Malé International Airport, guests transfer by seaplane on a scenic 30-minute flight to the resort. Meliá Whale Lagoon Maldives sits adjacent to the South Ari Marine Protected Area, internationally recognised for yearround sightings of whale sharks and manta rays. Guests are able to explore the surrounding marine environment through activities including snorkelling, diving, paddleboarding, and kayaking.
The resort comprises 100 private oceanfront villas, each designed to provide privacy while maintaining a strong connection to the natural surroundings. Accommodation options include Water Villas
positioned above the lagoon, Beach Villas with direct access to the shoreline, and Sunset Suite Villas with private pools offering expansive living spaces and views of the Indian Ocean at dusk.
Guests can also enjoy a range of dining and leisure facilities across the property. The resort features four restaurants and bars serving Mediterranean and international cuisine, two infinity pools, and a spa offering wellness rituals, body treatments, and relaxation facilities including sauna and steam rooms. A varied entertainment programme is available for guests of all ages, with live music, open-air cinema experiences, cooking classes, and activities for younger visitors.
Commenting on the opening, Gabriel Escarrer, Chairman and CEO of the Group, said the Maldives reflect the company’s
strategic focus on distinctive destinations. He noted that the opening reinforces Meliá’s commitment to creating memorable experiences in exceptional settings, delivered through the brand’s established hospitality values.
Now welcoming guests in the Maldives, the resort is located in the picturesque South Ari Atoll, offering a setting designed for couples, families, and travellers seeking close connection with nature and the ocean.
Meliá Whale Lagoon Maldives. (PHOTO/MELIA)
DarGlobal targets tokenisation launch for Trump Maldives hotel project within 3 months
DarGlobal has set a three-month timeline to launch the tokenisation of its Trump International Hotel Maldives, positioning the development as the world’s first fully tokenised hotel project at the construction stage.
The London-listed luxury real estate developer confirmed that it is finalising the legal and regulatory framework for the USD 300 million project, working closely with the digital assets arm of London Stock Exchange Group, which launched its Digital Markets Infrastructure platform in September 2025.
Speaking in an interview with Arabian Business, DarGlobal Chief Executive Officer Ziad El Chaar said the company was close to completing the structure required to bring the product to market.
“We are combing through the legal
structure, because it’s the first time to be done,” El Chaar said. “This is a regulated product because it has an asset to back it. This is an investment product. We are talking to regulators. We’re talking to the new entity that was established in the London Stock Exchange, the new digital assets entity.”
The Maldives project, first announced in November 2025, departs from conventional real estate tokenisation models by offering investors access to the development phase itself, rather than completed assets. According to DarGlobal, this approach allows token holders to participate as partners alongside the developer, targeting higher returns typically associated with real estate development.
“If you’re not making at least an eighteen to twenty percent return
as a developer, you would not get involved in a project,” El Chaar said. “Compare that to tokenising completed assets – how much would the returns be? Two percent after tax? One and a half percent? Tokenising assets doesn’t work.”
Located approximately 25 minutes by speedboat from Malé, the Trump International Hotel Maldives will comprise around 80 ultra-luxury beach and overwater villas. The resort is scheduled to open by the end of 2028.
DarGlobal will retain a 30–40 percent stake in the project, while the remaining equity will be made available through blockchain-based tokens priced at USD 1,000 each. The structure significantly lowers the entry threshold compared to traditional real estate funds, which often require minimum investments of USD 50,000 or more.
“This makes it much easier to sell, much more liquid to resell, and at the same time, you are buying with clarity that everything is on the blockchain,” El Chaar said. “We’re hoping that those trillions that are in the crypto world, we will give them an investment that is asset backed, not just another coin in the ether.”
El Chaar said the Maldives was selected as the inaugural project due to its established track record for hospitality investment returns.
A rendering of the proposed Trump International Hotel Maldives.
“If you want to start for the first time ever, you want to start in a place where it’s very hard not to make money,” he said. “All the key hotels that are close to the airport in the Maldives, they’ve always made very good returns for their investors.”
DarGlobal’s move comes amid growing interest in tokenised
real-world assets. Deloitte forecasts the global tokenisation market will reach USD 4 trillion by 2035, growing at an annual rate of 27 percent from under USD 300 billion in 2024.
If successful, the model could be expanded across DarGlobal’s wider international portfolio, which
Teus Group, Radisson sign management agreement for first resort project in Maldives
A signing ceremony took place at the Radisson Hotel Group office in Dubai in January, marking the conclusion of an international agreement between the developer Teus Group and Radisson Hospitality Belgium SRL/BV.
The parties signed an International Management Agreement, under which the first joint project of Teus Group and Radisson in the Maldives will be managed by Radisson in accordance with the brand’s global standards and the terms of the agreement.
The signing ceremony was attended by Ramzy Fenianos,
Chief Development Officer, Asia Pacific, Radisson Hotel Group, who highlighted the strategic importance of the partnership and the parties’ shared focus on long-term asset value.
“We highly value partnerships built on a shared long-term ambition — to create a project that delivers stable operational performance and strengthens its value over time. For Radisson, transparency, accountability, and clear management KPIs are essential, as well as an owner-first approach, where the investor is considered a key customer alongside the
includes multiple developments with the Trump Organisation in the Gulf region. The company has also announced USD 10 billion worth of projects in Saudi Arabia, following the kingdom’s decision to open its real estate market to foreign investors.
Our partnership with Radisson is a confirmation of the ambition and standards with which Teus Group continues to expand across global markets.
Basel Houari, Founder & CEO, Teus Group
guest,” said Ramzy Fenianos, Chief Development Officer, Asia Pacific, Radisson Hotel Group.
The signing of the International Management Agreement represents an important milestone for both parties and lays the foundation for the development of a new resort project in the Maldives — a market where international hospitality standards, structured management, and consistent service quality control are critically important.
Under the agreement, Radisson will provide comprehensive
Signing ceremony. (PHOTO/TEUS GROUP)
management of the asset, including the operating model, brand standards control, commercial tools, and performance management — all of which are key factors for the stable performance of premium resort real estate.
“The Maldives is a market where management quality is decisive. That is why we approach project delivery in a highly structured way — from concept creation and product positioning to international operational management. Our partnership with Radisson is a confirmation of the ambition and standards with which Teus Group continues to expand across global markets,” commented Basel Houari, Founder & CEO of Teus Group.
joint project in the Maldives will become part of the company’s international portfolio and will continue Teus Group’s strategic direction of developing resort real estate in partnership with
The signing in Dubai underlines the high level of mutual trust between the parties and marks the beginning of a new phase of cooperation, aimed at delivering a project that meets international
The proposed resort in Maldives.
Hotelier Maldives Awards 2026
enters final phase as judging panel is confirmed and public voting concludes
Hotelier Maldives has confirmed a multi-disciplinary judging panel for the Hotelier Maldives Awards 2026, marking a key milestone as the programme moves from record nominations to final assessment and a gala night
scheduled for mid to late April.
