Hotelier Maldives

HOTELIER MALDIVES AWARDS

THE ONLY NATIONAL TOURISM EMPLOYEE AWARDS, RECOGNISES INDUSTRY TALENT

HONOURS FOUR TOURISM VETERANS WITH DEDICATED SERVICE AWARDS 2026

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HOTELIER MALDIVES

Volume 24, Issue No: 77 May/June 2026

EDITORIAL

Ismail Faseeh, Editorial Director

Ali Naafiz, Editor naafiz@hoteliermaldives.com

Ibrahim Mahudhee, Managing Editor mahudhee@hoteliermaldives.com

CONTRIBUTING WRITERS

Thoiba Riyaz, Maha Rasheed, Moobeen Jaleel, Maaish Mohamed, Mariyam Saaliya Mohamed, Malik Mohamed, Mohamed Aleem and Ibrahim Latheef

LAYOUT DESIGN

PHOTOGRAPHY

Courtesy of the respective resorts

SALES

Abdulla Nadir nadhir@hoteliermaldives.com sales@hoteliermaldives.com

PUBLISHER

Perspective Pvt. Ltd. 4th Floor, M. Kaneeru Villa, Orchid Magu, Male’, Republic of Maldives, PO Box No. 20212 +960 7246292, +960 7910858

Dear readers,

In this issue of Hotelier Maldives, we return to a theme that continues to define our industry: people.

Tourism in the Maldives is often measured through arrivals, investments, new developments and expanding brands. These are important indicators of progress. But behind every milestone is a workforce that keeps this industry moving each day, often with little visibility beyond the properties and teams they serve. That is why the third edition of the Hotelier Maldives Awards carries particular significance. As the only national platform dedicated to recognising tourism employees, it remains a timely reminder that excellence in hospitality begins with individuals and teams whose work shapes the guest experience and strengthens the sector as a whole.

This edition reflects that spirit across its pages. Our cover stories revisit the Hotelier Maldives Awards 2026, including the recognition of four tourism veterans through the Dedicated Service Awards, and the wider conversation on how tourism expansion across the atolls can support more inclusive national growth. We also hear from leaders who are shaping the culture of hospitality in different ways — from operational excellence and purpose-driven service to human resources, training and organisational development.

Elsewhere in the magazine, we spotlight partnerships, products and projects that support the industry’s wider ecosystem. From hospitality suppliers and talent development to engineering, technology and new investment, these stories show how the sector continues to evolve, not only in scale, but in capability. We also make space for the personal and the memorable — stories of loyalty, culinary creativity and the enduring connections that bring guests back to the Maldives time and again.

As always, our aim is to document the people, ideas and enterprises shaping hospitality in the Maldives. We are grateful to our readers, partners and contributors for continuing to place value on these stories.

Thank you for reading.

Ali Naafiz Editor

How Oscar Postma champions teamwork, purposedriven service at The Ritz-Carlton Maldives, Fari Islands

Seventy-five journeys back: Why Coco Palm Dhuni Kolhu became home for Mr and Mrs Dissaux

ProHire Network: Elevating hospitality through strategic talent

Rizan Afeef: Building ‘culture architecture’ from Maldives to the Americas

Hotelier Maldives Awards, the only national tourism employee awards, recognises industry talent

Hotelier Maldives honours four tourism veterans with Dedicated Service Awards 2026

Minister Saeed says tourism expansion across atolls key to inclusive growth

Building people, building culture: Ibrahim Hameed on leading HR at Cora Cora Maldives

Chedi Hospitality, JIH Global to develop boutique resort, residences in Maldives

Because tomorrows start today: BBM’s hospitality partnership built on purpose

From ship to shore: Neil Shorthouse on Maldives, leadership, and training that changes behaviour

TechEng Expo returns, advancing engineering and technology in hospitality

Amilla Maldives hosts launch of ‘Kanethi Taste’ by Chef Nafha Ismail

Industry Highlights

How Oscar Postma champions teamwork, purpose-driven service at The Ritz-Carlton Maldives, Fari Islands

By Maaish Mohamed and Mariyam Saliya Mohamed

Oscar Postma’s journey to the Maldives was both a personal and professional evolution. Having spent over six years in the structured, fastpaced environment of Singapore, where guest interactions were often brief and transactional, his move to The Ritz-Carlton Maldives, Fari Islands introduced a different rhythm. “The biggest difference is in the guest experience,” Postma shares. “In city hotels, guests usually stay for two or three nights. They’re busy with meetings and schedules. If you get five minutes with them, it’s considered a lot. But here, you get five days or more. Guests arrive to relax, decompress, and enjoy themselves.” This extended interaction, he notes, allows for deeper connections—not only for him but for the entire team.

Since assuming the role of General Manager, Postma has set his sights

on a clear objective: to build on the resort’s existing legacy. Opened just four years ago, The Ritz-Carlton Maldives, Fari Islands, was developed with a vision for innovation and community. “My goal is to continue strengthening that foundation— not only as a resort but as part of the broader community,” he explains. His leadership approach reflects a grounded understanding of local context. “Since arriving I’ve seen firsthand the pride that Maldivians have in their culture and environment. It’s truly inspiring.”

A major element of his vision involves integrating Maldivian talent into the resort’s existing programming. The Masters of Craft programme, which features global talents across disciplines like mixology, art, performance, and wellness, is a platform Postma sees as ripe for localisation. “I’d

It’s up to us to lead by example every single day and ensure that our team lives those values authentically

Oscar Postma. (PHOTO/THE RITZ-CARLTON MALDIVES)

love to see us integrate Maldivian talent into this, whether they’re based here or abroad. How can we give them a platform to shine in their own country?”

Underpinning every guest interaction is the Ritz-Carlton service philosophy—Ladies and Gentlemen serving Ladies and Gentlemen. For Postma, this is not just a slogan, but a principle that begins with leadership. “It’s up to us to lead by example every single day and ensure that our team lives those values authentically,” he says. He acknowledges that while tradition is important, adaptability is equally vital, especially with emerging technology. “Technology, including AI, is becoming more important in hospitality. The key is using it to support—not replace—the human connection.”

Since arriving I’ve seen firsthand the pride that Maldivians have in their culture and environment. It’s truly inspiring.

Oscar Postma, General Manager, The RitzCarlton Maldives, Fari Islands

Recognition of the resort’s excellence has not gone unnoticed. Several team members were recently honoured at the Hotelier Maldives Awards 2025, a testament to the resort’s culture of excellence and collaboration. “While the awards honour individuals, it’s important to remember that excellence is always a team effort,” Postma notes. “When an Aris Meeha delivers great service, it’s because there’s a whole team supporting them—housekeeping, culinary, engineering, spa, and more.” He emphasises the importance of nurturing local talent and creating space for personal growth and achievement. “Our role is to nurture that—to help them grow, give them opportunities, and support them in achieving personal success.”

Looking forward, Postma

The Ritz-Carlton Maldives, Fari Islands.

is enthusiastic about the inaugural Fari Islands Festival—a collaborative initiative spanning three days, bringing together the talents and offerings of the entire Fari Islands collective. “It’s the first time we’re launching this, and the goal is to create not just a guest experience, but a moment that resonates across the Maldives,” he explains. “Our ultimate vision is to position Fari Islands as a social living hub in the Maldives—dynamic, meaningful, and inspiring.”

Sustainability is another cornerstone of his strategy, with a focus not only on environmental efforts but also on community engagement. “Our aim is to generate 50% of our energy from sustainable sources by the end of this year—primarily solar. The long-term goal is to reach 100%.” In addition to a full-time marine biology team and the use of drone technology to monitor coastal erosion and ocean debris, Postma sees sustainability as extending beyond technology. “Sustainability isn’t only about energy and the sea—it’s about people, too. One of the things I’m most passionate about is involving our neighbouring communities.”

The role of the Aris Meeha, or personal butler, is a central element of the guest experience at The Ritz-Carlton Maldives. Rooted in Maldivian tradition, the term referred to the royal family’s closest confidant. Postma describes the role today as “the guest’s closest point of contact, their guide, and their memory-maker throughout their stay.” He highlights the collaborative nature of the experience. “The Aris Meeha works

in tandem with the entire resort team—from chefs to wellness therapists—to create a seamless, deeply personal experience.”

While Postma speaks with clarity and composure about strategy and vision, he’s also candid about the challenges. “Operational challenges exist, of course, but they’re not so different from those in city hotels—they just take different shapes,” he shares. The deeper concern for him is relevance and responsibility. “The real challenge—and opportunity—

is ensuring everything we do benefits the community and protects the environment.” He sees the evolving landscape of Maldivian hospitality—marked by a new airport terminal and increased accessibility—as both a catalyst and a call to action. “The Maldives can’t only be seen as a honeymoon destination. We must offer deeper, more diverse experiences—and I believe we’re doing just that.”

What sets The Ritz-Carlton Maldives apart in an increasingly competitive luxury destination?

Guests at The Ritz-Carlton Maldives, Fari Islands. (PHOTO/THE RITZ-CARLTON)

According to Postma, the foundation lies in its original design and vision. “They partnered with Kerry Hill Architects to create extraordinary villas and spaces that would be a draw in and of themselves. I’ve met several guests who’ve told me they came specifically for the architecture.” But it’s not just about buildings. “What sets us apart is the care and intentionality behind every interaction. Whether it’s the Aris Meeha, the chef, the spa therapist, or the gardener picking a flower for a guest—these gestures build the emotional fabric of the experience.”

Postma sees continued innovation in guest programming, particularly for younger travellers. “We’ll continue developing Masters of Craft, but I also want to extend that programming to younger

guests through Ritz Kids.” He sees art, culture, and wellness as equally impactful for children and is working with the team to explore what that could look like.

An upcoming milestone is the maiden voyage of the third RitzCarlton Yacht, which will include a stop in the resort’s bay. “That’s incredibly rewarding to hear,” he says, referencing guests who plan their stays around the resort’s cultural and culinary events. “It allows us to showcase that Ritz-Carlton is not just about resorts—it’s a full lifestyle brand offering unforgettable experiences by land and sea.”

When asked about the legacy he hopes to leave, Postma is grounded in impact. “For me, legacy is about creating a positive, lasting impact. It’s about

celebrating the natural beauty of the Maldives, embracing the pride of its people, and protecting what makes this place so special.” At the heart of that is the development of people. “Programs like Kurimagu are close to my heart—giving Maldivians opportunities to fulfil their dreams, pursue careers, and grow within this industry.”

Oscar Postma’s leadership at The Ritz-Carlton Maldives, Fari Islands is defined not by spectacle, but by purpose. By focusing on authentic human connection, community engagement, and thoughtful innovation, he is not just continuing a legacy—but reshaping it with intention.

Guests at The Ritz-Carlton Maldives, Fari Islands. (PHOTO/THE RITZ-CARLTON)

Seventy-five journeys back: Why Coco Palm Dhuni Kolhu became home for Mr and Mrs Dissaux

By Maaish Mohamed

Mr and Mrs Dissaux.

For many visitors, the Maldives is the destination of a lifetime. For Mr Serge Roland René Dissaux and his wife, Jocelyne Christiane Jeanne ép. Dissaux, it has become something else entirely: a place woven into the rhythm of their lives, a country to which they have returned again and again over more than three decades, and a destination that now feels less like an escape and more like home.

This year, the French couple marked two milestones that few travellers could claim. Their latest stay was their 75th visit to the Maldives and their 19th visit to Coco Palm Dhuni Kolhu, facilitated with the continued support of Trans Maldivian Airways (TMA) to ensure a smooth journey to the resort. Those numbers alone tell an unusual story, but the meaning behind them runs deeper than repetition. Their bond with the Maldives, and especially with Coco Palm Dhuni Kolhu, is built on memory, friendship, ritual and a sense of belonging that has endured through changing times.

Their story with the Maldives began in 1994, when they first arrived for a ten-day holiday with friends. What followed was not a one-off trip, but the beginning of a lifelong attachment. They returned in 1995, then again in 1996, and never really stopped.

Looking back on that first journey, Serge remembers not only the setting, but the people they met.

“At the time, we were looking for somewhere special, and we found something unique in the Maldives,” he said. “What stayed with us most was the people.

We met Maldivians, Sri Lankans and Indonesians, and they were all very warm, very simple and very genuine people.”

Like many long-time visitors, the couple’s early years in the Maldives were shaped by diving. Serge recalls the joy of discovering the country underwater and the easy routine that grew around it.

“Our first impression was that it was a wonderful place. The weather was beautiful, the sea was very pleasant, and for diving it was excellent,” he said. “We began diving in the Maldives in 1994, and

Mr and Mrs Dissaux.

it was a very good way to spend the day, diving in the morning and afternoon, then spending time with friends, having a drink and talking late into the night.”

Over the years, travel habits changed, as they do for many people. The long evenings are quieter now, and the pace is slower. Yet the sense of connection has remained intact. Asked what keeps bringing them back after 75 visits, Serge’s answer was simple: “Diving is one of the main reasons, but it is also the people, the atmosphere and the feeling we have here. There is something very special in the Maldives that we have not found anywhere else.”

That sense of emotional continuity is central to how the couple speak about the country. For Serge, arriving in the Maldives still carries the same feeling after all these years. “Every time we arrive, it feels like coming home,” he said. “I always say it is my second home. I feel good as soon as I arrive in the Maldives.”

Their relationship with the Maldives has not been built only through leisure. Some of their strongest memories are tied to more difficult moments. The couple were in the Maldives during the 2004 tsunami, staying at Reethi Beach in the south. Serge remembers the emotions of that period clearly and the words spoken by local people in the aftermath.

