Hotelier Maldives - Issue #78 by Hotelier Maldives

THE ATOLLIA BY CENTARA: A DUAL-ISLAND MALDIVES ESCAPE DESIGNED FOR EVERY GENERATION

MALDIVIAN RESORT ARCHITECTURE: MAUROOF JAMEEL’S EXHIBITION TRACES FIVE DECADES OF ISLAND DESIGN

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HOTELIER MALDIVES Volume 25, Issue No: 78 July/Aug 2026

Dear readers, In this July-August 2026 edition of Hotelier Maldives, Issue 78 brings together stories that reflect both the maturity and

EDITORIAL Ismail Faseeh, Editorial Director Ali Naafiz, Editor naafiz@hoteliermaldives.com Ibrahim Mahudhee, Managing Editor mahudhee@hoteliermaldives.com

continued evolution of the Maldivian hospitality industry. Our cover story, The Atollia by Centara, explores a dual-island concept designed for different generations of travellers, showing how resort development in the Maldives continues to adapt to changing guest expectations. In GM’s View, Marteyne van Well of Six Senses Laamu shares lessons on culture, continuity and care — qualities that remain central to long-term success in island hospitality.

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

LAYOUT DESIGN

This issue also highlights the people shaping the industry from within. From Shameem Ali’s work in reef conservation at JOALI Maldives to Mohamed Hussain Shihab’s perspective on HR leadership, succession and service, these profiles underline the role of Maldivian talent in building institutions, protecting ecosystems and strengthening teams. We also turn to partners whose work often happens behind the scenes but remains essential to operations. Dhiraagu’s digital infrastructure and Bank of Ceylon’s long-standing presence in the Maldives show how connectivity, finance and trust support the hospitality economy.

PHOTOGRAPHY Courtesy of the respective resorts

Elsewhere in this edition, we look at the Four Seasons apprenticeship programme, which has now surpassed 1,000 graduates; Chef Karim Bourgi’s approach to pastry at JOALI Maldives; Mauroof Jameel’s

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

exhibition on five decades of Maldivian resort architecture; the global debut of Aura Maldives; Milaidhoo’s 10-year milestone; and the opening of a sea turtle health centre at Jawakara Islands Maldives. Our reviews examine how heritage, memory and rooted design continue

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

to influence the guest experience, while our opinion pieces consider the quiet power of detail and why trust remains hospitality’s true differentiator. Together, these stories remind us that the Maldives is not defined by one idea of luxury. It is built through people, places, partnerships and purpose — and through the commitment to keep improving, one season at a time. Ali Naafiz Editor

Contents

Contents 06

Legacy in Laamu: Marteyne van Well on building culture of care, continuity, commitment

The Barefoot Eco Hotel & Villas: A more rooted interpretation of Maldivian hospitality

Why trust is hospitality’s only true differentiator

JOALI Maldives’ Shameem Ali: Local expertise, global impact for reef conservation

Pivotal role of Dhiraagu in powering digital lifelines for hospitality

Maldivian resort architecture: Mauroof Jameel’s exhibition traces five decades of island design

The Atollia by Centara: A dual-island Maldives escape designed for every generation

25 years on, Four Seasons Resorts Maldives apprenticeship programme surpasses 1,000 graduates

45 years in Maldives: Manjula Herath on leadership, trust and Bank of Ceylon’s next chapter

State-of-the-art sea turtle health centre opens at Jawakara Islands Maldives

Milaidhoo Maldives celebrates 10 years of island soul and barefoot luxury

Building a Safer Maldives: Safety & Security Conference Maldives 2026

Rebuilding memory: How Christophe Groh’s Heritage Villas reimagine Maldivian architecture for a new era

Mohamed Hussain Shihab: Building HR leadership through people, succession and service

The quiet power of detail: Why small equipment decisions shape luxury resort experiences

At JOALI Maldives, Pâtissier Karim Bourgi turns pastry into a lesson in precision

Aura Maldives makes global debut ahead of 2026 opening

Industry Highlights

Appointments

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Legacy in Laamu: Marteyne van Well on building culture of care, continuity, commitment By Mariyam Saliya Mohamed

When Six Senses Laamu was named

awards for its sustainability practices.