With public voting now concluded, the awards cycle enters its final stretch, with judges undertaking the evaluation of shortlisted nominations
ahead of the ceremony that will bring together resort professionals, industry leaders and stakeholders from across the Maldives’ hospitality sector.
up in a way that was impossible to ignore,” said Ali Naafiz, Editor of Hotelier Maldives. “The nominations phase produced a record level of participation, and the public vote that followed drew an unprecedented level of engagement. It reinforces what we have always believed, that recognising people and teams is not a side initiative. It is central to the culture and performance of Maldivian hospitality.”
From record nominations to final deliberations
Nominations for the 2026 awards closed at 11:59pm on 9 February 2026 after a one-week extension granted in response to requests from resorts seeking additional time to finalise submissions.The extended window resulted in what Hotelier Maldives described as the programme’s largest nominations cycle to date, with more than 460 submissions received from resorts across the Maldives’ 179 operational properties.
Entries were submitted through an online portal and required endorsement from the nominating resort’s General Manager or Human Resources department, a step designed to strengthen the integrity of the process and ensure nominees were formally supported by their organisations.
The 2026 edition also represents the most expansive awards framework so far, following the introduction of new teambased categories alongside established individual awards. For many properties, that expansion has broadened the scope of recognition, making room for departments and teams whose performance is measured through
consistency, collaboration, and the daily discipline that sustains resort operations.
“What stands out about these awards is that they are grounded in real operations,” Naafiz said. “You see nominations that reflect the full machinery of a resort, from front of house to back of house, and from leadership to technical roles. The expansion into team categories strengthens that reality and gives resorts a platform to recognise excellence that is collective, not only individual.”
A multi-disciplinary panel with deep industry experience
Hotelier Maldives said the 2026 judging panel brings together expertise spanning hospitality operations, leadership development, culinary arts, destination marketing, organisational culture, and industry media. The panel comprises:
• Felix Pang Hee Zhong, Group Executive Director of Mamee-Double Decker
• Neil Shorthouse, hospitality consultant with experience
in leadership development, talent acquisition and training in luxury hospitality
• Fathimath Umar, Senior Lecturer in Culinary Arts at Villa College and an executive chef
• Ibrahim Asim (IB), with more than two decades of experience in destination marketing
• Ali Naafiz, Editor of Hotelier Maldives, with experience in public relations, communications and hospitality industry reporting
• Kristina Vaneva, hospitality leader with a background in employee engagement, organisational culture and positive workplace design
Hotelier Maldives noted that Ibrahim Asim has served on the judging panel since the inaugural edition in 2024, while Shorthouse, Umar and Naafiz also return from the 2025 panel. Pang and Vaneva join the panel for the first time.
“The strength of this panel is the breadth,” Naafiz said. “The Maldives has a mature resort
industry, but it is also evolving fast in areas like culture, training, leadership, wellness, and sustainability. When you bring together judges who understand operations, people development, culinary standards, and destination positioning, you get a more rounded view of excellence.”
How winners are determined
The Hotelier Maldives Awards use a combined evaluation model that balances professional assessment with public participation, with judges contributing the majority portion of the final score and public voting accounting for the remaining share. This structure aims to protect technical rigour while also reflecting broad-based support for nominees across the industry and wider community.
In practice, the model creates
two important dynamics. First, it asks nominees and nominating resorts to demonstrate performance against defined criteria, rather than relying on popularity alone. Second, it allows the industry to take ownership of recognition by participating directly in the process, which can elevate the visibility of operational roles that do not always receive public attention.
“Public voting matters because it gives nominees a moment of visibility and it signals appreciation,” Naafiz said. “But it is equally important that awards are grounded in professional evaluation. The combination ensures credibility, and it also ensures that the programme stays connected to the industry it serves.”
Why participation has surged
The scale of nominations, and the level of engagement seen through the voting phase, reflects a growing appetite within the resort sector to formalise recognition. Resorts have long celebrated internal performance through staff awards, long-service ceremonies, and departmental acknowledgements, but industrywide recognition carries a different weight. It places a professional marker on an individual’s career and gives teams a benchmark that can be shared across organisations and brands.
It also serves a practical function for talent development. In a highly competitive market, where properties invest heavily in training and leadership pipelines, recognition can strengthen retention, boost morale, and
create aspirational pathways for young professionals. For Maldivian staff in particular, visibility is often linked to opportunity, whether in cross-training, promotions, or leadership roles.
“The Maldives is a destination built on service,” Naafiz said. “Every marketing message ultimately depends on human performance. When you recognise the people delivering that performance, you are reinforcing the standards that make the destination competitive.”
Bestbuy Maldives continues as presenting partner Presented by Bestbuy Maldives (BBM), the Hotelier Maldives Awards remain the country’s only dedicated programme focused exclusively on recognising resortbased hospitality professionals. The continuity of the presenting partnership also reflects the wider ecosystem that underpins Maldivian tourism, where suppliers, service providers and industry platforms contribute to building capability and standards across the sector.
For Hotelier Maldives, positioning the awards as a recurring fixture is about more than the ceremony itself. It is about building an institutional platform that can mature over time, refine its criteria, expand categories responsibly, and maintain credibility through consistent process.
“We are still a young programme, but we are maturing quickly,” Naafiz said. “Each edition teaches us something, about categories, about evaluation, and about what the industry values most. The objective is to keep raising the bar, not only for
the awards, but for the culture of recognition in hospitality.”
The countdown to April With nominations closed, the judging panel announced, and public voting now complete, attention turns to the final assessment and preparations for the gala night in April. The ceremony is expected to draw attendance from across the resort sector, with nominees, leadership teams, partners, and stakeholders gathering to celebrate excellence across individual and team categories.
Beyond the awards, the evening has become a rare moment of shared industry reflection, a chance to pause the pace of operations and acknowledge the standards that often go unspoken. In a sector defined by daily delivery, recognition can act as both reward and reinforcement, reminding professionals that the details they manage, the pressure they absorb, and the consistency they sustain are visible and valued.
“The gala is the celebration, but the
larger story is what it represents,” Naafiz said. “It represents pride in the profession. It represents the idea that operational excellence deserves to be named, documented, and celebrated. This year’s participation shows that the industry agrees.”
As the Hotelier Maldives Awards 2026 heads toward its April finale, the message emerging from this year’s cycle is clear. The Maldives’ resort sector is not only competing globally on product and experience. It is investing in its people, recognising its teams, and building a culture where excellence is acknowledged with the same seriousness with which it is demanded.
CSR activities organised by JOALI Maldives. (PHOTO/JOALI)
JOALI’s Joy of Caring: New paradigm for responsible luxury in Maldives
By Ali Naafiz and Mariyam Saliya Mohamed
In the middle of Raa Atoll, two neighbouring islands are quietly reshaping the story of luxury in the Maldives. On Muravandhoo, JOALI Maldives welcomes guests into a world where art and design are woven into every corner of the island. Just a short distance away on Bodufushi, JOALI BEING has carved its place as the country’s first island dedicated entirely to wellbeing. While both properties are celebrated for their beauty and hospitality, their vision goes deeper than creating memorable guest experiences — a vision that
has earned JOALI Maldives national recognition, including its win as CSR Programme of the Year at the Hotelier Maldives Awards 2025.