“They were struck by nature, and many of them told tourists, ‘Please come back next time.’ They were afraid people would not return,” he said. The following year, the couple came back and tried to help in a small way. “We spent time with local people, planting

herbs and trees, and helping to restore what we could.”

Another memory that stayed with him came from time spent with a Maldivian family in the south, where he and a French friend shared daily life in their home for several days. It was an experience that deepened his understanding of the country beyond the resort setting and reinforced what he values most about the Maldives: its people and the human ties formed across visits and years.

That theme of continuity eventually led them to Coco Palm Dhuni Kolhu.

The couple first visited the resort after the Covid-19 pandemic disrupted one of their regular stays in the Maldives. In March 2020, they had been staying on another island in South Malé Atoll when the crisis escalated. Jocelyne recalled that they took the last flight back to France and had wanted to stay, but were told they had to return. When they were ready to come back to the Maldives, they needed to choose a new island.

Their decision was shaped in part

by a familiar face. Serge said they came to Coco Palm Dhuni Kolhu because they knew Group General Manager Siraj Ali Waheed from his previous role at another resort.

“We already had a very good memory of him and felt close to him, so that was one of the main reasons we came here,” he said.

What began as a return to the Maldives after Covid quickly developed into a deeper attachment to Coco Palm Dhuni Kolhu itself. Nineteen visits later, the resort has become the place they identify with most strongly in the country.

For Jocelyne, the reason is simple. “It is the people and the atmosphere,” she said. “Everyone looks after us with so much care and attention. They are so kind. Everything they can do for us, they do. Often we do not even have to ask.” She added that the team now know them well, understand their routines, and anticipate what they like. “That is why it feels like home.”

Serge also highlights a sense of familiarity, noting that many

Coco Palm Dhuni Kolhu. (PHOTO/COCO COLLECTION)

familiar faces are now at Coco Palm Dhuni Kolhu. That continuity of relationships has given the couple not just a favourite resort, but a community that has travelled with them through different chapters of their lives.

Asked to describe the spirit of the resort, Serge spoke of something difficult to define but easy to feel.

“I think there is a philosophy at Coco Palm. You either agree with it or you do not. If you agree with it, you stay. If not, you do not stay long,” he said. “The atmosphere has a very particular spirit.”

That spirit, in their telling, is shaped by people as much as place. The couple speak warmly about the staff, not in the language of service, but in the language of friendship. Some of those relationships

stretch back nearly two decades. Serge said they can talk with team members about everything from diving to daily life, from religion to politics. “That human connection matters a lot to us,” he said.

Their attachment to the resort is also expressed through the rituals that repeat with every stay. Jocelyne says they always ask for the same villa. “It is like our second home, so we do not want to change,” she said. Serge mentioned the familiar details that greet them each time: the same bottle of liqueur, the same wine, the same routines. “When we are in France, we are always talking about Coco Palm, about the Maldives, about the people we know here,” he said.

Their ideal day at Coco Palm Dhuni

Kolhu is not filled with novelty. It is defined by rhythm. They wake early, head out for scuba diving, return around midday for an aperitif, then spend the afternoon reading and resting. In the evening, they gather at Conch Bar or the Beach Bar to meet friends before dinner. They also make time to walk around the island, taking in both the beach and the vegetation that gives the island its character.

“A perfect day here is very simple, and almost every day is a good day,” Serge said.

There is something instructive in the way the couple describe what they value now. They are not looking for noise, spectacle or constant activity. “Today, we want peace and quiet,” Serge said. “We do not like noisy resorts with loud

Mr and Mrs Dissaux.

music anymore.” What matters to them is calm, familiarity, good weather, and the chance to see again the people they know.

That perspective offers a reminder of what repeat visitation often depends on in hospitality. Luxury may open the door, but loyalty is usually built through recognition, consistency and emotional comfort. Serge said that what makes them feel valued is arriving and immediately finding people they already know. “We unpack, settle in, and already everyone knows what we like, what we want and what we expect,” he said. “That is what makes us feel recognised. This place has become our second home.”

Jocelyne expressed the same feeling in more personal terms. “We are recognised. We feel that people like us, and we like them very much too,” she said. “They are not employees to us, they are friends, and we value them greatly.” She credited Siraj and his team for maintaining that atmosphere of care and consistency, and said it is the reason they have not found another place that compares. “The way we are received and welcomed every time we come, and even every time we leave, it is heartbreaking,” she said. “If I could come more often, I would.”

After 75 visits, the Maldives occupies a rare place in the couple’s lives. It is not merely a preferred destination, but part of how they imagine happiness, routine and return. Serge says that as soon as he gets back to France, he is already thinking about his next trip. “I wait for the Maldives,” he said. “I do not think about going to Spain, Italy or Indonesia. It is always

I think there is a philosophy at Coco Palm. You either agree with it or you do not. If you agree with it, you stay. If not, you do not stay long. The atmosphere has a very particular spirit.

Mr Serge Roland René Dissaux

the Maldives. If I could not come to the Maldives, I would be unhappy.”

Jocelyne feels the same. “If I could no longer come to the Maldives, I would be very unhappy,” she said. “It is not only a destination. It is a place where we feel at home.”

In an industry that often measures success in arrivals, occupancy and average spend, stories like theirs point to another measure that may matter just as much: the strength of a place in memory. For Serge and Jocelyne Dissaux, the Maldives has become a country of friendships, habits, return journeys and shared history. And within that story, Coco Palm Dhuni Kolhu is not just the resort they visit most often. It is the place where decades of affection for the Maldives have found their clearest expression.

After 75 visits to the country and 19 stays at the same resort, their loyalty is no longer surprising. It is, in many ways, the natural result of what they have been seeking since 1994: not simply beauty, but belonging.

Marine adventures at Coco Palm Dhuni Kolhu. (PHOTO/COCO COLLECTION)

ProHire Network: Elevating hospitality through strategic talent

By Mariyam Saliya Mohamed

As the Maldives’ luxury hospitality sector expands and evolves, the demand for people who can deliver service, leadership and long-term value has never been greater. Led by Mariyam Nasheeda, ProHire

Network is bringing a peoplefirst, solutions-driven approach to recruitment and workforce development, helping hospitality businesses build the teams behind exceptional guest experiences.

In the Maldives, luxury hospitality is often defined by what guests see and feel: the arrival experience, the welcome, the precision of service, and the attention to detail in every interaction. Behind every

Resort staff.

seamless stay is the strength of the team delivering it.

For resorts, hotels, restaurants, liveaboards and travel businesses, success depends on people. Finding the right individuals, developing them effectively and placing them in roles where they can perform has become a central business priority. Recruitment is no longer an administrative function. It is a strategic decision that directly affects service delivery, staff retention and operational performance.

It is within this context that ProHire Network is building its presence in the Maldives.

Led by Mariyam, ProHire Network is a recruitment and workforce solutions company designed to support businesses in building capable teams. While recruitment remains central, the company’s approach extends to consultancy, training, mentoring, HR audits, outsourcing solutions and business support.

Mariyam brings close to two decades of professional experience, including 15 years in Australia in recruitment. Prior to relocating, she also spent seven years at Soneva Resorts (then operating under Six Senses Resorts), where she gained operational exposure within a luxury hospitality environment. This combination of on-the-ground resort experience and international recruitment expertise informs the company’s approach.

“Hospitality is ultimately about people,” says Mariyam, founder of ProHire Network. “You can create a strong product, but the

guest experience will always depend on the people delivering it. Our role is to help businesses build those teams in a way that supports both immediate needs and long-term growth.”

Her vision goes beyond transactional hiring.

“We are not here just to send CVs,” she says. “We focus on understanding each client’s goals, culture and operational challenges. Recruitment should be part of a wider people strategy.”

This philosophy is reflected in ProHire Network’s services, which include sourcing, screening and placement,

alongside training, mentoring and consultancy support. The company also provides a platform for candidates to connect with opportunities across the industry.

Expanding expertise with industry experience

As part of its growth, ProHire Network has expanded its team with the addition of Divya Uphar Gajmer, a talent acquisition specialist with over 12 years of experience in luxury hospitality recruitment.

Divya has worked across the Maldives, Thailand, India and international markets, including serving as Group Talent Acquisition

Mariyam Nasheeda.

Manager at Soneva Resorts, where she oversaw recruitment for multiple properties and largescale hiring operations. She has led pre-opening recruitment, managed high-volume hiring and delivered talent solutions for luxury and VVIP environments .

Her experience strengthens ProHire Network’s ability to support hospitality clients across senior leadership roles, operational hiring and pre-opening projects.

“With the addition of Divya, we are strengthening our ability to support clients at a higher level,” Mariyam says. “Her experience in luxury hospitality recruitment and pre-opening operations

aligns closely with the needs of the Maldivian market.”

A consultative approach to recruitment

For hospitality businesses, talent needs are rarely static. Properties may be opening new facilities, restructuring teams or strengthening leadership. Each situation requires more than filling vacancies.

“Hiring the right person means understanding the business environment,” Mariyam says. “It is about the property, the team culture and the operational realities.”

ProHire Network positions itself

Our role is to help businesses build those teams in a way that supports both immediate needs and longterm growth.

Mariyam, Founder, ProHire Network

as a consultative partner rather than a transactional recruiter. The company works closely with clients to align recruitment strategies with business objectives, recognising that each property requires a tailored approach.

In the Maldives, where operational pressures and timelines are tight, outsourcing recruitment processes can improve efficiency. Internal teams often balance multiple priorities, and external support can streamline hiring.

“We want to make recruitment more effective for employers,” Mariyam says. “When businesses have the right support, they can focus on operations and growth.”

Mariyam Nasheeda.

Supporting long-term workforce development

Beyond recruitment, ProHire Network supports long-term workforce development through training, mentoring and HR advisory services. These services are designed to help businesses strengthen internal structures and improve retention.

For hospitality operators, recruitment and development are interconnected. A successful hire requires onboarding, support and long-term engagement.

This approach is increasingly relevant in the Maldives, where retaining skilled professionals remains a challenge. Island operations add complexity, making workforce planning a key consideration.

Positioned for industry growth

The Maldivian hospitality sector continues to expand, with new developments and evolving service expectations. As businesses grow, workforce needs become more complex, particularly in leadership recruitment and organisational development.

Mariyam sees this as an opportunity to shift how recruitment is approached.

“Too often, recruitment is reactive,” she says. “The strongest businesses plan ahead. They invest in people, build leadership pathways and create environments where teams can grow.”

ProHire Network aims to support that shift by offering structured, practical workforce solutions

aligned with business goals.

“Our aim is to empower organisations with recruitment and training solutions that are sustainable and relevant,” she says. “Strong teams drive service and growth.”

In an industry defined by people, that focus is central. With its combined expertise, expanding team and consultative approach, ProHire Network is positioning itself as a partner to hospitality businesses across the Maldives.

Resort staff at Velana International Airport.

Rizan Afeef: Building ‘culture architecture’ from Maldives to the Americas

By Mariyam Saliya Mohamed

Rizan Afeef.

When Rizan Afeef began his career in the early 2000s, he was working in commercial roles and learning the mechanics of operations and revenue. But the turning point came when he found himself “more curious about people than processes”.

“I was fascinated by what made teams perform under pressure and how leadership energy influenced morale,” he says.

That curiosity became a career, and later a leadership mission. Today, Rizan serves as Director, Talent and Culture, Americas at Rosewood Hotel Group, based in Dallas, Texas, supporting Talent and Culture operations across the region.

From commercial roles to Human Resources leadership Rizan’s entry into hospitality Human Resources came during a period of major transition in the Maldives.

“When I transitioned into Human Resources during the major post-tsunami reopening phase in 2005, while working with Four Seasons at Kuda Huraa in the Maldives, I witnessed something

truly transformative. We were not simply hiring employees, we were restoring confidence, rebuilding capability, and reigniting belief,” he recalls. “That was the moment I realised HR could be far more than a function. It could be leadership.”

His framing of the profession is direct: “Businesses do not create experiences, people do. And if you influence people positively, you influence everything.”

Career jumps that shaped his trajectory Looking back, Rizan points to the uncomfortable assignments that forced him to expand beyond a traditional HR playbook.

“My progression was accelerated not by chasing titles, but by consistently embracing discomfort and stepping into moments that stretched me beyond my comfort zone,” he says. “By doing so, I was able to create meaningful impact, not only within the organisation, but in the lives and careers of the people I had the privilege to support and develop.”

Pre-opening and task force

My progression was accelerated not by chasing titles, but by consistently embracing discomfort and stepping into moments that stretched me beyond my comfort zone.

Rizan Afeef, Director, Talent and Culture, Americas at Rosewood Hotel Group

assignments, he explains, moved him quickly into areas that many HR professionals only encountered much later: workforce planning, compensation philosophy, employer branding, compliance, and culture design. He describes task-force assignments as a different kind of pressure test, requiring “agility, humility, and rapid trust-building”.

Three decisions, in his view, most accelerated his journey from HR Officer to Director:

• “Saying yes to challenging assignments, even when they felt overwhelming.”

• “Learning the business deeply: finance, operations, guest experience, not just HR.”

• “Building credibility through fairness, consistency, and data-backed decisions.”

His conclusion is a reminder to anyone aiming for leadership in hospitality: “Leadership is earned long before it is given.”

Maldives foundations: “leadership must be visible” Rizan’s senior HR and training

Four Seasons Kuda Huraa.

roles in the Maldives included stints at Six Senses Laamu and multiple Anantara properties, among other flagship operations. Those years, he says, shaped the way he leads to this day.

“The Maldives shaped my leadership identity more than any other destination,” he says. “Island hospitality teaches you that leadership must be visible. Resorts are living communities, colleagues share space, culture, celebration, and hardship. Engagement is immediate and tangible.”