“CSR Programme of the Year” at the

However, Marteyne noted that

2025 Hotelier Maldives Awards, it was

a local honour carried added

more than just an industry accolade.

significance: “This is a Maldivian

For Regional General Manager

award, which means even more

Marteyne van Well, who has been at

to all of us because we operate

the helm since the resort’s opening

in the Maldives. It highlights our

week in 2011, the recognition affirmed

work compared to other Maldivian

over a decade of purpose-driven

properties, which is important

leadership grounded in community,

because the context matters.”

sustainability, and continuity. Fourteen years is an unusually long “I felt that the team would merit

tenure for a general manager in the

being recognised for their efforts,”

Maldives, where turnover is often

Marteyne said in an interview with

the norm. But Marteyne’s staying

Hotelier Maldives. “Everything

power has had tangible benefits—

we do is so authentic and such an

not only for the resort’s operational

integral part of how we operate

consistency, but for embedding

that when the award category was

values into the fabric of the team.

there, I felt we fit that category.”

“There used to be a belief that a good general manager would move

Over the years, Six Senses Laamu

every two years,” she recalled. “But

has earned a number of international

it takes at least two years just to

GM’s View: Marteyne van Well

You can’t do sustainability without CSR, and you can’t do CSR without sustainability

Marteyne van Well. (PHOTO/SIX SENSES)

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Six Senses Laamu. (PHOTO/SIX SENSES)

understand the lay of the land.

with local fishermen, ensures only

The real improvements—seeing

responsibly sourced seafood

people grow, seeing people care—

reaches guests’ plates. It has

happen over time. That doesn’t

not been without its challenges.

come from a five-day guest

“We’ve seen fishermen casting

audit. It’s a long-term process.” That long view has helped shape Laamu into a resort that balances hospitality with environmental stewardship and local engagement. “You can’t do sustainability without CSR, and you can’t do CSR without sustainability,” Marteyne said. “They are completely intertwined. At the core, people need to care— about the local community, the environment, the team. It only works if that care is genuine.” One initiative that exemplifies this approach is the resort’s sustainable fishing programme. The project, which partners directly

lines in protected areas like

Guests today are increasingly conscious of where they spend their money. If we can offer a meaningful experience that aligns with those values, it builds long-term loyalty. Marteyne van Well, Regional General Manager, Six Senses Laamu

manta points,” Marteyne said. “Initially, we said we wouldn’t buy from them again. But that’s not always the answer. The real solution is working together and finding a way forward.” This same spirit underpins the resort’s protection of seagrass meadows—an initiative once met with scepticism from guests. “We had guests asking to book villas with no seagrass,” she said. “So we had to educate. We left a note in villas encouraging guests to take part in citizen science. If they saw a turtle or a ray, they could record it. That changed how they viewed the ocean.”

GM’s View: Marteyne van Well

These shifts in guest perspective

people a sense of purpose. Over

That’s very different from building

are subtle but powerful. They

time, that creates a culture where

a culture from scratch.”

demonstrate that sustainability in

expectations are shared and

hospitality isn’t just about behind-

upheld by the team themselves.”

The experience has reinforced the importance of values-led

the-scenes operations, but also about influencing perceptions

She shared how this culture

leadership. “At Laamu, we didn’t

and behaviours. “People want to

of care now shapes behaviour

have to think about culture

feel good about doing good,”

from within. “When someone

anymore—it was just there. At

Marteyne noted. “And guests

new arrives and doesn’t follow

Kanuhura, we need to build that

today are increasingly conscious

the norms—say, smoking in host

from the ground up. And it’s going

of where they spend their money.

housing—other hosts will say,

to take time. But we’re committed

If we can offer a meaningful

‘We don’t do that here.’ You don’t

to bringing the same standards

experience that aligns with those

need to manage people. They

and mindset to the new property.”

values, it builds long-term loyalty.”

self-select. That takes time.”

This long-term thinking has also

More recently, Marteyne has

local employment. “Certain roles

informed the resort’s internal

taken on oversight of Six Senses

at Six Senses Laamu can only be

culture. With an average length

Kanuhura, marking the brand’s

held by Maldivians,” Marteyne

of service exceeding six years,

expansion within the Maldives.

said. “If you want to be a waiter

Laamu’s team benefits from

The transition has been a

or a housekeeper, those are

continuity, peer learning, and

learning experience. “Kanuhura

local-only positions. That’s not

strong alignment with the brand’s

was an existing property. We

exclusionary—it’s a statement

ethos. “I believe we attract people

inherited 250 team members

that we believe local talent can

because of our sustainability and

from another operator, with a

do these jobs and do them well.”