At the heart of JOALI is a belief that true luxury cannot exist without care — for the environment and for the people who make these islands what they are. This commitment, honoured through the resort’s recent award, underscores JOALI Maldives’ role as a leader in responsible tourism.
This belief comes to life through
the resort’s “Joy of Caring” sustainability framework, built on four pillars: Joy of Preserving (environmental conservation), Joy of Conserving (sustainable operations), Joy of Nurturing (wellbeing and ethical consumption), and Joy of Empowering (community engagement and education). Initiatives range from coral restoration and sea turtle rehabilitation to zero-waste practices, Earth-to-Table dining, women’s empowerment programmes, and educational
workshops for local schools — efforts that collectively contributed to JOALI Maldives receiving the CSR Programme of the Year accolade at the Hotelier Maldives Awards 2025.
Joy of Preserving: Guardians of the Atoll
At the core of JOALI’s environmental efforts is the “Joy of Preserving,” a pillar dedicated to safeguarding the planet. This commitment is most vividly illustrated by the awardwinning JOALI Reef Restoration Programme (JRRP). In 2024 alone, the programme planted over 4,500 coral fragments, aptly named “fragments of hope,” across various innovative nursery systems. These include traditional grid and rope nurseries, as well as advanced Mineral Accretion Technology (MAT) which, as Anas
Ibrahim, Cluster Quality Assurance Manager, explains, “speeds up coral growth through electrolysis.”
However, this vital work is not without its difficulties. “One of our biggest obstacles is the increasing threat of coral bleaching due to rising sea temperatures and climate variability,” he notes. “Another key challenge is biofouling and predation… Regular monitoring and maintenance are essential, but they demand time, expertise, and resources.”
To combat these issues, JOALI has adopted a multi-faceted approach combining scientific innovation with community engagement. Guests, and particularly younger visitors, are actively encouraged to participate in reef conservation. In 2024, 122 “Young Conservationists” were inspired through hands-
At the heart of JOALI is a belief that true luxury cannot exist without care — for the environment and for the people who make these islands what they are.
CSR activities organised by JOALI Maldives. (PHOTO/JOALI)
on activities, fostering a new generation of ocean ambassadors.
This dedication to marine conservation extends to the protection of sea turtles. In partnership with the Olive Ridley Project (ORP), JOALI BEING is home to the Raa Atoll Sea Turtle Rehabilitation Centre. The centre made headlines in 2024 with the successful rehabilitation and release of its first patient, Kurangi, an Olive Ridley sea turtle who had been entangled in a fishing net. The resident sea turtle biologist carries out ORP’s core initiatives, which in 2024 included conducting 116 hours of underwater surveys, identifying 19 new sea turtles, and recording 999 sea turtle sightings since JOALI BEING opened and welcomed ORP to the island.
JOALI’s preservation efforts also tackle the pervasive issue of waste. The resorts have implemented a robust waste management system, collecting 1.5 tonnes of marine debris through reef and beach clean-ups, with 7,879 kg of waste diverted for recycling via Securebag Maldives.
This commitment to a circular economy is creatively expressed through the “Waste to Art” philosophy. “Waste to art is not just a one-time activation, but something we incorporate into all aspects,” states Muzuna Rasheed, the CSR & Sustainability Supervisor at JOALI Maldives. This is evident in the annual “Waste to Art Competition” and in daily operations, where materials like wooden packaging crates are repurposed for decoration in staff areas or donated to local communities. In 2024, over 48 tonnes of discarded wood were
CSR activities organised by JOALI Maldives. (PHOTO/JOALI)
CSR activities organised by JOALI Maldives. (PHOTO/JOALI)
CSR activities organised by JOALI Maldives. (PHOTO/JOALI)
donated to two local islands for community projects.
Joy of Empowering: Cultivating Local Talent and Opportunity
Inspired by its female founder, Esin Gural Argat, JOALI has made women’s empowerment a central tenet of its CSR strategy. The “Joy of Empowering” pillar aims to create platforms for women, fostering their economic and creative aspirations. The “Women in Art” initiative is a prominent example, showcasing the talents of female artists from the Maldives and around the world in the resorts’ art studios.
However, the commitment to female empowerment goes deeper. Recognising that local women represent 3% of their female hosts, JOALI is actively working to address the cultural stigmas that can hinder women from pursuing careers in hospitality. “To tackle this, we are doing targeted outreach and training programmes for girls in schools in Raa Atoll,” Anas explains. “Our women leaders specifically talk to the girls individually who
may be hesitant to speak out in groups and clarify their concerns.”
Education is a key component of this empowerment strategy. In 2024, JOALI Maldives and JOALI BEING welcomed 132 students from seven different schools in Raa Atoll. These visits provide invaluable exposure to the hospitality industry, broadening the students’ understanding of potential career paths beyond traditional roles. Anas elaborates, “Anybody who has passion for nursing, photography, engineering, human resources, finance, that all these fields are relevant and relevant to the whole industry. So, I believe we are making a huge impact in that respect.”
Furthermore, the JOALI Sustainability Fund empowers local communities to take the lead in their own development. “It’s a programme where people from the community can suggest their own project ideas,” says Anas. “Each selected project gets up to $3,000 in funding… They tell us what’s needed, not the other way around. That’s how we build trust and make
The highlight of JOALI’s community engagement is arguably its largescale events. The annual Global Wellness Day celebration, first launched in 2022, has become a flagship initiative that unites entire communities in a day of wellness, movement, and joy.
CSR activities organised by JOALI Maldives. (PHOTO/JOALI)
sure we’re supporting things that actually matter to them.”
Joy of Nurturing: Fostering Wellbeing in the Community
The “Joy of Nurturing” pillar extends JOALI’s focus on wellbeing beyond the confines of the resorts and into the neighbouring communities. This is achieved through a variety of initiatives that promote healthy living, active lifestyles, sustainability education, and community connection.
Culinary education plays a significant role, with JOALI BEING hosting numerous workshops for local communities. These have included a plant-based cooking workshop with Chef Bettina Campolucci Bordi for representatives from Dhuvaafaru, and a special mother-daughter cooking class with vegan cuisine
specialist Chef Alexis Gauthier for the Maakurathu Women’s Development Committee. Such workshops promote healthy eating with locally available ingredients and reinforce JOALI’s “Earth-to-Table” philosophy, which emphasises organic, sustainably harvested, and locally sourced foods.
JOALI also leverages its ability to attract world-class athletes to provide unique opportunities for local youth. In 2024, legendary Australian footballer Tim Cahill led a training session for teenagers from Inguraidhoo School, while top-ranked tennis players Mischa Zverev, Sascha Zverev, and Marcelo Melo conducted clinics for students from Maduvvari and Fainu schools. These activities combined sports, mentorship, and leadership development,
reflecting JOALI’s mission to nurture wellbeing across all ages.