He argues that performance and culture are inseparable, particularly in resort environments where service standards are high and teams are diverse.

“Working at flagship properties like Four Seasons, Six Senses

Our responsibility is not only to adopt new technologies, but to prepare, upskill, and

empower our workforce to work alongside them.

Rizan Afeef, Director, Talent and Culture, Americas at Rosewood Hotel Group

Laamu and multiple Anantara resorts taught me that culture is not accidental, it is designed,” he says. “When engagement scores rose, service excellence followed. When leaders were accessible, trust deepened.”

Those lessons, he adds, are still central to his work now, even with a wider corporate remit: “The Maldives taught me that fairness must be seen, not assumed. It taught me that listening is more powerful than directing. And it taught me that people remember how you made them feel long after they forget what you said.”

Global mobility:

three adjustments HR leaders must make

Over the years, Rizan has worked across multiple markets including the Maldives, Seychelles,

Four Seasons Kuda Huraa.

Malaysia, China, Malta, Qatar, the British Virgin Islands and the United States. That global mobility, he says, demands more than technical HR capability.

“Working across highly specialised and geographically diverse regions has reinforced three key adjustments HR leaders must make,” he explains.

First is what he calls legal intelligence. “Labour laws differ drastically. Respecting local legislation builds credibility and safeguards culture.”

Second is cultural sensitivity, grounded in emotional intelligence. “Communication styles vary. In some cultures, feedback is direct and assertive; in others, it is relational and layered. Leaders must have the emotional awareness to read the room, understand unspoken cues, and adapt their approach accordingly, without compromising their values.”

Third is the ability to balance global standards with local relevance. “Brand culture should unify, not override local identity.”

In short, he says, global exposure helps, but mindset keeps you effective: “Global exposure broadens perspective. But humility sustains success.”

Reality of pre-opening HR: “culture architecture” Rizan has also undertaken international task force and preopening assignments, including Rosewood Doha and earlier task force engagements in China. One of the biggest misconceptions, he believes, is that pre-opening

HR is primarily about recruitment.

“Pre-opening HR is often misunderstood as being primarily about recruitment. Pre-opening HR is not just recruitment, it is culture architecture,” he says.

His approach starts with foundations that allow an operation to scale without losing coherence:

• clear manning guides and salary philosophy

• structured recruitment and employer positioning

• cultural onboarding and brand immersion

• leadership alignment sessions

• compliance frameworks and payroll infrastructure

“If these foundations are unstable, the operation struggles long-term,” he says. “Pre-opening HR is intense. But it is also deeply purposeful, because you are shaping the DNA of the organisation.”

From HR to Talent and Culture Rizan’s current role sits under the Talent and Culture umbrella, a shift he sees as more than rebranding.

“Traditional HR focused heavily on policies, processes, and compliance,” he says. “Modern Talent & Culture focuses on experience, engagement, leadership development, and future-readiness.”

Rizan Afeef.

Rizan

“The difference is philosophical. We no longer manage employees. We create environments where people can thrive.”

Across the Americas, he says, the day-to-day priorities are about alignment: ensuring culture, leadership capability, compliance and engagement remain consistent across multiple countries and properties. “Talent & Culture is forward-looking. It anticipates workforce needs rather than reacting to them.”

Advice for young Maldivians aiming to go global

For Maldivians between 20 and 28 who want international

exposure, Rizan’s guidance is deliberately practical, focused on building career mobility through capability and credibility.

“Young Maldivians aspiring to go global should focus not only on technical capability, but also on strengthening emotional resilience, empathy, and humility,” he says. “These qualities, combined with communication mastery, digital fluency, crossfunctional exposure, professional branding, mentorship, and a solid understanding of global hospitality standards, create a strong foundation for international growth.”

He urges candidates to use the next 24 months with clear intention:

• Communication mastery — spoken and written English

• Digital fluency — Excel, basic analytics, and HR systems exposure

• Cross-functional learning — volunteering beyond your department

• Professional branding — including LinkedIn presence and authentic storytelling

• Intentional mentorship

— seeking guidance and feedback consistently

• Understanding labour laws and global hospitality standards

• Exposure to pre-opening or task-force environments

• Developing emotional resilience, empathy, and humility — the ability to navigate change, lead with compassion, and remain grounded while growing

“Global careers are not built overnight. They are built deliberately,” he says. “Preparation creates mobility, and character sustains it.”

Leadership non-negotiables in diverse teams

Rizan’s profile highlights experience in complex

multicultural environments and leadership methods anchored in motivation, involvement, and clarity. In practice, he says trust is built through consistency and integrity, not hierarchy.

In diverse teams, his nonnegotiables are:

• clarity in communication

• consistency in fairness

• emotional intelligence in conflict

• visible leadership during crisis

Rizan Afeef with his family.

• meritocracy over favouritism

• Leading with compassion and humility

“Trust is built when people feel respected and treated equally,” he says. “In multicultural teams, perception matters just as much as policy. Leaders must be culturally intelligent, but unwavering in integrity.”

“Leadership is not about authority. It is about credibility.”

Tourism’s next phase: what resorts should do now

As tourism moves into a new era shaped by AI-enabled operations, widening skills gaps, shifting employee expectations, and a stronger focus on wellbeing, Rizan believes Maldives resorts and hospitality groups must modernise how they attract, develop, prepare, and retain talent — particularly in equipping the workforce to confidently embrace the new AI-driven landscape.

“Tourism is entering a transformative era, defined by AI integration, skills shortages, heightened employee expectations, and growing wellbeing awareness,” he says. “Our responsibility is not only to adopt new technologies, but to prepare, upskill, and empower our workforce to work alongside them. At the same time, we must intentionally build purpose into the employee experience, because technology may drive efficiency, but purpose drives performance.”

His recommendations include:

• Integrating AI-assisted recruitment while preserving human judgement and

ethical oversight

• Investing in digital learning platforms and leadership academies to future-proof talent

• Developing AI literacy programs to prepare employees for automationenhanced environments

• Embedding mental health and financial literacy initiatives

• Creating visible and structured career mobility pathways

• Strengthening employer branding on a global scale

• Instilling a strong sense of purpose at every level, ensuring employees understand how their role contributes to the broader mission

“The new workforce values growth, balance, adaptability, and purpose — not just compensation,” he says. “HR must evolve from administrative support to strategic architect, designing an ecosystem where technology enhances human capability rather than replaces it.”

Message to the youth:

“Your nationality is not your limitation”

For young Maldivians who doubt they can build international careers, Rizan’s message is both personal and direct.

“Your nationality is not your limitation. Your mindset might be,” he says.

He reflects on starting out in island environments and not knowing how far the journey could go, and points to “preparation, humility, and emotional intelligence” as the difference-makers.

This week, he suggests, young professionals can

take immediate steps:

• refine your CV

• update your LinkedIn profile

• ask your manager for honest developmental feedback

• read global hospitality insights daily

• identify a mentor

• proactively seek crossexposure and international task-force opportunities

• Developing emotional resilience, empathy, and humility

“Small actions compound into global journeys,” he says.

“Technology will continue to evolve. But hospitality will always remain human.”

His final point returns to the theme that has shaped his career: people drive performance, culture, and guest experience.

“Rekindle the human factor, in yourself first,” he says.

“Because buildings create infrastructure. People create experience. And Maldivians have a natural gift for people.”

Small actions compound into global journeys. Technology will continue to evolve. But hospitality will always remain human.

Rizan Afeef, Director, Talent and Culture, Americas at Rosewood Hotel Group

Hotelier Maldives Awards 2026 gala.

Hotelier Maldives Awards, the only national tourism employee awards, recognises industry talent

Hotelier Maldives on April 26 announced the winners of Hotelier Maldives Awards 2026, presented by Bestbuy Maldives (BBM), at a gala ceremony held at NIVA Kurumba Maldives.

Now in its third edition, the annual awards recognise individuals, teams and programmes across the tourism industry, and remain the only awards in the Maldives dedicated to recognising the talent and contribution of resort employees. This year’s ceremony brought together hoteliers, industry partners and tourism stakeholders to celebrate achievement across resort operations, guest services, leadership, sustainability, training and commercial performance.

Transport Partner Souvenir Marine; Organising Partner Storm Events; Associate Partners SESSION by OOFI, Lightsout Studios, Blue N White and Maldives Insider; and Broadcast Partner Maldives TV.

Ali Naafiz, Editor of Hotelier Maldives, said the awards continue to highlight the people and teams whose work drives the Maldives tourism industry every day.

“Hotelier Maldives Awards was created to recognise the individuals, teams and programmes that play a central role in the success of our tourism industry. The 2026 winners reflect the depth of talent, commitment and professionalism present across resorts and hospitality businesses in the Maldives. We congratulate all of this year’s winners and nominees for their contribution to the industry,” he said.

The winners of Hotelier Maldives Awards 2026 are:

WELLNESS

PERSONALITY OF THE YEAR

Mayuree Khamnonmuang, Centara Mirage Lagoon

Maldives and Centara Grand Lagoon Maldives

Mayuree was recognised for her long-standing contribution to spa and wellness operations, including her role in three spa pre-openings, her progression into cluster assistant spa manager, and her work in training team members and supporting revenue growth through targeted spa initiatives.

CONCIERGE/GUEST SERVICES PERSONALITY OF THE YEAR

Aminath Malsa Shiyam, The Ritz-Carlton Maldives, Fari Islands

Malsa was honoured for her role in shaping guest relations operations at the resort, leading service recovery, guest recognition, team coordination and personalised guest journeys, while also contributing to hospitality education and mentoring.

HOUSEKEEPER OF THE YEAR

Ahmed Fazeen, One&Only Reethi Rah Fazeen was recognised for rising from the resort’s pre-opening team to Executive Housekeeper and for leading a department that achieved 100% scores in both Forbes Travel Guide and LQA housekeeping audits, alongside staff development and team recognition across Kerzner properties.

IT PERSONALITY OF THE YEAR

Abdulkader Anwar, Kandima Maldives

Anwar received the award for strengthening IT infrastructure, improving cybersecurity and risk management, and supporting the development of local IT talent while maintaining reliable systems and operational support across the resort.

ENGINEER OF THE YEAR

Hussain Hameed, Holiday Inn Resort Kandooma Maldives

Known as “Chief”, Hussain was recognised for leading the engineering function through planned maintenance, infrastructure upgrades, cost control, sustainability initiatives and community support, while maintaining operational reliability in a demanding island environment.

LANDSCAPER OF THE YEAR

Abdulla Ibrahim, Sun Siyam Olhuveli

Abdulla was honoured for reshaping the resort landscape with native and climate-suitable planting, improving guest spaces and walkability, and introducing environmentally conscious practices such as repurposing seagrass into natural fertiliser.

SECURITY OFFICER OF THE YEAR

Yaugoob Ishag, OBLU XPERIENCE Ailafushi & OBLU SELECT Lobigili Yaugoob was recognised for nearly two decades of work in safety and security, including leadership across multiple resort departments and his role in integrating resort security with guest service delivery.

HR & TRAINING PERSONALITY OF THE

YEAR

Mohamed Hussain Shihab, InterContinental Maldives Maamunagau Resort

Shihab received the award for his strategic HR leadership across IHG Maldives properties, his work in compliance, colleague engagement and succession planning, and his wider contribution to developing hospitality talent in the Maldives.

AVIATOR OF THE YEAR

Shazeen Mansoor, Manta Air

Captain Shazeen was recognised for his role in flight training, safety and quality oversight, CORSIA compliance, and his contribution to Manta Air’s operational standards, backed by nearly 20 years of aviation experience.

MARINER OF THE YEAR

Abdul Muhaimin Adam, Alila Kothaifaru Maldives

Abdul Muhaimin was honoured for his work in safe and timely marine transfers, front office and transport coordination, VIP guest handling and coaching junior team members in marine safety and service standards.

PROCUREMENT PERSONALITY OF THE YEAR

Ali Shareef, Angsana Velavaru

Ali Shareef received the award for overseeing full procurement operations at the resort, managing major CAPEX procurement, strengthening internal controls and improving audit and compliance performance.

FINANCE PERSONALITY OF THE YEAR

Mahmoud Matar, Waldorf Astoria Maldives Ithaafushi

Mahmoud was recognised for strengthening financial governance, automating operational and financial reporting, and supporting profitability through value-driven financial management.

SALES PERSONALITY OF THE YEAR

Thaaif Ahmed, Avani+ Fares Maldives Resort

Thaaif received the award for driving room revenue growth, expanding the resort’s global distribution network, building market visibility and launching sports-based brand initiatives that generated commercial and PR value.

MARKETER OF THE YEAR

Canan Karabagli, The Ritz-Carlton Maldives, Fari Islands

Canan was recognised for leading major brand campaigns, partnerships and local collaborations, while helping elevate the resort’s international recognition across travel and hospitality platforms.

PR AND COMMUNICATIONS PERSONALITY OF THE YEAR

Duygu Tartar, JOALI Maldives & JOALI BEING

Duygu received the award for her role in shaping and protecting the JOALI brand, strengthening international positioning, driving major media coverage and leading brand communications across multiple channels and teams.

CHEF OF THE YEAR AND BBM CHAIRMAN’S

SPECIAL AWARD FOR CHEF OF THE YEAR

Christian Christoffer Pedersen, The St. Regis Maldives Vommuli Resort

Chef Christian was honoured for culinary leadership that improved guest satisfaction, introduced new dining concepts, advanced sustainabilityfocused menu development and strengthened kitchen culture and team engagement. In addition to Chef of the Year, Christian also received the BBM Chairman’s Special Award in recognition of his broader culinary leadership and impact across the resort’s food offering.