The highlight of JOALI’s community engagement is arguably its largescale events. The annual Global Wellness Day celebration, first launched in 2022, has become a flagship initiative that unites entire communities in a day of wellness, movement, and joy. Likewise, the celebration of Turkey’s National Sovereignty and Children’s Day, introduced in 2023, has grown into a valued tradition, offering children from neighbouring islands unforgettable experiences of play, cultural exchange, and celebration. Together, these initiatives have engaged and inspired more than 1,750 participants since their inception.
These events, as Muzuna describes, have become a cherished tradition.
CSR activities organised by JOALI Maldives. (PHOTO/JOALI)
“They are looking extremely forward for that every year… it’s not just a programme now.”
Joy of Conserving: A Blueprint for Sustainable Operations
Underpinning all of JOALI’s CSR efforts is the “Joy of Conserving,” a commitment to operational sustainability that is woven into the very fabric of the resorts. The design and construction of both properties were guided by principles of sustainable development. At JOALI Maldives, over 1,000 coconut palms were preserved or relocated, and the resort’s 1.3-kilometre jetty was meticulously designed to snake around the existing coral reefs.
JOALI BEING is a showcase of biophilic design, a concept that seeks to connect humans with
nature. Waruna Palliyaguru, the CSR & Sustainability Supervisor at JOALI BEING, explains,
“This design connects visitors with nature through the built environment. We did not alter the island’s natural shape; instead, we created in harmony with it, following its organic form. What makes it truly special is how the design transforms the way people feel — embodying JOALI BEING and the Joy of Weightlessness.”
This ethos extends to responsible sourcing. The resorts prioritise local procurement, sourcing pole-and-line caught tuna and fresh produce from nearby communities. Their “Earth-toTable” culinary philosophy is supported by their own organic chef’s gardens. However, sourcing ethically in a remote
location presents challenges. “The main challenges are ensuring consistent quality and supply to meet the island’s demand… Being remotely located also means transportation and logistics can be complex,” Waruna admits.
Water and energy conservation are also key priorities. Both resorts operate their own inhouse glass water bottling plants, which produced over 400,000 bottles in 2024, eliminating the need for single-use plastics. Wastewater is treated and reused for landscaping, and energy-efficient technologies are employed throughout the properties. While the 2024 report shows a slight increase in energy and water consumption per guest night compared to 2022, this is attributed to the
CSR activities organised by JOALI Maldives. (PHOTO/JOALI)
expansion of facilities, including new team accommodation and guest amenities.
The resorts’ commitment to sustainability has been recognised with Silver Certification from EarthCheck for JOALI BEING, and Gold Certification for JOALI Maldives along with the VERIFIED™ Responsible Hospitality certification from Forbes Travel Guide. But for JOALI, these accolades are not the end goal. “For us, certification is not a box-ticking exercise; it’s part of an ongoing journey… Our long-term ambition is to work towards the Master level [with EarthCheck].”
JOALI Maldives and JOALI BEING are crafting a legacy that extends far beyond the traditional metrics of luxury hospitality. Their “Joy of Caring” philosophy is a testament to the belief that true luxury is not just about indulgence, but about making a positive and lasting impact. Through their unwavering commitment to environmental preservation, community empowerment, and sustainable operations, they are not just providing unforgettable experiences for their guests; they are nurturing a more sustainable and equitable future for the Maldives. As they continue to innovate and expand their efforts, JOALI is setting a new benchmark for what it means to be a truly responsible and conscientious leader in the global tourism industry.
Your
Diver Shafraz Naeem enters Visit Maldives Book of
Records with two underwater achievements
Shafraz Naeem at the closing ceremony. (PHOTO/VISIT MALDIVES)
Maldivian diver Shafraz Naeem has been entered into the Visit Maldives Book of Records for two achievements recorded during the Across Maldives 2026 expedition, organised in collaboration with Visit Maldives.
The records recognised under the Visit Maldives Book of Records are the longest underwater distance covered and the longest singlestretch underwater traverse.
According to Visit Maldives, Naeem covered a total underwater distance of 335 kilometres over a two-week period, completing more than 55 dives. He also completed a continuous underwater dive covering 16.5 kilometres in a single session lasting more than five hours and 30 minutes.
In addition, Naeem’s earlier achievement from 2022—the longest recorded open-water scuba dive in the Maldives and the region—was also inducted into the Book of Records. That dive lasted 50 hours and was completed at Anantara Lagoon to mark the 50th anniversary of tourism and diving in the Maldives.
The Across Maldives 2026 expedition concluded with an induction ceremony held on 4 February 2026 at Phase One Beach in Hulhumalé, following the completion of Naeem’s final dive. At the ceremony, Naeem was presented with a commemorative coin and certificate by Tourism Minister Thoriq Ibrahim, and Ibrahim Shiuree, Chief Executive Officer and Managing Director of Visit Maldives.
Speaking at the event, Naeem said the record entries were
significant but noted that his objective extended beyond the records themselves. He said he hoped to encourage Maldivians to explore technical diving and to strengthen awareness of the marine environment. He also thanked Visit Maldives and the sponsors for their support.
Visit Maldives CEO Ibrahim Shiuree said the entries mark an important addition to the Visit Maldives Book of Records and reflect efforts to document achievements linked to the country’s marine environment. He said the expedition contributes to the Maldives’ international profile in ocean-related activities.
The expedition was supported by several partners. State Trading Organisation participated as a partner, while Ooredoo Maldives served as the technology partner. beOnd Airlines was the airline partner. Additional support was provided by H78 Hulhumalé, Ocean Junkies and Safari (Southern Cross).
Visit Maldives said the Across Maldives 2026 expedition forms part of its broader initiatives to promote the Maldives through activities linked to the marine environment and conservation awareness.
Diver Shafraz Naeem enters Visit Maldives Book of
Shafraz Naeem at the closing ceremony. (PHOTO/VISIT MALDIVES)
Shafraz Naeem at the closing ceremony. (PHOTO/VISIT MALDIVES)
Asia Euro Tourism, Hospitality and Gastronomy Conference comes to Maldives: What hoteliers need to know
Villa College (PHOTO/VILLA COLLEGE)
9th Asia Euro 2026
and Gastronomy Conference from 10 to 12 May 2026, it will mark the first time the Maldives has served as the venue for this established international academic and industry gathering.
Organised in collaboration with the School of Hospitality, Tourism and Events at Taylor’s University in Malaysia and ISTHIA at Université Toulouse Jean Jaurès in France, the conference operates under the theme of “Redefining Impact: Advancing Sustainable Innovation for the Future.” For hospitality
sensitive destinations, the timing and subject matter are directly relevant to the strategic decisions facing their businesses today.