F&B PERSONALITY OF THE YEAR

Ayaaz Mohamed, One&Only Reethi Rah

Ayaaz was recognised for his leadership across food and beverage operations, contribution to major events and collaborations, strong hygiene and quality audit results, and his focus on team development.

WATERSPORTS PERSONALITY OF THE YEAR

Zaid Ahmed, Royal Island Resort & Spa

Zaid received the award for mentoring watersports staff, expanding product offerings, supporting budget performance and maintaining strong guest satisfaction through training, innovation and service delivery.

DIVING PERSONALITY OF THE YEAR

Mohamed Arzan, Villa Nautica

Arzan was recognised for combining dive operations leadership with marine knowledge, mentoring his team, maintaining service quality and supporting both guest satisfaction and departmental revenue performance.

AIRPORT REPRESENTATIVE OF THE YEAR

Mohamed Mihad, Amilla Maldives

Mihad was honoured for ensuring smooth airport-to-resort transitions, improving lounge service standards, mentoring team members and maintaining a consistent standard of personalised guest handling.

YOUNG HOTELIER OF THE YEAR

Aminath Nus-ha Hassan, Cora Cora Maldives

Nus-ha received the award for her contribution to training, engagement and talent development, including leading the resort’s internship programme and supporting local and international interns into hospitality careers.

RESORT MANAGER OF THE YEAR

Hassan Saeed, NIVA Dhigali Maldives

Hassan was recognised for operational leadership, people development and community engagement, including structured training initiatives and CSR work with local councils and stakeholders.

GM OF THE YEAR

TJ Joulak, Waldorf Astoria Maldives Ithaafushi

TJ received the award for sustained business growth, leadership in team engagement and retention, and building a culture that supports talent development and long-term operational performance.

HOTEL TEAM OF THE YEAR

JOALI Maldives

JOALI Maldives was recognised for strong cross-department collaboration, year-on-year revenue growth, guest satisfaction gains, repeat business and the team’s contribution to the resort’s global recognition.

TRAINING AND DEVELOPMENT PROGRAMME OF THE YEAR

VET by EHL Programme, Patina Maldives, Fari Islands

The programme was honoured for developing local hospitality talent through an 18-month accredited training pathway, graduating 12 students and supporting retention and internal promotion.

CSR PROGRAMME OF THE YEAR

Fushifaru Maldives and Meyyafushi Maldives

The award recognised the Plastic Aa Nulaa initiative for its contribution to environmental awareness, plastic reduction and community-driven sustainability action.

SUSTAINABILITY CHAMPION OF THE YEAR

Coco Palm Dhuni Kolhu

Coco Palm Dhuni Kolhu received the award for embedding sustainability into operations, conservation and guest experience, including a decade-long partnership with Olive Ridley Project and continued work in farm-to-table and low-impact resort practices.

SALES & MARKETING TEAM OF THE YEAR

Aitken Spence Hotels, Maldives

The team was recognised for global trade engagement, agent education, large-scale familiarisation programmes and international broadcast partnerships that strengthened destination and resort visibility.

ROOMS DIVISION TEAM OF THE YEAR

SO/ Maldives

SO/ Maldives received the award for integrated front office and housekeeping operations, stronger logistics, improved productivity and proactive guest engagement across the rooms division.

HR & TRAINING TEAM OF THE YEAR

Conrad Maldives Rangali Island

The team was honoured for structured recruitment, onboarding, training, engagement and inclusion practices, alongside recognition for staff wellbeing, career development and HR contribution.

ENGINEERING TEAM OF THE YEAR

Six Senses Kanuhura

Six Senses Kanuhura received the award for maintaining resort infrastructure, supporting development projects and festive operations, and delivering preventive maintenance in line with sustainability values.

FINANCE TEAM OF THE YEAR

OZEN LIFE MAADHOO

The finance team was recognised for strong governance, budgeting, forecasting, cost control and financial reporting that supported the resort’s operational and long-term performance.

F&B & CULINARY TEAM OF THE YEAR

The Ritz-Carlton Maldives, Fari Islands

The Ritz-Carlton Maldives, Fari Islands’ team received the award for culinary and service consistency, operational discipline, guest satisfaction and Forbes Travel Guide Four-Star recognition.

WELLNESS TEAM OF THE YEAR

OZEN RESERVE BOLIFUSHI

The ELE|NA wellness team was honoured for business growth, guest satisfaction, personalised wellness programming and international recognition for wellness and sustainability-focused practices.

SUPPORT TEAM OF THE YEAR

Hilton Maldives Amingiri Resort & Spa

The Hilton Maldives Amingiri Resort & Spa team received the award for its role in shaping the family guest experience through structured programming, festive event support, guest loyalty and revenue contribution.

Hotelier Maldives said nominations for Hotelier Maldives Awards 2027 are expected to open in early January 2027, with the platform set to return for its fourth edition next year.

Hotelier

Hotelier Maldives honours four tourism veterans with Dedicated Service Awards 2026

Hotelier Maldives Awards 2026 gala.

Hotelier Maldives has recognised four long-serving tourism professionals with the Dedicated Service Awards at the Hotelier Maldives Awards 2026, held on April 26 at NIVA Kurumba Maldives.

Presented by Bestbuy Maldives (BBM), the Hotelier Maldives Awards 2026 marked the third edition of the annual awards, which remain the only national recognition in the Maldives dedicated to acknowledging the talent and contribution of resort employees.

The Dedicated Service Awards are selected by the Hotelier Maldives team and presented in addition to the 23 individual and 12 team awards conferred during the gala. The special recognition honours individuals whose careers have made a lasting contribution to the development of the Maldivian tourism industry.

This year’s recipients are Adam Saeed of Bandos Maldives, Mohamed Waheed of Equator Village, Mohamed Naeem of Banyan Tree Vabbinfaru, and Abdul Samad Ibrahim of Club Med Maldives.

“Through the Dedicated Service Awards, we want to recognise individuals whose work has helped shape the tourism industry in the Maldives over many years,” said Ali Naafiz, Editor of Hotelier Maldives. “These four honourees represent dedication, professionalism and service that have supported resorts, teams and communities across the country. Their contribution goes beyond their own workplaces and forms part of the wider story of Maldivian tourism.”

Adam Saeed, Bandos Maldives

The special recognition honours individuals whose careers have made a lasting contribution to the development of the Maldivian tourism industry.

Adam Saeed was recognised for more than 34 years of service in human resources and administration, and for his continued contribution to workforce management, compliance and operational continuity at Bandos Maldives.

His work has supported the dayto-day functioning of the resort’s HR operations through the handling of documentation, employee processing and compliance procedures. In 2025, he

Adam Saeed, Bandos Maldives.

Mohamed Waheed, Equator Village.

continued to play a central role in managing expatriate employment requirements, including visa coordination and regulatory documentation, helping ensure uninterrupted workforce support.

Known for his reliability, integrity and confidentiality, Adam has remained a steady presence within the organisation through periods of operational change and staff movement. His long service and structured approach to HR administration have contributed to employee trust

and organisational stability.

Mohamed Waheed, Equator Village

Mohamed Waheed, Resort Manager at Equator Village, was honoured for his long career in tourism spanning nearly four decades, as well as his contribution to resort operations and community engagement in Addu.

Waheed began his career in tourism in 1986 as a trainee receptionist at Villingili Beach Resort. Over the years, he

developed his skills across front office and resort operations, progressing into management roles. He later worked at Ziyaaraifushi Tourist Resort and remained with the property after it was redeveloped as Summer Island Maldives under Kaimoo Travels and Hotel Services.

He later returned to his home atoll to lead Equator Village in Gan, Addu, where he now serves as one of the country’s few local resort managers. In addition to overseeing resort operations and guest relations, Waheed has also used his experience to encourage younger generations to consider careers in tourism, including through visits to local schools. His career reflects the growth of Maldivian tourism from its early years to the present day.

Mohamed Naeem, Banyan Tree Vabbinfaru

Mohamed Naeem, who retired at the end of 2025 as Deputy General Manager of Banyan Tree Vabbinfaru, was recognised for a career that spanned four decades and for his role in shaping resort operations, staff welfare and industry standards in the Maldives.

His journey on Vabbinfaru began in the 1980s. Naeem was part of a period that saw the resort influence broader practices across the tourism industry, including sustainability, wellness, staff welfare and equal opportunity in the workplace.

He reflected on the company’s early emphasis on caring for associates, respecting Maldivian culture and investing in people. He also noted Banyan Tree’s role in introducing practices that later

Mohamed Naeem, Banyan Tree Vabbinfaru.

Abdul Samad Ibrahim, Club Med Maldives.

became more widely adopted in the industry, including structured leave systems, staff development measures and a strong focus on sustainability. His retirement coincided with the resort’s 30th anniversary under Banyan Tree, marking the conclusion of a career closely linked to the development of Maldivian hospitality.

Abdul Samad Ibrahim, Club Med Maldives

Abdul Samad Ibrahim, General Affairs Manager at Club Med Kani, was honoured for more than four decades of continuous service in the tourism sector and for a career that has been closely associated with the growth of the Club Med brand in the Maldives.

He joined the tourism industry in December 1980 at Medhufinolhu, now known as One&Only Reethi

Rah, as Cashier cum Assistant Manager. He later worked at Thulhagiri as Receptionist cum Cashier before joining Club Med Farukolhufushi in December 1983 as Personnel Manager. He has remained with Club Med since then, and now serves as General Affairs Manager at Club Med Kani.

Over the years, Abdul Samad has received several awards in recognition of his service, including the Best Service Award from Club Med France in 1990, the Long Service Award from Club Med Maldives in 2013, and the Honouree Award from Club Med China in 2014. He has also received recognition from the Government of Maldives for his contribution to the tourism industry.

Hotelier Maldives said the Dedicated Service Awards reflect

the publication’s commitment to recognising those whose longterm efforts have supported the growth and continuity of the country’s tourism sector.

The Hotelier Maldives Awards 2026 was presented by Bestbuy Maldives (BBM) as Title Sponsor. Other sponsors and partners included Dhiraagu, STO Energy and Maldives Airports Company Limited (MACL) as Platinum Sponsors; Bank of Maldives (BML) as Banking Partner; Male’ Aerated Water Company (MAWC) as Beverage Partner; ALIA and Metalsigns as Associate Sponsors; Souvenir Marine as Transport Partner; Storm Events as Organising Partner; SESSION by OOFI, Lightsout Studios, Blue N White and Maldives Insider as Associate Partners; and Maldives TV as Broadcast Partner.

Hotelier Maldives Awards 2026 gala.

Minister Saeed says tourism expansion across atolls key to inclusive growth

Minister of Economic Development, Transport and Trade Mohamed Saeed has said the government is working to expand the benefits of tourism across the atolls by strengthening connectivity, enabling investment and supporting

local entrepreneurship.

Speaking as Chief Guest at the Hotelier Maldives Awards

2026 gala held at NIVA Kurumba Maldives on April 26, Minister Saeed said tourism remains central to the Maldivian economy and

national identity, but its future growth must be more inclusive, diversified and resilient.

“A key priority of this vision is the expansion of tourism across our atolls,” Minister Saeed said. “For too long, the benefits of tourism

Minister Saeed speaks at the Hotelier Maldives Awards 2026 gala.

have been concentrated in specific areas. We are now working to ensure that opportunity reaches every corner of our country.”

He said the government’s approach is aimed at opening new frontiers for tourism and bringing jobs, income and development closer to island communities. According to the minister, improved connectivity, investment facilitation and support for local businesses are central to ensuring wider participation in the sector.

Minister Saeed said the next phase of tourism development must also go beyond the Maldives’ traditional positioning around sun, sea and sand. He noted that culture, heritage, wellness, sports and community-based experiences have a growing role in the country’s tourism offering.

He said this diversification would create new pathways for small businesses, creatives and local producers to become part of the tourism value chain. Such participation, he added, would increase the resilience of the sector and deepen the economic impact of visitors across the country.

Referring to the work of the Visitor Economy Council established at the President’s Office, Minister Saeed said the council had helped translate policy priorities into practical outcomes over the past two years. He said its work had strengthened cross-sector coordination, expanded local supply linkages and enabled broader participation in tourism as a driver of national development.

However, the minister said policy

alone would not drive progress, emphasising the role of tourism employees in sustaining the Maldives’ global reputation.

“To all employees being recognised tonight: you are the ambassadors of our nation,” he said. “Your professionalism, warmth and dedication are what turn visitors into lifelong advocates for the Maldives. You are not just part of this industry — you are its foundation.”

Minister Saeed also addressed industry stakeholders and partners, stating that continued investment, innovation and collaboration would be required as the Maldives responds to changes in the global tourism landscape. He said the government would work with the industry to remove barriers, create opportunities and keep the sector competitive.

Now in its third edition, the annual Hotelier Maldives Awards recognise individuals, teams and programmes across the tourism industry, and remain the only awards in the Maldives dedicated to recognising the talent and

contribution of resort employees. This year’s ceremony brought together hoteliers, industry partners and tourism stakeholders to celebrate achievement across resort operations, guest services, leadership, sustainability, training and commercial performance.

Hotelier Maldives Awards 2026 was presented by Bestbuy Maldives (BBM) as Title Sponsor. Other sponsors and partners included Platinum Sponsors Dhiraagu, STO Energy and Maldives Airports Company Limited (MACL); Banking Partner Bank of Maldives (BML); Beverage Partner Male’ Aerated Water Company (MAWC); Associate Sponsors ALIA and Metalsigns; Transport Partner Souvenir Marine; Organising Partner Storm Events; Associate Partners SESSION by OOFI, Lightsout Studios, Blue N White and Maldives Insider; and Broadcast Partner Maldives TV.

Minister Saeed congratulated the award recipients and thanked tourism professionals for their role in making Maldivian tourism “a global benchmark of excellence.”

Minister Saeed speaks at the Hotelier Maldives Awards 2026 gala.

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Building people, building culture: Ibrahim Hameed on leading HR at Cora Cora Maldives

By Mariyam Saliya Mohamed

Ibrahim Hameed. (PHOTO/CORA CORA MALDIVES)

When Ibrahim Hameed (Ibbe) began his career at just 18, the world of hospitality was unfamiliar territory. Today, more than a decade later, he leads the Human Resources department at Cora Cora Maldives — a role that, as he describes it, “is never the same two days in a row.”

“I love HR,” he says with quiet conviction. “Every day there is something new.”

His story is not one of straight paths or quick ascents. It’s a journey of trial, discovery, and gradual mastery — of learning the value of people, process, and persistence in one of the Maldives’ most dynamic sectors.

Ibbe’s first professional step came in 2014, when he joined Sun Siyam Olhuveli as an HR

Coordinator right after completing his A-Levels. “I was 18 years old,” he recalls. “I joined through my brother who was working there. Only I was there and I didn’t know how to work in a resort.”

It was a period of adjustment — and realisation. The young recruit soon found that HR, at the time, wasn’t the right fit. “I didn’t survive in HR,” he admits. “I had an accounting background and the team suggested that I join as a night auditor.”

That shift proved valuable. Over the next six months as a night auditor, he gained a stronger understanding of resort operations, structure, and rhythm — lessons that would later become essential to his HR leadership style.

Later in 2014, a new opportunity

I love HR. Every day there is something new.

Ibrahim Hameed, Human Resources Manager, Cora Cora Maldives

Ibrahim Hameed with colleagues from the resort. (PHOTO/CORA CORA MALDIVES)

arose with the opening of Amilla Maldives. “I went to their recruitment camp in Malé and got hired as a night auditor,” he says. What followed was a fouryear journey of growth within the finance department, as Ibbe advanced from night auditor to general cashier, and then to a supervisorial accounting role.

But despite his success, the numbers failed to inspire him. “I decided finance wasn’t my thing,” he explains. “I wasn’t interested in numbers. I was really outgoing with the team and at the resort. I was involved in the HR welfare committee as the President as well. So, I thought I would change to HR.”

That decision marked the beginning of his transition from accounting to people management — from spreadsheets to staff engagement.

Determined to strengthen his foundation, Ibbe pursued higher education abroad. Through the Maldivian government’s tertiary loan scheme, he enrolled at

the Asia Pacific University in Malaysia, where he completed a BA (Hons) in International Business Management.

Although the degree was not specialised in human resources, it gave him a broader understanding of business operations and organisational strategy. “I studied international business management — it wasn’t HR-specific,” he notes. “But the exposure helped me understand how different business functions connect.”

Before completing his degree, he received an offer from Oaga Art Resort to join as Assistant HR Manager. “Aminath Shaly offered me to come as Assistant HR Manager,” he recalls. “I didn’t survive there. I was there for two months.”

It was another period of uncertainty, one that tested his persistence. “I was job hunting. It was very difficult to find an assistant manager job because I didn’t have that level of experience,” he says.

It’s about understanding people, guiding them, and helping them grow.

Ibrahim Hameed, Human Resources Manager, Cora Cora Maldives

Opportunity came when Muizz Mohamed, at that time Director of Human Resources at Cora Cora Maldives and a contact within the industry, came across Ibbe’s CV. “He gave me the chance,” Ibbe says. “After two years, I have been promoted to HR Manager.”

Joining Cora Cora Maldives marked a turning point in his career. The resort, known for its emphasis on employee engagement and wellbeing, provided the environment and leadership structure for Ibbe to put his values into practice.

As Human Resources Manager, he oversees a wealth of different aspects for the welfare of more than 240 employees.

“I have to be responsible for everything within the HR field— recruitment, onboarding, training, engagement for staff, motivation, accommodation and food,” he says. “Staff grievances will also be there. We have to attend to those complaints although they are very few. We have to guide them as well.”

His focus is simple but consistent:

Cora Cora Maldives.

to create an environment where employees feel respected, supported, and motivated to grow.

For Ibbe, the HR function is not about enforcing rules, but about managing relationships. “There aren’t many challenges,” he says thoughtfully. “Very few things are a bit difficult. Some employees may be difficult to deal with, but they are very few. We may not be able to keep everyone happy all the time, but we try our best.”

With a workforce drawn from across the Maldives and beyond, maintaining open communication and inclusivity is vital. “We take into consideration comments from the line staff as well because they may

be very valuable,” he explains.

It’s this philosophy that has helped Cora Cora Maldives maintain an exceptional staff retention rate. “We have a very high retention rate. Termination is very low — 1.26 termination per month on average. Some months we don’t have any termination or resignations,” he says. “Sometimes they go to other resort opportunities, not because they are unhappy here.”

Employee engagement is a major focus under Ibbe’s leadership. From sports tournaments to karaoke nights, his department ensures that there are frequent opportunities for staff to connect and unwind after work hours.

Engagement is not only about fun. It’s about giving people a sense of being part of something meaningful.

Ibrahim Hameed, Human Resources Manager, Cora Cora Maldives

Ibrahim Hameed. (PHOTO/CORA CORA MALDIVES)

“Staff engagement is very high here,” he explains. “We have sporting events dedicated for staff, even for those who may not qualify for our first-division football team. We have excursions for staff, snorkelling trips, shopping trips to nearby islands, karaoke nights, movie nights. We are trying to implement an annual appreciation week.”

These initiatives, while recreational on the surface, serve a deeper purpose — to foster belonging and community. “Engagement is not only about fun,” Ibbe notes. “It’s about giving people a sense of being part of something meaningful.”

Cora Cora Maldives’ commitment to internal development is another area where Ibbe plays a key role. “We have our succession plan

for each department,” he says. “We identify staff who are ready for the next step. Let’s say for a restaurant, we’ve identified some team members who will be ready to take the next step when there is an opportunity. That’s how we work, and a lot of our training is focused on that as well.”

Training, he explains, is both structured and organic. “We focus on training via on-thejob training and outsource it as well,” he says. “The environment here is very attractive.”

Asked about what the hospitality industry can do to build stronger local talent pipelines, Ibbe points to the education system. “We have to work from the grassroots, from the school days,” he says. “We have to focus on areas where we currently lack behind,

like culinary and engineering. Those kinds of areas.”

He emphasises the need for collaboration between schools, communities, and resorts. “We speak to communities close to us and they say that they don’t have resources at their islands to teach kids to get ready for specialised careers in tourism. So, we have to focus on that. Resorts are willing to help, but as an industry we have to do more overall.”

It’s a view grounded in experience — one shaped by his own early challenges in finding the right career path. His perspective blends empathy for young entrants with a practical understanding of what resorts need to thrive.

Looking back on his decade-long journey — from an uncertain HR

Cora Cora Maldives.

Coordinator to a confident HR Manager — Ibbe reflects on the lessons learned along the way.

“I’ve realised that HR is not only about policies or paperwork,” he says. “It’s about understanding people, guiding them, and helping them grow. Every person has a story, just like I do.”

At Cora Cora Maldives, that philosophy is reflected across the resort — in the energy of its staff village, in the continuity of its teams, and in the culture of respect that underpins its success.

For Ibbe, it’s a continuous journey of learning and leadership.

“Every day is different,” he says simply. “But that’s what makes it meaningful.”

Cora Cora Maldives.

Building people, building culture: Ibrahim Hameed

Chedi Hospitality, JIH Global to develop boutique resort, residences in Maldives

Chedi Hospitality, a leader in luxury lifestyle and design-led hospitality, has announced a strategic partnership with JIH Global Investments LLC to enter the Maldives. The collaboration will see the development of a boutique hotel alongside a limited collection of branded residences, marking a significant step in the brand’s continued expansion into some of the world’s most sought-after destinations.

Rooted in Chedi’s philosophy of understated luxury and cultural authenticity, the project will offer a distinctive interpretation of island living, thoughtfully designed to balance privacy, architecture and a deep sense of place.

Conceived as both a sanctuary and a statement, the development will bring together refined hospitality experiences with residential living, catering to travellers and homeowners seeking meaningful, design-led escapes.

“This partnership represents a meaningful step in our global growth journey, as we bring the Chedi brand to one of the world’s most exceptional destinations,” said Stephan Schupbach, President & Group CEO of Chedi Hospitality. “Together with JIH Global Investments, we are creating a project that reflects our commitment to thoughtful design, cultural authenticity and a more considered approach to luxury living. The Maldives offers a natural canvas for our philosophy, where simplicity, space and connection to the environment define the experience.”

“We are proud to partner with Chedi Hospitality on this landmark development in the Maldives,” said Mohamed Ali Janah, Group

Chairman of JIH Global Investments LLC. “With over four decades of experience in delivering complex, high-value projects across global markets, our approach has always been rooted in long-term vision and executional excellence. This collaboration brings together our deep expertise in luxury hospitality and real estate with Chedi’s distinctive brand ethos, creating a destination that will set a new benchmark for boutique hospitality and branded living in the region.”

“We are also honoured to contribute to the remarkable progress of the Maldives’ tourism sector under the leadership of His Excellency Dr Mohamed Muizzu, and to express our sincere appreciation to the leadership of both the UAE and the Maldives for fostering an environment that enables partnerships of this scale and ambition. This project reflects not only a shared vision for the excellence, but also the strength of the longstanding relationship between two nations.”

With a legacy spanning more than 40 years and over 50 completed developments, JIH Global Investments brings extensive expertise in luxury hospitality, real estate and strategic investment. Known for its turnkey capabilities and ability to deliver complex projects across international markets, the group continues to play a pivotal role in shaping high-value developments across the Indian Ocean and beyond.

This partnership marks the beginning of a new chapter for Chedi Hospitality, as it continues to shape a global portfolio of destinations defined by purpose, place and enduring design.

With over four decades of experience in delivering complex, high-value projects across global markets, our approach has always been rooted in long-term vision and executional excellence.

Mohamed Ali Janah, Group Chairman of JIH Global Investments LLC

Because tomorrows start today: BBM’s hospitality partnership built on purpose

The future of hospitality is rarely built in a single moment. It is shaped through decisions taken early, partnerships sustained over time and investments made before results become visible.

In the Maldives, where tourism remains one of the country’s defining industries, that future depends not only on properties, brands and infrastructure, but

also on the people whose work gives the sector its consistency, standards and reputation. That is where long-term industry partnerships matter most.

Bestbuy Maldives (BBM), Title Partner of the Hotelier Maldives Awards 2026 under a multi-year agreement, has become closely associated with that long view.

BBM officials at Hotelier Maldives Awards 2026 gala.

The 2026 edition marks the third consecutive year that BBM has served as Title Partner of the awards, having supported the platform since its launch in 2024. The renewed agreement extends one of the longest-standing partnerships behind Hotelier Maldives’ flagship recognition programme. BBM is also a partner of the annual Hotelier Maldives GM Forum, reinforcing its support for both recognition and dialogue across the hospitality industry.

That continuity reflects a principle captured in a phrase BBM has long used in its own messaging: “…because tomorrows start today.” It is a slogan that speaks to preparation, ambition and action. It suggests that progress is not an abstract idea reserved for the future, but something built through what is done now. In the context of the Maldives’ hospitality industry, the idea has particular force. Tomorrow’s excellence in resorts, kitchens, guest services and leadership is determined by whether today’s professionals are recognised, trained, challenged and connected.

The phrase also helps explain why BBM’s involvement in hospitality extends beyond commercial activity. Over the years, the company has maintained a visible presence in industry platforms that focus on professional growth. Hotelier Maldives Awards and GM Forum are two such examples, but they sit within a wider pattern of support that includes Hotel Asia Exhibition & International Culinary Challenge and chef development initiatives through masterclasses facilitated by visiting chefs from abroad. Taken together, these efforts suggest a

consistent philosophy: support the ecosystem, not only the market.

The Hotelier Maldives Awards are central to that philosophy. Established as a national platform dedicated to recognising resortbased hospitality professionals, the awards have created space for individuals and teams across the sector to be seen for their contribution. The 2026 edition continues that effort at scale. By returning as Title Partner for a third straight year, BBM is once again backing a programme that places people at the centre of hospitality performance.

Recognition matters in hospitality because much of the industry’s

best work happens in ways that are not always visible to the public. Guest experience is shaped by front office teams, chefs, engineers, housekeepers, spa staff, transport coordinators, dive professionals, learning and development teams, human resources personnel and managers whose work often goes uncelebrated outside their own workplaces. A platform such as the Hotelier Maldives Awards gives the industry a structured way to acknowledge that contribution. It also helps create professional confidence, encourages ambition and sets benchmarks that others can work towards.

For BBM, supporting that

BBM officials at Hotelier Maldives Awards 2026 gala.

process aligns with a broader understanding of what strengthens the sector over time. The company has been described as being at the core of the Maldives’ hospitality supply chain since 1990, and industry coverage has noted that its role has evolved beyond distribution into wider support for talent development and standardsbuilding across hospitality.

AVS Subrahmanyam, Chief Operating Officer of BBM, said the value of recognition lies in the message it sends to the people who keep the industry moving.

“Hospitality is a people-driven business, and when people feel

that their work is recognised, it changes how they see their profession and their future within it. Our partnership with Hotelier Maldives Awards is rooted in that belief. We want to support a culture where excellence is acknowledged, where effort is visible, and where professionals across the industry feel encouraged to keep growing,” he said.