The conference’s central argument, reflected across its thematic scope, is that sustainable innovation has moved well beyond the realm of corporate social responsibility and into the domain of commercial necessity. For Maldivian resorts, where the natural environment is not merely a backdrop but the core product, this distinction carries
The conference’s central argument, reflected across its thematic scope, is that sustainable innovation has moved well beyond the realm of corporate social responsibility and into the domain of commercial necessity.
particular weight. A property that embeds sustainable sourcing into its food and beverage operations is simultaneously meeting responsible consumption standards and satisfying increasingly rigorous corporate reporting requirements from institutional investors and corporate travel buyers. By contrast, properties that treat sustainability as a marketing overlay rather than an operational commitment face mounting scrutiny from travelers who are more capable of identifying superficial environmental claims. The conference frames
this contrast clearly: alignment between global frameworks such as the United Nations Sustainable Development Goals (SDGs) and the broader 2030 Agenda they underpin, Environmental, Social, and Governance (ESG) principles, and the Global Sustainable Tourism Criteria (GSTC) on one side, and daily commercial realities on the other, is no longer aspirational but structurally necessary for long-term market viability.
Understanding the regulatory environment is a practical concern for any hospitality operator, and particularly so in destinations where environmental vulnerability and tourism dependence are intertwined. The conference agenda addresses this directly, with keynote speaker Dr Abdulla Niyaz, the Minister of State for Tourism and Environment, drawing
on his background in governance, quality assurance, and disaster management to examine ethical leadership and accountability mechanisms. In the Maldives, where rising sea levels and coral degradation represent immediate operational risks rather than distant projections, disaster preparedness and regulatory compliance are not abstract considerations. Industry leaders who engage with these discussions gain an informed vantage point from which to anticipate future regulatory frameworks and position their properties accordingly, rather than reacting to policy changes after they have taken effect.
The conference broadens its analytical scope to address the structural economic dimensions of tourism in vulnerable small island states. Professor Dr François Vellas,
whose work spans engagements with the United Nations and the G20, will address how tourism economies in such contexts can be designed for enduring resilience. This perspective is valuable for Maldivian hoteliers navigating the pressures of luxury market competition alongside the macroeconomic fragility that characterises island destinations with high tourism dependence. Resilience in this sense is not simply about weathering disruption; it encompasses the capacity to build economic models that distribute benefits more inclusively and remain viable across a range of environmental and market conditions.
One of the more actionable dimensions of the conference programme involves the role of food and gastronomy in resort
Villa College (PHOTO/VILLA COLLEGE)
experiences. Professor Dr JeanPierre Poulain, alongside Associate Professor Dr Anahita Malek and Dr Alexandra Constantinescu, will examine how local food traditions can be authentically integrated into resort dining rather than merely referenced decoratively. Their collective research on gastronomic acculturation and placemaking provides a framework for hoteliers to think about dining not simply as a revenue stream or a guest satisfaction metric, but as a mechanism for cultural preservation and community empowerment. When implemented thoughtfully, this approach ensures that host communities derive meaningful and inclusive benefits from tourism activities, addressing one of the more persistent critiques of high-end resort models in small island destinations.
Beyond the keynote sessions, the conference will be structured around three panel discussions that address pressing questions across the sectors. The tourism panel will examine how emerging technologies such as biometric systems and digital flow
management are reshaping travel infrastructure, and how destinations can reconcile growth with regenerative tourism principles. The gastronomy panel will interrogate the fine line between culinary innovation and cultural appropriation, raising important questions about ownership, the ethics of rebranding heritage dishes, and the responsibilities of those who commercialise the food traditions of others.
The hospitality panel will turn its attention to the frontier of guest experience technology, examining how artificial intelligence, sentiment analysis, and emotion-sensing tools are enabling a shift from reactive service to anticipatory design. While hyper-personalisation offers clear competitive advantages, the discussion will also engage with the ethical dimensions of predictive automation, including data privacy and the risk that emotional connection becomes simulated rather than genuine.
Running concurrently with the main conference is the twenty-second
Graduate Research Colloquium, which is designed specifically to connect emerging academic talent with established researchers and industry practitioners. For the Maldivian tourism and hospitality sector, which has a longstanding interest in developing local expertise and advancing workforce capability, this parallel event offers direct value. It provides industry professionals with early visibility into the research methodologies and frameworks that will shape the sector in the coming years, while offering graduate students the kind of critical feedback that strengthens both their academic work and its practical application. The intersection of academic rigour and industry relevance that the colloquium facilitates reflects precisely the kind of environment in which meaningful innovation tends to develop.
Industry professionals are currently invited to register through the conference website.
For those engaged in shaping the future of Maldivian hospitality, the Asia Euro Conference represents a practical opportunity to engage with the ideas, frameworks, and policy directions that will define the operating environment in the years ahead.
Villa College (PHOTO/VILLA COLLEGE)
Six Senses Laamu: Award-winning CSR programme shapes sustainable hospitality
By Mariyam Saliya Mohamed
In the heart of the Maldives, nestled within the nation’s only atoll-designated Hope Spot, Six Senses Laamu is redefining the parameters of luxury tourism. The resort’s recent accolade as the ‘CSR Programme of the Year’ at the
Hotelier Maldives Awards 2025 is a testament not to a single initiative, but to a deeply integrated, datadriven philosophy of environmental and social stewardship. This is a story told in numbers: in square metres of protected seagrass, in
kilograms of sustainably sourced fish, and in the number of local students supported to become guardians of their own ecosystem.
The resort’s strategy is built on a foundation of tangible results
Sustainability initiatives by Six Senses Laamu. (PHOTO/SIX SENSES)
and meaningful engagement, far from the shallow waters of performative sustainability. It is a working model demonstrating that luxury hospitality can be a powerful force for positive change, leaving a legacy of conservation and community capacity building in one of the world’s most unique and fragile environments.
Guardians of a Marine Sanctuary
The marine conservation efforts at Six Senses Laamu are both ambitious and meticulously documented. The award-winning Maldives Underwater Initiative (MUI), a collaboration between the resort’s marine biologists and powerhouse NGOs—the Manta Trust, Maldives Resilient Reefs, and Olive Ridley Project—serves as the engine for this work. In 2024 alone, their collective efforts translated
into 1,350 hours of scientific surveys, providing critical data for national conservation databases.
The impact is evident across the atoll’s ecosystem. The team actively protects 335,024 square metres of seagrass meadows, a habitat often overlooked but crucial for marine biodiversity. This commitment has yielded a near-doubling of encounters with turtles, sharks, and rays. On the reefs, a massive coral restoration effort has seen the release of close to 3 million coral larvae, a vital intervention to bolster resilience against climate change.
The atoll’s iconic megafauna are also a key focus. The Olive Ridley Project’s work has been instrumental in safeguarding sea turtles, with nearly 1,600 hatchlings successfully reaching the ocean
The Olive Ridley Project’s work has been instrumental in safeguarding sea turtles, with nearly 1,600 hatchlings successfully reaching the ocean from the resort’s shores last year and more than 1150 individual turtles identified and monitored through photo-ID.
Sustainability initiatives by Six Senses Laamu. (PHOTO/SIX SENSES)
from the resort’s shores last year and more than 1150 individual turtles identified and monitored through photo-ID. Meanwhile, the Manta Trust team has so far identified 151 individual reef manta rays within the atoll and recorded 703 manta ray sightings in 2024, continuing their long-term study of the local population. All of this research and education converges at the Sea Hub of Environmental Learning in Laamu (SHELL), a state-of-the-art facility that uses immersive technology to connect guests and locals to the underwater world. For the team, this work is about understanding the deep connections within their environment. As Director of Sustainability and Conservation Lawrence Menz puts it, “In the Maldives, everything is connected — conservation,
culture, community. You can’t isolate one from the other.”
Weaving a Stronger Community Fabric
Six Senses Laamu’s commitment extends well beyond its marine environment, focusing on creating lasting positive impacts within the local community. In 2024, their programmes directly engaged 1,839 community members with the marine world, fostering a shared sense of ownership and responsibility.
A cornerstone of this social outreach is the ‘Hello Hallu’ (Hello Solution) education programme. To date, it has reached 944 local students, providing them with knowledge about environmental issues and encouraging them to devise their own solutions.
This deep engagement stems from a core belief that the resort is not an isolated entity but an active member of the Laamu community.
Menz with the Hotelier Maldives Award. (PHOTO/HOTELIER MALDIVES)
Last year, the programme was elevated by bringing 180 of these students to the SHELL for hands-on, practical lessons in marine conservation.
This deep engagement stems from a core belief that the resort is not an isolated entity but an active member of the Laamu community “We’re part of that local fabric and culture,” says Aishath Fithura, Community Engagement Coordinator. “Authentic engagement with our local culture and communities is what makes us uniquely Six Senses.” This philosophy drives a range of community support initiatives, from establishing fully equipped classrooms for students with special needs to supporting longterm cultural heritage projects.
Sustainable Operations from the Ground Up
The resort’s operational ethos is one of radical self-sufficiency and responsible sourcing. The ‘Plastic Free Laamu’ initiative aggressively tackles waste at its source by focusing on refusing, reducing, and repurposing materials, engaging suppliers to eliminate plastic packaging long before it reaches the atoll.
Internally, the resort produces its own bottled water, grows its own microgreens, herbs, and mushrooms, and makes everything from sauces to sodas from scratch. This commitment to local and sustainable sourcing is perhaps best exemplified by the ‘Laamaseelu Masveriya’ (Exemplary Fisher) programme. In partnership with Maldives Resilient
Reefs, this initiative has created a transparent and equitable market for small-scale artisanal fishers. In 2024, this resulted in the sourcing of 13,221 kilograms of local reef fish caught with minimal ecological impact, ensuring the fishers themselves are central to the conservation solution.
For Six Senses Laamu, these practices are not for show. They are fundamental to the resort’s identity. “It’s in our operations, in our procurement, in our hiring practices,” Menz insists. “We’re not doing it for the badge. It’s part of how we exist.” It is this holistic integration that serves as a powerful blueprint for the future of hospitality in the Maldives and beyond.
Sustainability initiatives by Six Senses Laamu. (PHOTO/SIX SENSES)
Team member longevity is both a gift and a responsibility
By Mark Eletr
Mark Eletr. (PHOTO/KANDOOMA MALDIVES)
At a resort like Holiday Inn Resort Kandooma Maldives, long-serving team members are the living memory of the place. They carry the stories of how the island, now in its 41st year as a resort, has evolved; the hard-won standards; the guests who return year after year and are greeted by name; and the small details that transform service from competent to deeply personal. Continuity builds trust – within the team and with our guests. It preserves culture, safeguards institutional knowledge, and anchors new recruits in “how we do things here.”
Team member loyalty also creates emotional equity. When someone has given 10, 15, or 20 years of their working life to an organisation, they are not just employees; they are custodians. They embody the brand promise in a way no induction manual ever could.
But longevity has another side, and honest leadership means acknowledging it.
Time can breed comfort. Familiarity can quietly turn into routine, and routine into resistance. When someone has “seen it all before,” new initiatives can feel like passing trends rather than necessary evolution. Fatigue and professional stagnation can set in, particularly in highly specialised roles. The curiosity that once drove excellence can be dulled by repetition. And in an industry changing as rapidly as ours–driven by sustainability expectations, digital transformation, artificial intelligence, and shifting guest behaviours–standing still is, in reality, falling behind.
The challenge, then, is not
choosing between stability and change, but learning to hold both at once.
Great organisations create space for two equally valid aspirations. For those who want to grow, they must offer progression, learning, and the opportunity to reinvent themselves through new roles, new responsibilities, exposure to different disciplines, and the encouragement to keep stretching. Long service should never become a ceiling; it should be a platform.
At the same time, there must be deep respect for those who find fulfilment in mastering a role and contributing consistently, day after day. Security, recognition, and dignity in work are not lesser ambitions. These team members are often the backbone of service culture, the calm in operational storms, and the mentors who quietly shape the next generation.
The art of leadership lies in discerning which is which and responding accordingly. It is about honouring experience
without allowing it to harden into complacency; about protecting loyalty while still inviting challenge; about celebrating history while making room for the future and new ways of working.
Equally important are those who bring experience from different countries, different styles of properties, and different leadership models. Even if they stay only two or three years, they inject fresh thinking, question assumptions, and introduce new perspectives that keep us moving forward.
Ultimately, it is this balance that matters most: valuing continuity while embracing change, offering both progression and security, and building a team culture that is grounded in its past yet confident in its ability to evolve.
Editor’s note: Mark Eletr is the General Manager of Holiday Inn Resort Kandooma Maldives.
The team at Kandooma Maldives. (PHOTO/KANDOOMA MALDIVES)
Nurturing family experiences: JOALI Maldives’ Mariyam Hana on crafting experiences for younger guests
By Mariyam Saliya Mohamed
In JOALI Maldives, Mariyam Hana leads the Kids Club with a vision shaped by both professional experience and personal conviction. With a career that has taken her from front office operations to managing one of the most distinctive family programmes in the country, Hana’s career reflects the evolution of Maldivian hospitality and the growing role of women in the industry.
Hana began her career in 2006 at a time when few women pursued roles in resorts. “It was a tough decision for my parents to let me join,” she recalls, explaining how she promised to return home every night before realising the reality of resort shifts. From her early roles as receptionist and telephone operator, Hana explored diverse areas of hospitality, working across reservations, spa reception, and guest relations. Her time with Six Senses as part of the pre-opening team marked a turning point, eventually guiding her towards the Kids Club, an area where her natural affinity for working with children aligned with her career.
Her move into children’s experiences was also influenced by her family background. “Many of my sisters and even my niece are in similar roles in the industry,” Hana explains. “It felt like something that came naturally.” After a career break to raise her son, she returned to the industry at JOALI, first as a Kids Club Supervisor before progressing to Manager.
At JOALI Maldives, Hana has overseen the creation of a kids’ club experience that stands apart from traditional models. “Our focus is on art, creativity, and cultural immersion. Most activities are complimentary, which is not common across many resorts,” she explains. Children can join cooking classes that go beyond pizza and sushi to include tacos, traditional Maldivian dishes like fathu mas huni, huni roshi and even beverage workshops. Hana emphasises the importance of offering variety: “We want to create experiences that both children and parents can take home, including recipes and small mementos.”