That idea of growth is closely tied to BBM’s long-running association with Hotelier Maldives’ GM Forum. While the awards celebrate achievement, the forum creates room for exchange among senior leaders. Industry development requires both:

recognition for work already being done, and discussion about the challenges and opportunities ahead. BBM’s support for the GM Forum therefore complements its support for the awards. One platform honours performance; the other helps shape direction. Together, they contribute to a more connected industry. BBM noted in its own coverage of the 2025 GM Forum that it was supporting the event once again and described its association with the forum as part of a shared commitment to the advancement of hospitality in the Maldives.

The same long-range thinking is evident in BBM’s support for culinary development. Its connection to the Hotel Asia Exhibition & International Culinary Challenge is one of the clearest examples. Hotel Asia describes itself as the Maldives’ most influential hospitality trade event, while the International Culinary Challenge has developed into a major competitive platform for chefs in the country. Recent event materials note that the first challenge in 2002 drew 40 participants and that the 2024 edition recorded more than 650 entries from 70 resorts.

BBM’s association with that platform has been long and sustained. Industry coverage states that BBM has served as a main sponsor of Hotel Asia for more than two decades and has supported the International Culinary Challenge since its inception, while BBM’s own public event messaging has described the company as a founding and premier sponsor of the exhibition and challenge.

That support matters because

Hospitality is a people-driven business, and when people feel that their work is recognised, it changes how they see their profession and their future within it.

AVS Subrahmanyam, Chief Operating Officer, BBM

culinary competition is about more than medals. It introduces standards, comparison and aspiration. It allows local chefs to test themselves in an environment shaped by international criteria and judged by experienced professionals. Hotelier Maldives reported in 2025 that BBM’s support for Hotel Asia has included the presence of more than 25 WACS A-Grade international jurors annually, giving chefs in the Maldives direct exposure to global benchmarks.

AVS said that building the future of hospitality requires practical investment in people’s skills and exposure.

“If we want tomorrow’s Maldivian hospitality sector to be stronger than today’s, we have to invest in capability now. That means creating platforms where professionals can learn, compete, exchange ideas and measure themselves against international standards. The progress of our chefs over the years shows what becomes possible when talent is given that opportunity,” he said.

This is where BBM’s support for chef masterclasses becomes especially relevant. Beyond sponsorship of competitions, the company has also helped facilitate learning opportunities for chefs in the Maldives through sessions led by visiting chefs from overseas. Coverage linked to Hotel Asia and BBM has highlighted masterclasses led by world-renowned chefs, including Michelin-starred professionals, as part of efforts to enhance culinary knowledge and encourage innovation.

Masterclasses serve a different purpose from competitions, but they are equally important. Competition tests performance. Training expands possibility. A chef may earn recognition through discipline and talent, but sustained excellence depends on continual learning. In a destination where food and beverage standards play a major role in guest satisfaction, investment in culinary education has wider consequences for the industry as a whole. When chefs gain access to new techniques, ingredients, systems and ways of thinking, that knowledge travels into resort kitchens, menus, teams and service standards.

There is also a broader point here about how industries mature. A strong hospitality sector

BBM officials at Hotelier Maldives Awards 2026 gala.

is not built only by individual businesses pursuing their own interests. It is also shaped by organisations willing to invest in shared platforms that raise standards across the market. Awards, forums, exhibitions, competitions and masterclasses all contribute to that process. They help establish common reference points for quality, leadership and professional development.

That is why the phrase “… because tomorrows start today” resonates beyond branding. In practical terms, it is a statement about industry-building. It suggests that tomorrow’s leaders must be identified today, tomorrow’s standards must be taught today, and tomorrow’s achievements must be enabled today. Recognition is part of that work. So is training. So is creating places where the

...because

tomorrows start today!

industry can meet itself, reflect on itself and challenge itself.

For Hotelier Maldives, the partnership with BBM continues to hold value because it is tied to that wider purpose. The Hotelier Maldives Awards are not only an annual event. They are part of an effort to document and celebrate the people who sustain one of the Maldives’ most important industries. BBM’s continued support gives that effort continuity and credibility. It shows that the business case for hospitality can sit alongside a developmental view of the sector.

AVS said the strongest partnerships are those built around shared purpose rather than visibility alone.

“For us, support for hospitality is not about being present for one

event or one season. It is about staying engaged with the people and platforms that help move the industry forward. Hotelier Maldives Awards, the GM Forum, Hotel Asia and chef development initiatives all connect to the same idea: if we prepare well today, we create a better tomorrow for the industry,” he added.

That may be the clearest way to understand BBM’s place in the hospitality landscape. Its role is not limited to supply. It is also participating in the architecture of recognition, learning and professional exchange that helps define the future of Maldivian hospitality.

And that future, as the slogan suggests, does not begin later. It begins now.

Hotelier Maldives Awards

From ship to shore: Neil Shorthouse on Maldives, leadership, and training that changes behaviour

By Ali Naafiz

Neil Shorthouse.

Neil Shorthouse arrived in the Maldives on 26 January 2008 with a career built in one of hospitality’s most demanding “remote” environments: cruise ships. For him, the comparison between shipboard life and island operations is not a metaphor — it is operational reality. “In many ways working at sea and on a remote island, are like for like, when you look at operations from engineering, supplies / provisioning, remote locations, as well as working with multi-national crew,” he says, before adding the detail that still makes him smile: “Well, one difference is that an island doesn’t move whilst a ship does!”

That perspective — practical, people-focused, and shaped by systems — has defined Shorthouse’s Maldives journey.

Nearly two decades on from his first landing at what is now Velana International Airport (VIA), he continues to work across hospitality leadership, training, and advisory roles, while also serving on the judging panel of Hotelier Maldives Awards.

A transferable skill set — and a fast transition into Maldivian resort life

Shorthouse’s career at sea began in 1998 as part of the launch crew for Disney Cruise Line, onboard Disney Magic. “After a number of years, with other luxury brands, I wanted to see if I could take what I had learnt onboard… and use this knowledge and experience in a land based role,” he explains. “The transition from working on a ship to working in the Maldives, was an easy one.”

As a resort, we worked closely with our Maldivian workforce, lawyers, resort management and owners to ensure that we followed the new employment act yet would also go further to ensure compliance.

Neil Shorthouse

Resort staff.

His first Maldives role placed him immediately into the mechanics of a multi-resort organisation, as Cluster Director of HR at Anantara Maldives. The move made sense: ships and islands both demand resilient processes, fast problem-solving, and leaders who can harmonise teams from dozens of nationalities.

But the Maldives in 2008 also demanded something else — agility under legal and regulatory change.

The Maldives since 2008: rapid growth, shifting rules, and industry-wide learning “The evolution of the industry in the Maldives, since 2008 has grown tremendously,” Shorthouse says. He remembers arriving “at a time of change within the government, and also that of an evolving employment law that would change overnight with little or no warning.”

For resort HR leaders, those developments were felt immediately. “As a resort, we worked closely with our Maldivian workforce, lawyers, resort management and owners to ensure that we followed the new employment act yet would also go further to ensure compliance,” he says.

The learning curve was steep — and sometimes public. “This wasn’t without its challenges, from being part of the initial group of resorts attending ‘employment tribunals’ to court hearings in ‘Dhivehi’ we got through,” he recalls.

Alongside compliance, Shorthouse highlights the industry’s collaborative growth:

partnership between resorts, knowledge-sharing, and the gradual normalisation of practices that support both Maldivian and expatriate teams. He also points to the expansion of the accommodation landscape beyond resorts. “A lot has changed from the number of resorts to having little or no guest houses to it becoming a major part of the industry,” he notes.

Through COVID and the recovery period, he remained engaged with stakeholders. He references work “closely with local stakeholders whether the Ministry of Tourism in COVID,” and even the informal routines that build professional trust over time — “regular meetings with TEAM in the early days forming a working relationship (of course over a Lavazza milk or two).”

If his assessment of the Maldives can be reduced to one line, it is this: “The Maldives is still evolving, growing, learning, and adapting even if a little reluctant at times.”

Training that works: fit the audience, fit the workplace, make it stick Shorthouse’s current work includes

advisory support, leadership courses and training programmes, and his views on learning are bluntly practical. He warns against assuming that structure alone guarantees effectiveness.

“Ultimately it is a balance on how the training is delivered,” he says, stressing that participants bring different skill levels, confidence, and learning speeds. “Having a structured programme doesn’t always necessarily work as you have to take into consideration the working environment, the level of English and the level of understanding.”

He is equally direct about complexity. “It’s also important to ensure whatever programmes are delivered, that you are not delivering something that is too complex of nature for them to understand. That it actually fits the audience and resort’s own culture and DNA.”

And then comes a line that many trainers avoid because it sounds too simple — but is rarely implemented consistently in corporate environments: “Ultimately whatever training

Neil Shorthouse during a training session.

is done should always have an element of fun as this is where I find individuals learn more.”

For Shorthouse, training improves when it invites lived experience into the room. “Bringing into play their own personal experiences both within the resort and also within their home countries… can enhance the learning experience for all participants,” he says.

He also cautions the industry on language that becomes a catchall. “We have to be careful when we talk about service excellence as we need to remember… every resort is different in how it operates,” he says, recognising

that service can range from unintrusive to highly personal.

The more difficult issue, however, is not content — it is leadership readiness. “The challenge also comes when you are advising… resorts that not all leadership teams are ready or willing for change,” Shorthouse says, noting that resistance at the top filters directly into team behaviour and outcomes.

To help teams understand the psychology of change, he uses a well-known tool: “When focusing on change, I use a programme called ‘who moved my cheese’ which helps people understand

that change does need to happen… everyone is slightly different on how they approach the subject.”

Then comes what he considers the defining difference between training that entertains and training that transforms: follow-through. “The follow up and check-ins with individuals following training is as important as the training itself,” he says. “When I deliver my leadership programme there is always a post programme evaluation three months of follow-up broken down into two six-week segments.”

He also continues to contribute to hospitality education directly. “I have also been fortunate enough to guest lecture at Clique College, and it is always a pleasure to meet individuals, who have a passion for learning but more importantly for the hospitality industry.”

International brands and Maldivian culture: standards are not the same as identity Asked how resorts can balance international hospitality standards with local culture, Shorthouse’s answer begins with a reminder about position and privilege. “It’s so important for international hospitality brands coming to the Maldives, to remember that they are being allowed to develop their brands in such a truly remarkable location,” he says.

That comes with a responsibility. “They must ensure that the local culture and history are in balance, that they are also an invited ‘guest’ and should always respect this,” he continues.

For him, culture is not a brochure line. “Any brand can say that they have a culture however finding

Neil Shorthouse.

a true cultural DNA comes from its own employers on how they interact with each other, treat each other through to how this is delivered to their guests,” he says, adding a leadership warning in parentheses that reads like a checklist: “It must be led from the very top, if the top level does not follow the culture, then it is harder for a company to show this as a true reflection.”

He also acknowledges the practical expression of culture in resort operations — “traditional welcomes, Bodu Beru bands, local artisans” — and even the sensitivity required around guest experiences during Ramadan.

Some brands, he says, will struggle to express local context because “it is not within their own DNA,” but that does not remove the obligation to respect the place. “It is important to respect that they are in the Maldives and not some other city location,” he says.

He believes this is one reason travellers continue to seek guesthouse experiences. “This is why, you will find more guests wanting that local experience and visiting smaller guesthouses in those far to reach places… for a true Maldivian experience or that Robinson Crusoe Island get-away.”

Developing Maldivian leaders: mentorship, exposure, and the confidence to grow When the conversation turns to Maldivian professionals and global competitiveness, Shorthouse becomes personal — and firm. “I am a great believer in allowing your team to grow and develop, and learn from their mistakes, and be able to ask questions freely. Yet

always, be there to guide them back onto the right course.”

He is concerned by a persistent industry gap. “What struck me then and still does to this day, is that some resorts still do not have Maldivians in key positions?” he says, referencing his experience speaking at GM Forum 2019.

For him, the fix is not complicated, but it requires sustained intent: “This should not be the case, just like anyone else the majority need that mentor figure to show them how it should be done, allow them to shine and prove they can deliver.”

He also cautions that leadership misalignment can work in both directions. “You end up with some expatriates, who lack an understanding of how the Maldivian culture works and plays such an integral part of any day-to-day operation.”

Why recognition matters — and what he looked for as an awards judge Shorthouse is an advocate of recognition systems that operate beyond annual ceremonies.

It’s

so important for international hospitality brands coming to the Maldives, to remember that they are being allowed to develop their brands in such a truly remarkable location.

Neil Shorthouse

Neil Shorthouse at GM Forum 2019.

“Recognition should be part of everyday life within our industry,” he says, whether through peer-to-peer programmes or employee-of-the-month schemes that reflect real contribution rather than internal politics.

He is clear about the cost of empty messaging. “Saying one thing and not delivering or not doing, does nothing for morale and ultimately impacts the bottom line of any company,” he says. “Empowerment brings results, so long as it is explained and managed effectively.”

His motivation for joining Hotelier Maldives Awards 2025 sits within a wider context of judging and industry recognition. “Similar to the HHH Awards, the Hotelier Maldives Awards, recognise the

great talent, and amazing work that individuals achieve here in the Maldives,” he says, adding that it creates space to acknowledge people who “may not always be or have had the opportunity in the past to be nominated, or to share their success.”

When reviewing nominations, he looked for more than performance against tasks. “I am looking for an individual that has done more than what their job description describes, someone that has gone above and beyond, takes initiative, ownership, and is recognised by their peers, colleagues or guests,” he says.

He also makes a point that nomination writers should remember: judges are not always looking for volume.

Empowerment brings results, so long as it is explained and managed effectively.

Neil Shorthouse

Neil Shorthouse during a training session.

“Sometimes, a nomination does not always have to complete the max number of words, in some cases it can be summed up in a couple of paragraphs that tell a story about this individual.”