It’s a high-responsibility job. Parents trust us with their children, and one blink can change everything
Mariyam Hana. (PHOTO/JOALI)
The resort’s regular foam parties, first introduced in 2021 have also become a favourite, while special setups such as surprise baby moon experiences for expectant parents highlight the personalised approach. Local culture plays a key role too. Hana recalls hosting coconut tree discovery sessions, where children observe how coconuts are harvested and taste different stages of the fruit. Festivals also bring traditional games and crafts into the programme. “It’s important for kids to see the environment and culture around them, not just resort life,” she says.
Her approach to designing activities is grounded in both experience and education. Having studied Early Childhood Education and Psychology, Hana applies academic knowledge to tailor age-
appropriate and safe activities. She stresses that flexibility is key: “We don’t separate children strictly by age groups. Every child is different, so we personalise where we can.” This adaptability extends to her handling of repeat guests. For returning families, the team often prepares customised itineraries to ensure fresh experiences.
Safety is central to her work. “It’s a high-responsibility job. Parents trust us with their children, and one blink can change everything,” Hana remarks. From protocols for infants as young as two months to one-on-one support for children with disabilities, her team is trained to manage a range of situations. Babysitting services extend late into the evening, with long-stay families sometimes requesting the same attendant for their entire stay to build trust and familiarity.
Talent development is another area where Hana places strong emphasis. Daily 15-minute training sessions, combined with annual external training programmes, ensure her team remains sharp and confident. “Communication is the most important skill I look for,” she says. “We need to connect not just with children, but also with parents, management, and colleagues.” This communication underpins seamless service delivery, especially in a luxury environment where expectations are high. She adds: “In ultraluxury, it’s about behaviour and detail. You must know how to handle every interaction.”
Her reflections on industry change over the past decade are telling. “Luxury family travellers today expect more variety and authenticity. Ten years ago,
Activities for kids and families at JOALI Maldives. (PHOTO/JOALI)
activities were simpler. Now families want experiences that are educational, creative, and culturally relevant.” She is excited about JOALI’s upcoming projects and a Sustainability Ambassador programme. The latter, developed with the resort’s sustainability team, will certify children who complete activities around marine biology, recycling, and conservation. “We want kids to leave with not just memories, but also a sense of responsibility,” she explains.
For Hana, the role of Kids Club Manager is not an isolated function but a vital part of the resort’s overall guest experience. “If families keep returning, that’s a huge achievement,” she says. Repeat visits, she believes, are a measure of trust built through meaningful experiences for children. In her view, this contributes directly to the commercial success of the resort.
Her personal journey also carries lessons for young Maldivians. “Start anywhere. Even in public area cleaning or reception, you can
develop yourself. Explore until you find your passion,” she advises. She highlights how opportunities for women in the industry have broadened significantly in the last two decades. “It’s no longer limited to a few roles. Women are working across all departments now.”
Balancing motherhood and her career has been challenging, especially in the early years. “At first, I would cry whenever I saw children because I missed my own son. But now he understands, and I’m proud of his independence,” she says. Support from JOALI has also been critical: “If there is any family issue, I can leave immediately. That flexibility makes a big difference.”
The most rewarding moments for Hana come from seeing the direct impact of her team’s work. She recalls instances of children reluctant to join activities who later became regular participants, or parents who expressed gratitude for giving their children confidence. “For me, it’s about creating those connections. That’s what makes families return, and that’s what makes this job meaningful.”
As JOALI Maldives continues to evolve, Hana’s leadership ensures that its youngest guests are not only entertained but also inspired. Her story underscores the importance of passion, adaptability, and cultural grounding in shaping unique hospitality experiences. For the children who pass through her care, the memories are not just of games and crafts, but of discovery, learning, and connection—experiences that may well shape their lifelong relationship with travel.
Activities for kids and families at JOALI Maldives. (PHOTO/JOALI)
Activities for kids and families at JOALI Maldives. (PHOTO/JOALI)
Industry Highlights
Govt raises 2026 tourism target to 2.5 million visitors; declares 2027 as Visit Maldives Year
President Mohamed Muizzu has announced that 2027 will be designated as Visit Maldives Year, as the government increases its tourism target to 2.5 million visitors for this year.
Delivering the Presidential Address at the opening sitting of People’s Majlis on February 5, the President said tourism remains the main contributor to the national economy.
He said the government has raised its tourism target for this year from the previously budgeted 2.4 million visitors to 2.5 million.
According to the President, 2.2 million tourists visited the Maldives last year, representing a 9.8 per cent increase compared to 2024. He said tourism revenue reached USD 5.55 billion last year, an increase of 13.8 per cent over the previous year.
The Maldives Monetary Authority has projected that tourism earnings will reach USD 5.6 billion this year, the President said.
“The government aims to increase tourist arrivals to 2.5 million this year, an increase of 11.3 per cent,” he said,
Maldives’ main airport records 7% increase in passenger traffic in 2025
Velana International Airport served 8 million passengers last year, an increase of 7 per cent compared to 2024, the airport operator, Maldives Airports Company Limited (MACL) has said.
According to figures released by MACL, the total number of passengers
handled during the year included:
• 5.38 million international passengers
• 1.17 million domestic passengers
• 1.73 million seaplane passengers
MACL said the highest number of passengers handled on a single day was recorded on 28 December, when 27,381 wheel-based passengers passed through the airport.
The highest daily number of seaplane passengers was recorded on 16 February, with 7,439 passengers.
adding that achieving this target would require coordination across the sector.
To support this objective, the President announced that 2027 will be observed as Visit Maldives Year, describing it as a national initiative involving stakeholders across the tourism industry.
At the end of last year, total arrivals stood at 2.2 million, which was around 100,000 short of the government’s target of 2.3 million visitors.
According to the Ministry of Tourism, more than 200,000 tourists have arrived in the Maldives so far this year. Current data show that daily arrivals exceed 7,000 visitors.
A total of 249,214 air traffic movements were recorded at the airport during the year, representing an increase of 8 per cent compared to 2024.
These movements included:
• 34,868 international movements
• 28,348 domestic movements
• 185,998 seaplane movements
Visit Maldives hosts Q1 2026 Tourism Intelligence Briefing to align industry strategy
Visit Maldives Corporation (VMC) has successfully hosted the Quarterly Insights: Maldives Tourism Intelligence Briefing for Q1 2026, bringing together industry leaders, policymakers and key stakeholders to review tourism performance, exchange market intelligence, and align on strategic priorities for the year ahead.
The Quarterly Insights series serves as a platform for providing timely access to real-time tourism data, emerging travel trends and forwardlooking market insights, while encouraging collaboration and open dialogue across the tourism sector.
The briefing opened with remarks by Ibrahim Shiuree, Chief Executive Officer and Managing Director of Visit Maldives Corporation, who highlighted the strong growth recorded by the Maldivian tourism industry in 2025 and the country’s increasing global profile. Looking ahead to 2026, he outlined plans focused on content creation, including the launch of the Creatoll platform for content creators and its associated summit, aimed at showcasing the Maldives’ natural and cultural experiences and reinforcing its position as a premium destination.
Shiuree noted that the Quarterly Insights session provides an important space for reflection, learning and strategic planning, offering market intelligence and real-time data on emerging travel trends for the 2026 season, alongside an early view of the promotional roadmap. He
also emphasised the value of peer networking and open dialogue, stating that closer collaboration across the industry would help drive growth, resilience and global appeal.
Sabeeha Ahmed, Chief Operating Officer, presented insights on overall arrivals performance, market composition and demand outlook, while Nasrulla Adam, Chief Commercial Officer, outlined key promotional priorities for the year. Ahmed Afruh Rasheed, Creative Director, shared details of the digital marketing strategy for the first half of 2026, introducing the SeaSational Summer campaign, which aims to boost arrivals during the 2026 shoulder season.
In his closing remarks, Abdulla Giyas, Chairperson of VMC’s Board of Directors, underscored the importance of the Maldives Tourism Intelligence Briefing as a platform for continuous, data-driven dialogue and industry feedback. He highlighted the sector’s strong recent performance, marked by record arrivals and revenues, and pointed to a strategic shift from volume to value, with greater emphasis on yield, visitor spending and seasonality, while noting the industry’s resilience amid global uncertainty.
Giyas added that industry feedback gathered through the briefing plays a critical role in refining strategies and informing decision-making. He said the next Quarterly Insights session, scheduled for April, would present additional data from key institutions including the Maldives Monetary Authority, Maldives Inland Revenue Authority and Maldives Airports Company Limited, as part of ongoing efforts to strengthen the tourism sector through collaboration.
The session featured an interactive
feedback segment, allowing participants to exchange ideas, share perspectives and discuss common challenges, reinforcing the collaborative nature of the briefing. It concluded with dedicated networking opportunities, further supporting engagement and partnership among stakeholders.
Visit Maldives Corporation will continue to host the Quarterly Insights series as part of its ongoing commitment to transparency, collaboration and evidence-based tourism development.
Shiuree noted that the Quarterly Insights session provides an important space for reflection, learning and strategic planning, offering market intelligence and real-time data on emerging travel trends for the 2026 season, alongside an early view of the promotional roadmap.
Appointments
Ahmed Fazeel Lauday
Assistant Director of Rooms at Sirru Fen Fushi Maldives
A proud Maldivian hospitality professional, Lauday brings over 15 years of experience in luxury and lifestyle resorts across the Maldives, building a career centred on personalised service and operational excellence. Known for his ability to craft memorable guest journeys, Lauday has established himself as a true guest experience maker, combining refined service standards with the warmth and authenticity of Maldivian hospitality.
Mehdi Boudault
Marine Biologist at Vakkaru Maldives
Boudault, a French marine biologist, scientific diver and PADI Master Scuba Diver Trainer, holds a Master’s degree in Biology, Ecology and Evolution with a specialisation in tropical marine ecosystems. His academic background is supported by extensive field experience across the Indian Ocean and the Red Sea, where he has been involved in coral restoration, nursery construction and reef monitoring initiatives.
Frédéric Marti
Resort Manager at The Ritz-Carlton Maldives
Frédéric Marti brings more than 20 years of global luxury hospitality experience across Europe, the Middle East, and Asia Pacific. Known for his people focused leadership style and strong operational expertise, Fred has led ultra luxury resorts and award-winning dining destinations, driving performance while elevating guest satisfaction and team engagement.
Mohamed Mausoom
General Manager at Velaa Private Island
Velaa Private Island has announced the appointment of Mohamed Mausoom as General Manager, a founding team member who has been part of the resort’s journey since its very inception and who now becomes the first Maldivian to hold the position. With more than two decades of experience in the luxury tourism sector, Mausoom’s career has been defined by an unwavering commitment to service excellence, people development, and the authentic warmth of Maldivian hospitality. His appointment is particularly significant given his deep-rooted connection to Velaa’s creation and evolution.
Josefine Norrman
Director of Sales and Marketing at Banyan Tree Vabbinfaru, Dhawa Ihuru
Josefine brings extensive international experience in luxury hospitality and a strong track record in strategic sales planning, market development, and leading highperforming teams. Her expertise spans key markets including the United Kingdom, Europe, and the United States, where she has successfully driven revenue growth and strengthened client relationships.
João Miguel Pais
Director of F&B at The RitzCarlton Maldives
João Miguel Pais brings extensive international experience in luxury food and beverage leadership across Spain, Portugal, and Angola. With a career defined by large scale operations and complex multi outlet environments, João has successfully directed expansive culinary portfolios including fine dining restaurants, destination bars, beach clubs, banquet operations, and private residences.
Ahmed Moosa
Director of Airport Operations at Waldorf Astoria Maldives Ithaafushi
Ahmed Moosa has been promoted to Director of Airport Operations, building upon his previous role as Airport Manager, where he oversaw the arrival and departure experience that defines the beginning and end of every guest’s journey to the island. Ibrahim Nausad has been appointed Assistant Front Office Operations Manager, progressing from his position as Assistant Transport Manager.
Naufal Naeem Mohamed
Cluster Director of Sales at Nova, Eri Maldives
In his new position, Naufal will oversee sales direction and market strategy for both island resorts, with a focus on driving sustainable revenue, deepening partner engagement, and ensuring each property’s positioning is clearly reflected across priority markets. His appointment comes at a timely moment for Pulse Hotels & Resorts, as Nova continues to grow its presence as a soulful community-focused island resort, and Eri Maldives enters an important new chapter as the group’s latest resort opening. Naufal will spearhead growth for both resorts across key markets.
Enrico Gullotto
Operations Manager at Cora Cora Maldives
Enrico Gullotto has been promoted from Food and Beverage Manager to Operations Manager. In his new role, he will oversee resort operations with a focus on service innovation, guest experiences and coordination between departments. Gullotto brings more than 20 years of international hospitality experience, having worked in destinations including London, Bali, Singapore, Thailand, Turkey and the Middle East.
Mohamed Shiyam
Chief Personal Concierge at Waldorf Astoria Maldives Ithaafushi
Mohamed Shiyam advances to Chief Personal Concierge, having served as Personal Concierge, reflecting his dedication to anticipating guest needs and delivering the thoughtful service that defines the Waldorf Astoria experience.
Executive Chef at Vakkaru Maldives
Vakkaru Maldives has announced the appointment of Ruwan Nalindra as its new Executive Chef. Bringing more than 25 years of international culinary experience across luxury hotels, private islands and fine-dining destinations, Chef Ruwan assumes responsibility for all culinary operations across the resort’s portfolio of restaurants and bars, including Amaany, Isoletta, Onu, Cabana, Lagoon Bar and Anguru Teppanyaki. His approach emphasises precision, authenticity and respect for ingredients, shaping dining experiences that are considered and distinctive.
Nandul Radhakrishnan
Director of Revenue at Cora Cora Maldives
Nandul Radhakrishnan has been promoted from Revenue Manager to Director of Revenue. In his expanded role, he will focus on revenue growth, increasing market share and strengthening the resort’s commercial strategy. Radhakrishnan brings over a decade of experience in the Maldivian hospitality industry, with expertise in revenue management, reservations and e-commerce.
Ruwan Nalindra
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.