What did the nominations reveal to him? “That the Maldives has such a great range of talent and that this is not always shared,” Shorthouse says. “Sometimes, it is important to share these amazing individuals with others.”

His advice to future nominees is to treat the process as a leadership act. “Taking the time to complete a nominee form shows already the importance of the HMA to the resort,” he says. Then: “Think about the questions and put a response together that will make the judges stop and truly think about what has been achieved.”

And, in a line that reflects both his training style and his preference for memorable framing, he suggests a creative technique: “If this person / team was a superhero character what would they be and WHY.”

In the Maldives — an industry still “evolving, growing, learning, and adapting” — Shorthouse’s message is not about quick wins. It is about the habits that make excellence repeatable: training that fits the audience, leaders who are ready for change, cultures that are lived from the top, and recognition that is earned daily, not only celebrated annually.

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Providing

TechEng Expo returns, advancing engineering and technology in hospitality

Following a successful debut, TechEng Expo is set to return for its second edition from 6–8 October 2026 at Central Park, Hulhumalé, reinforcing its position as the Maldives’ leading exhibition dedicated exclusively to engineering and technology

solutions for the hospitality sector.

Organised by Omnibox Events, TechEng Expo was launched to address a long-standing gap in the local market—creating a focused platform for the systems, infrastructure, and

technologies that power modern hospitality. Building on the strong momentum of its inaugural edition, the event continues to evolve as a specialised B2B marketplace where innovation meets real-world application.

TechEng Expo 2025. (PHOTO/OMNIBOX)

Unlike traditional hospitality exhibitions, TechEng Expo places engineering and operational technologies at the forefront. From energy management and water systems to ELV, ICT infrastructure, automation, and smart digital solutions, the expo brings together the critical components that enable efficient, sustainable, and future-ready hospitality environments.

The upcoming edition, TechEng 2026, will once again connect a targeted audience of resort operators, hotel owners, developers, consultants, and technical decision-makers with leading solution providers from the Maldives and international markets.

Designed as a multi-day, businessdriven experience, the event facilitates meaningful engagement through exhibitions, networking, and knowledge-sharing.

Reflecting on the success of the first edition, organisers highlighted strong industry participation and a high percentage of decision-makers in attendance— underscoring a clear industry demand for a dedicated platform for engineering and technology within the hospitality space. The inaugural edition attracted over 500 industry attendees and 30+ exhibiting brands, with a strong presence of decision-makers and technical stakeholders, resulting in more than 100 business meetings initiated.

“With TechEng Expo, our goal is to create more than just an exhibition—we are building a platform that supports the longterm development of hospitality infrastructure in the Maldives,” said the organisers. “As resorts

continue to invest in smarter, more sustainable operations, the need for specialised engineering and technology solutions has never been greater.”

TechEng 2026 aims to expand its footprint with increased international participation, a broader range of exhibitors, and enhanced opportunities for business collaboration. The event will continue to spotlight emerging technologies and practical solutions that address the evolving needs of the hospitality industry.

As the Maldives strengthens its position as a global tourism leader, platforms like TechEng Expo play a crucial role in shaping the next generation of resort development—where innovation, efficiency, and sustainability go hand in hand.

For sponsor and partnership inquiries, contact techengexpo@ omniboxevents.com, call +960 7205800, or visit www. techengexpo.com.

TechEng Expo 2025. (PHOTO/OMNIBOX)

Launching of ‘Kanethi Taste’ by Chef Nafha Ismail. (PHOTO/AMILLA MALDIVES)

Amilla Maldives hosts launch of ‘Kanethi Taste’ by Chef Nafha Ismail

Set among the island’s gardens and shared around the table, Amilla Maldives marked the launch of Kanethi Taste, the debut cookbook by Maldivian chef Fathimath “Naf” Nafha Ismail, in a gathering that brought together local media, stories, and flavours rooted in heritage.

The presence of local media added to the occasion, as they gathered on the island to share in this moment together.

Held across the lush Mystique Garden and Barolo, the event unfolded at an unhurried island pace. Guests were welcomed with light refreshments, followed by opening remarks and the unveiling of Kanethi Taste, a reflection of homegrown

Launching of ‘Kanethi Taste’ by Chef Nafha Ismail. (PHOTO/AMILLA MALDIVES)

ingredients, family traditions, and Maldivian cuisine, before a guided walk through the garden.

The occasion was made all the more meaningful with the presence of Chef Naf’s parents and family, adding a deeply personal layer to a celebration grounded in tradition, memory, and home.

At Barolo, Chef Naf brought her recipes to life through a live cooking demonstration, followed by a relaxed, family-style lunch where dishes were shared in the spirit of the book. The afternoon continued with a Q&A and book signing, before the event drew to a gentle close with closing remarks.

More than a launch, the occasion reflected Amilla Maldives’ ongoing commitment to celebrating local talent, culture, and community values that sit at the heart of the resort’s ethos, In Harmony with Purpose. As shared in a message from General Manager Morgan Martinello, this marks the beginning of a wider series that continues to honour Maldivian voices and stories.

Kanethi Taste invites readers into a world of flavour, memory, and connection, a quiet celebration of the Maldives, one dish at a time. The book is now available at the resort for those who wish to take a piece of the island home.

Launching of ‘Kanethi Taste’ by Chef Nafha Ismail. (PHOTO/AMILLA MALDIVES)

‘Kanethi Taste’ by Chef Nafha

Industry Highlights

Maldives to host World Creator Summit and Awards 2026

The Maldives is set to step onto the global stage as a new hub for the creator economy with the launch of the World Creator Summit 2026 and the World Creator Awards 2026, powered by Creatoll.

Taking place from 20 to 25 September 2026, the new programme will bring together leading creators, platforms, publishers, tourism stakeholders and brand partners for a high-level international gathering focused on the growing influence of creator-led storytelling in travel and tourism.

Developed by Visit Maldives in collaboration with the organisers of the renowned World Travel Awards, the initiative is being positioned as a premium, invitation-only platform with a strong emphasis on quality, curation and long-term value. The ambition is to establish the Maldives not only as a host destination, but as a global meeting point for the future of creatorled influence, destination storytelling and the wider creator economy.

Powered by Creatoll, Visit Maldives’ dedicated creator platform, the programme will connect global talent with tourism partners and brands while helping showcase the Maldives through authentic, high-quality content and international storytelling.

As destination marketing continues to evolve, creators are playing an increasingly important role in how places are discovered, understood and experienced. Beyond reach alone, they bring credibility, cultural relevance and emotional connection, helping destinations engage audiences in ways that feel more authentic, more immediate and more commercially effective.

The 2026 founding edition will feature a tightly curated group of approximately 50 participants, ensuring a highquality and high-impact experience. The programme will blend thought leadership, destination activation and recognition, with themes expected to include wellness, luxury, sustainability, culture and innovation in tourism.

The programme will include:

World Creator Summit: an invitationonly forum exploring the future of destination storytelling, bringing together creators, destinations, publishers, platforms and partners in a more interactive and collaborative format than a traditional conference World Creator Awards: a new global recognition platform celebrating excellence in creator-led destination storytelling, digital influence, creative craft and cultural impact Curated experiences across the Maldives: designed to give participants direct access to the people, places and stories that make the destination distinctive, while creating meaningful opportunities for content creation and international visibility

The initiative is expected to attract participants from key international markets including India, the United

The World Creator Summit and World Creator Awards, powered by Creatoll, will give the Maldives a powerful new platform at the heart of the global conversation, bringing together leading talent, fresh ideas and new partnerships in a way that reflects where the industry is heading.

Ibrahim Shiuree, CEO and Managing Director of Visit Maldives Corporation

Kingdom, China, Russia, France, Germany and Italy, reinforcing the Maldives’ position as one of the world’s most visible and aspirational travel destinations.

To deliver the programme, Visit Maldives Corporation (VMC) has entered into a strategic collaboration with the organisers of the renowned World Travel Awards, who will support concept development, international positioning and programme curation. Creatoll will serve as a key enabling platform within the wider event ecosystem.

The partnership was formalised during an official signing ceremony in Malé on 2 April 2026. Representing Visit Maldives Corporation was CEO and

Managing Director Ibrahim Shiuree, while Justin Cooke attended in his capacity as Executive Vice President of the World Travel Awards.

Ibrahim Shiuree, CEO and Managing Director of Visit Maldives Corporation, said:“The way destinations are marketed is changing fast, and creators are now central to that shift. The World Creator Summit and World Creator Awards, powered by Creatoll, will give the Maldives a powerful new platform at the heart of the global conversation, bringing together leading talent, fresh ideas and new partnerships in a way that reflects where the industry is heading.”

Justin Cooke, Executive Vice President, World Travel Awards, said:“The ambition is to create something

distinctive, premium and internationally relevant, not a generic social media event, but a serious platform for the future of destination storytelling. The Maldives is an extraordinary setting for that conversation, and this founding edition is designed to bring together creators, platforms, publishers and destination leaders to help shape what comes next.”

By launching the World Creator Summit and World Creator Awards, powered by Creatoll, the Maldives is backing a platform that reflects the rising influence of creator-led media and the growing importance of credible, culturally resonant storytelling in tourism.

Maldives to serve as host country of ITB Berlin 2027

The Maldives will take center stage as the Official Host Country of ITB Berlin 2027, presenting the beauty, diversity and hospitality of the island nation in the Indian Ocean to the global travel industry at the World’s Leading Travel Trade Show.

The partnership was officially sealed during ITB Berlin 2026: Ibrahim Shiuree, CEO and Managing Director of Visit Maldives (MMPRC) and Dr Mario Tobias, CEO of Messe Berlin, signed the agreement during an official photo ceremony at the Maldives’ stand in Hall 5.2.

“We are delighted that, 10 years after their first appearance as Host Country, the Maldives will once again take center stage at ITB Berlin. This longstanding partnership underscores the importance of ITB Berlin as a global platform and highlights the

Maldives’ prominent role in the international travel industry. In 2027, we look forward to showcasing the Maldives’ extraordinary beauty and diversity, while also demonstrating how tourism and sustainability can go hand in hand,” explained Dr Mario Tobias, CEO of Messe Berlin.

With more than 1,000 islands, turquoise lagoons, white sandy beaches and vibrant coral reefs, the Maldives rank among the most iconic longhaul destinations worldwide. The country stands for exclusive resort experiences, authentic local island tourism and warm hospitality.

As Host Country of ITB Berlin 2027, the Maldives will present the full diversity of its tourism offering: from luxury resorts and boutique properties to diving experiences, water sports, wellness retreats and cultural encounters. Sustainability remains an integral part of the country’s tourism strategy, with numerous initiatives dedicated to protecting marine ecosystems and supporting local communities.

“ITB Berlin provides us with the ideal platform to showcase the unique experiences our islands offer to

With

more than 1,000 islands, turquoise lagoons, white sandy beaches and vibrant coral reefs, the Maldives rank among the most iconic longhaul destinations worldwide.

travelers from around the world. We look forward to welcoming the global tourism industry in Berlin and highlighting the diversity, quality and hospitality that define the Maldives as a destination,” said Ibrahim Shiuree, CEO and Managing Director of Visit Maldives.

Just a few weeks earlier, the Maldivian President visited Berlin and was received by the German Federal President in Berlin. The historic visit emphasised the strategic importance of the island nation for Germany and the international community.

The year 2027 has been officially designated “Visit Maldives Year”, a landmark national tourism initiative aimed at highlighting the Maldives’ unique appeal on the global stage.

Announced by President Dr Mohamed Muizzu, the campaign emphasises the country’s commitment to sustainable growth, international collaboration, and the continued development of its tourism sector as a key driver of the economy. Through a series of global marketing efforts, including participation in major travel events, roadshows, and targeted digital campaigns, “Visit Maldives Year” will showcase the islands’ natural beauty, cultural richness, and world-class hospitality to travellers and partners worldwide, reinforcing the Maldives’ position as a leading long-haul destination.

As Host Country, the Maldives will host the official opening gala on 15 March 2027 at the ITB Berlin venue

Motorised water sports banned in South Ari Marine Protected Area

The use of motorised water sports vehicles has been banned in the South Ari Marine Protected Area (SAMPA), a conservation zone located in Alif Dhaalu Atoll.

SAMPA was established in 2009 and covers an area within a one-kilometre radius from the outer reef edge of islands stretching from the northwest of Rangali reef to the northern channel of Dhigurah. The area is known as a habitat for whale sharks in the Maldives.

A management plan for the conservation and use of the area was first issued in February last year. Authorities announced amendments to the plan in March 2026.

Under the revised rules, motorised

water sports vehicles are not permitted to operate within the protected area.

Vehicles covered by the ban include:

• Jet skis

• Jet cars and similar watercraft

The amendments also require boats operating in the area to install propeller guards. This applies to vessels used for snorkelling and diving, speedboats and other boats entering the zone.

Authorities said the measure is intended to prevent injuries to people and whale sharks. Incidents involving propeller strikes have been reported previously.

All vessels operating in the area must install propeller guards before 30 June. After that date, only vessels equipped with propeller guards or jet engines will be allowed to operate within the protected zone.

Further amendments require snorkelling and diving vessels operating in the contact zone to display flags issued by the authorities.

and present a vibrant programme throughout the show from 16 to 18 March 2027. Trade visitors can expect an impressive national stand, cultural performances, networking events and press activities designed to position the Maldives prominently within the international tourism industry.

By taking on the Host Country role, the Maldives underline their longstanding engagement with ITB Berlin and reaffirm the importance of the German and European markets. ITB Berlin 2027 will offer the perfect setting to further strengthen partnerships, inspire new travel demand and place the Maldives firmly in the spotlight of the global travel community.

Resorts, dive centres and safari vessels will each receive one set of flags.

The set includes separate flags for diving and snorkelling activities.

Previous regulations limited each group to 15 minutes for snorkelling or diving within the area. Under the revised rule, a group may remain longer if no other groups are waiting to enter the site.

Authorities said the measure is intended to prevent injuries to people and whale sharks.

BML says tourism loan portfolio reached $585

million in Q1 2026

Bank of Maldives (BML) has said it continued lending to the tourism sector, with new loans amounting to USD 365 million from 2024 to the current period.

In a statement issued to clarify its position on United States dollar exposure and liquidity management, the bank said the tourism sector remained the largest segment receiving new lending during the period.

BML said its net tourism sector loan portfolio stood at USD 585 million at the end of the first quarter of 2026.

The bank said the lending was maintained while it continued to manage US dollar liquidity and address its Net Open Position in US dollars.

According to BML, the bank continued its business operations while taking measures to correct its NOP short position, and total US dollar sales exceeded USD 600 million for the requirements of individuals, businesses and corporates, including TT payments and cards.

The bank said US dollar liquidity is being actively managed through diversified funding sources, treasury operations and close coordination with key stakeholders. It added that these measures have allowed it to continue meeting customer and market needs without disruption.

BML also drew a distinction between NOP and liquidity in its statement. It said NOP reflects the difference between foreign currency assets and liabilities and indicates exposure to exchange rate movements, while liquidity refers to the bank’s ability to meet short-term obligations.

The statement noted that BML’s NOP in US dollars had reached a short position of 20 per cent in September 2024, equivalent to about USD 200

Maldives plans new visa categories to support tourism

The announcement was made during a press conference held by

a committee formed to address the economic impact of the conflict in the Middle East.

Speaking at the briefing, the minister said there has been a decline in tourist arrivals linked to the situation in the Middle East. He noted that around 30 per cent of visitors to the Maldives travel via airlines based in the region.

The minister said the government is exploring alternative travel routes to maintain arrival numbers. He added that discussions are ongoing with airline operators and tourism stakeholders.

million oversold at the time. However, the bank said the position was later restored to positive levels with support from the Ministry of Finance and Planning, bringing it back in line with regulatory requirements.

As part of its broader update, BML said its overall financial performance remains strong. The bank said it has recorded the best results in its 43-year history, supported by capital and liquidity ratios that remain within board-approved risk appetite, regulatory requirements and international standards.

The bank cited comments made by Chief Executive Officer and Managing Director Mohamed Shareef during the Annual General Meeting held on 28 March 2026 and in a public address the following night.

BML said it remains committed to transparency, prudent financial management and sustaining the confidence of customers, shareholders and stakeholders.

We are exploring ways to enable remote workers to base themselves in the Maldives.

Thoriq Ibrahim, Minister of Tourism and Environment

Minister of Tourism and Environment

Thoriq Ibrahim has announced that the government is working to introduce two visa categories aimed at supporting tourist arrivals to the Maldives.

Thoriq also stated that the government aims to increase the average length of stay of visitors. At present, tourists are granted a 30-day visa on arrival. He said measures are being considered to simplify visa extensions for visitors who wish to remain in the Maldives for a longer period.

As part of these efforts, the government is considering the introduction of a Remote Worker Visa and a Content Creator Visa.

“We are exploring ways to enable remote workers to base themselves in the Maldives. Increasing the number of remote workers and content creators will support occupancy of guesthouses,” the minister said.

He also stated that the government plans to regulate and promote sports fishing and big-game fishing. The minister noted that the global market for these sectors is valued at approximately $7.2 billion. He added

MATATO, NHGAM urge govt action as Maldives tourism losses exceed $500 million

The Maldives Association of Travel Agents and Tour Operators (MATATO) and the National Hotels and Guesthouses Association of Maldives (NHGAM) have expressed deep concern over the ongoing decline in tourist arrivals and the severe economic impact now affecting the Maldivian tourism industry.

Based on current arrival trends, booking patterns, and cancellations, the Maldives tourism sector has already suffered losses estimated at over USD 500 million since March 2026. The continued downturn poses a serious threat to businesses, employment, foreign exchange earnings, and the overall stability of the national economy.

Official statistics show significant declines in arrivals during March and April 2026, with continued weakness into May. Forward bookings across several key source markets remain under pressure, while industry stakeholders continue to face growing operational and financial challenges.

The situation is particularly difficult for local SMEs, guesthouses, travel agents, tour operators, and tourismrelated businesses that form the backbone of the Maldivian tourism economy. Many local Guesthouses and Travel Agencies might go out of business if not addressed.

MATATO and NHGAM jointly call on the Government of Maldives, relevant authorities, financial institutions, and tourism stakeholders to urgently introduce immediate crisis support measures to stabilize the industry and protect local businesses.

The associations emphasise the urgent need for:

• Special loan facilities and emergency financing schemes tailored for local tourism businesses, particularly guesthouses, and SMEs currently underserved by traditional banking requirements.

• Interest-free moratoriums, loan restructuring support, tax deferrals, and fee waivers to assist businesses in surviving the ongoing crisis period.

• Accessible growth stimulus financing with practical collateral requirements to ensure local operators can remain operational and retain employees.

that opportunities for technical and recreational diving will be expanded.

The minister further said that work is ongoing to improve operations for superyachts and liveaboards. Other areas under focus include the development of halal tourism and the promotion of education and research tourism.

• Immediate intervention to address escalating operational costs, including concerns relating to airport fuel pricing and rising business expenses impacting competitiveness

• Support mechanisms for guesthouse operators and SMEs struggling with uncontrolled increases in construction material prices, which are severely affecting ongoing tourism development projects and expansion plans.

MATATO and NHGAM further stress that the Maldives tourism industry has demonstrated resilience through numerous global crises over the decades. However, the current situation requires swift, coordinated, and decisive action to safeguard businesses, protect jobs, and maintain confidence in the Maldives tourism sector.

The associations reaffirm their commitment to working collaboratively with the Government, financial institutions, and industry stakeholders to support recovery efforts and ensure the long-term sustainability and competitiveness of Maldivian tourism.

MATI chairman applauds BML’s continued support to tourism sector

Maldives Association of Tourism Industry (MATI) Chairman Hussain Afeef has praised Bank of Maldives (BML) for its continued support to the country’s tourism sector, noting the bank’s role in helping businesses expand and strengthen operations.

As the Maldives’ tourism industry continues to evolve, financing remains a key factor in enabling resort development, product enhancement and operational resilience. In this context, BML’s longstanding engagement with the sector has been recognised as an important contribution to industry progress.

Commenting on the bank’s role, Afeef said BML has consistently supported tourism enterprises through financing that has helped drive expansion and sustain confidence across the sector.

“Bank of Maldives has been a steadfast partner to the tourism sector, providing critical financing that has enabled expansion, innovation, and resilience across the industry. Their proactive approach in seeking new funding avenues will further enhance their capacity to support tourism enterprises and contribute meaningfully to the country’s economic development,” he said.

Afeef’s remarks come at a time when BML is looking to broaden its funding base through engagement with international investors, a move expected to support the bank’s lending capacity and future growth plans.

For the tourism industry, improved

Government plans secondary airline hub in Maldives

Minister of Transport and Civil Aviation Mohamed Ameen has stated that the government is developing plans to establish a Maldivian airport as a secondary hub for an international airline.

The announcement was made during a press conference held at the President’s Office by a ministerial committee formed in response to

the ongoing global situation.

Speaking at the briefing, Ameen said global disruptions have affected airline operations, particularly carriers operating on specific routes. He said the Maldives must adopt a diversified approach to aviation.

The minister stated that the government’s long-term plan is to position an airport in the Maldives as a hub for a major airline.

“Opportunities exist in both the northern and southern regions of the Maldives. We are working towards establishing a secondary hub for a major airline as part of our long-term strategy,” Ameen said.

access to financing is closely linked to investment in new developments, refurbishment projects, sustainability initiatives and service improvements. As one of the main drivers of the Maldivian economy, the sector continues to rely on financial institutions that understand its longterm needs and growth potential.

BML has maintained a central role in providing financing to tourismrelated businesses in the Maldives, supporting projects across different segments of the industry. The bank’s efforts to explore new funding avenues are expected to further strengthen its position as a financial partner to the sector.

Afeef’s endorsement reflects broader industry recognition of the importance of sustained financial support in maintaining momentum in tourism development and supporting the wider economy.

He also stated that the government aims to expand access for low-cost carriers to support tourist arrivals.

According to the minister, such carriers require specific operational arrangements similar to those at international airports. He said the government plans to develop the required framework to attract these airlines.

The minister added that these measures form part of efforts to expand and strengthen the aviation sector.

Appointments

Aisha Faiz

Head of the Planning Department at Sun Siyam Group

Aisha Faiz has been appointed Head of the Planning Department, where she will oversee the strategic direction and management of the function, with a focus on efficiency, accountability and operational performance. She brings over 20 years of experience in finance and business, including expertise in procurement, logistics and operational management.

Aleksandr Nakonechnyi

Head Sommelier at Niyama Private Islands Maldives

Niyama Private Islands Maldives has appointed Aleksandr Nakonechnyi to its food and beverage team, as part of efforts to further develop its dining and beverage experiences across the resort. Nakonechnyi will contribute to the development of wine and beverage programmes across the resort’s dining venues. At Edge, he will oversee wine and champagne pairings designed to complement the restaurant’s setting and menu. At Subsix, he will introduce pairings of champagne and sake to accompany the Nikkei-inspired tasting menu.

Ahmed Ibrahim Duygu Tatar

Director of Human Resources and Talent Development at Sun Siyam Group

Ahmed Ibrahim has been promoted to Director of Human Resources and Talent Development, following his role as Director of Training and Development since March 2025. In that capacity, he contributed to the advancement of staff development initiatives, training programmes and organisational culture.

Michal Zemlicka

Executive Assistant Manager, Food and Beverage at One&Only Reethi Rah

One&Only Reethi Rah has appointed Michal Zemlicka as Executive Assistant Manager, Food and Beverage, as part of its ongoing focus on strengthening operational leadership and service delivery. In his new role, Zemlicka will support resort management and ownership in an advisory capacity, while leading food and beverage concept development, strategic initiatives and revenue optimisation efforts.

Group Tourism Director of Brand and Marketing Communications at JOALI

A senior-level appointment has taken place within the marketing and communications structure of the tourism brands operating under Gürok Group, one of Turkey’s leading private sector conglomerates. Duygu Tatar, currently serving as Senior Cluster Director of Marketing Communications at JOALI, has been appointed Group Tourism Director of Brand and Marketing Communications.

Mohamed Ayaaz

Assistant Director, F&B at One&Only Reethi Rah

One&Only Reethi Rah, the ultra-luxury resort, has promoted Mohamed Ayaaz to Assistant Director, Food & Beverage, reinforcing the resort’s dedication to delivering authentic and unrivalled dining experiences through local talent development, creativity, and operational excellence.

Christopher Baker

Vice President Operations at Atmosphere Hotels & Resorts

Atmosphere Core has announced the promotion of Christopher Baker as Vice President Operations – Atmosphere Hotels and Resorts. In this role, he will oversee operational performance and growth across the Atmosphere Hotels & Resorts brand portfolio in India, Italy, Maldives, and Nepal.

Mohamed Rishwaan

Director of Sales at Finolhu and .Here Baa Atoll Maldives

Finolhu, a Seaside Collection Resort, together with .Here Baa Atoll Maldives, has announced the promotion of Mohamed Rishwaan to the position of Director of Sales. This advancement reflects his exceptional contributions, strategic leadership, and unwavering commitment to driving commercial excellence across both properties.

Fady Hennis

Director of Sales for Middle East at St. Regis Maldives

The St. Regis Maldives Vommuli Resort has appointed Fady Hennis as Director of Sales for the Middle East market, further strengthening its focus on one of its key source regions and a consistently strong contributor to the Maldives’ luxury travel segment. Fady brings over 10 years of experience in luxury hospitality, with a strong background across leading international brands in the UAE, including The St. Regis Dubai, The Palm and Address Beach Resort under Emaar Hospitality Group. His expertise spans commercial strategy, key account management, and driving revenue performance, with a consistent track record in delivering strong RevPAR and ADR results.

Philippe Cavory

General Manager at The Nautilus Maldives

The Nautilus Maldives has appointed Philippe Cavory as General Manager of the ultra-luxury private island resort in Baa Atoll. Cavory brings more than three decades of international experience in luxury hospitality, including resort leadership, pre-openings, operations and guest experience design. The resort said his appointment comes as The Nautilus continues efforts to strengthen its position in the high-end hospitality market.

Bertrand Blanchet

General Manager at Constance Moofushi Maldives

Constance Hospitality has announced the appointment of Bertrand Blanchet as General Manager of Constance Moofushi Maldives, effective April 2026. Having built a significant part of his career within Constance Hospitality, Bertrand Blanchet returns with extensive international experience and a deep understanding of its culture, values and standards.

Faraaz Tanveer

Director of Spa and Wellness at Patina Maldives, Fari Islands

Patina Maldives, Fari Islands has appointed Faraaz Tanveer as Director of Spa and Wellness, bringing more than 20 years of experience in spa and wellness management across Asia and the Middle East. He most recently served as Director of Wellness at Janu Tokyo from November 2024, during which time the property entered the World’s 50 Best Hotels 2025 list at number 37 and was included in Vogue’s Global Spa Guide: 100 Best Spas in the World.

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

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Experience timeless luxury at Waldorf Astoria Maldives Ithaafushi. From exceptional dining to curated experiences across three private islands, every moment is deﬁned by space, privacy, and reﬁnement.