CSR work,” Marteyne said. “It gives

different culture and systems.

That mindset includes prioritising

Marteyne van Well. (PHOTO/SIX SENSES)

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Marine adventures at Six Senses Laamu. (PHOTO/SIX SENSES)

However, she is candid about

into that high-end positioning.”

broader challenges facing the

She sees her role not just as a manager, but as a steward

Maldivian tourism industry. “There’s

She also worries about the

of the environment, of team

a lot of growth in many directions—

impact of over-expansion on

development, and of the guest

budget resorts, homestays,

local employment and income.

experience. “Operations, CSR,

Airbnbs—and I’m not sure all of it is

“Ten years ago, people didn’t

sustainability—they are not

compatible with high-end luxury,”

talk about salary; they talked

separate. They are linked. The

she said. “If guests are paying

about service charge. But if more

guest experience is better when

thousands of dollars a night, they

properties open and occupancy

the team is proud of what they do.

expect a certain atmosphere. That

drops, that service charge shrinks.

The team is better when they’re

becomes difficult if the overall

That affects local staff directly.

part of something meaningful.”

destination brand starts to shift.”

Growth needs to be considered

Her concern is not rooted in

at all levels—from guest

Reflecting on her journey so far,

experience to team livelihood.”

Marteyne remains focused on the

competition, but in coherence.

future: “We’re not the biggest

“I’ve travelled extensively—

At the heart of Marteyne’s

or the flashiest resort. But we’re

Solomon Islands, Caribbean, Fiji—

leadership philosophy is

consistent. We care. And we try to

and I can’t think of a destination

commitment. “If you want to

do the right thing—even when it’s

that has successfully combined

join a place like Six Senses, you

not the easiest path. That, I think,

true luxury and budget homestay

have to be all in,” she said. “Be

is what makes the difference.”

in the same brand identity, other

part of a greater team. Show up.

than perhaps big cities. The

Engage. Even if you’re on a split

Maldives is unique. The one-island,

shift, come for the beach clean.

one-resort model is a strength.

If you see a problem, don’t just

I’d like to see the country lean

say something—do something.”

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Barefoot Eco Hotel & Villas. (PHOTO/BAREFOOT)

The Barefoot Eco Hotel & Villas

The Barefoot Eco Hotel & Villas: A more rooted interpretation of Maldivian hospitality By Maaish Mohamed

In a destination often defined by

Located within an almost pristine

Connected to Malé by regular

private island seclusion, overwater

forest on the local island of

domestic flights of around 40 to

architecture and high-gloss

Hanimaadhoo in Haa Dhaalu Atoll,

45 minutes, the property balances

spectacle, The Barefoot Eco

The Barefoot occupies a distinctive

remoteness with relative ease

Hotel & Villas in Hanimaadhoo

position in the Maldivian hospitality

of travel. Its setting reinforces

offers a different proposition. It

landscape. Its significance lies

that balance. A private half-mile

does not attempt to compete

less in category and more in

stretch of sandy beach, a turquoise

through scale, excess or visual

philosophy. The property sits on an

lagoon and dense tropical

drama. Instead, it builds its identity

inhabited island, allowing guests

vegetation frame the property,

around something quieter and

to experience the Maldives not

creating a sense of privacy

more layered: a closer relationship

as an isolated resort world, but

without removing it from the island

with island life, environmental

as a living place with community,

around it. This is not seclusion as

responsibility and the cultural

history and everyday rhythm.

separation. It is seclusion that

memory of the Maldives.

remains connected to place.

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Barefoot Eco Hotel & Villas. (PHOTO/BAREFOOT)

The property comprises 64

overwhelming it. Surrounded by

rooms arranged across low-

vegetation, the built environment

rise two-storey buildings,

feels embedded within the

allowing the architecture to

island, allowing natural light,

remain modest within the

airflow and greenery to become

landscape. Accommodation

part of the guest experience.

categories include Beach Front and Ocean View rooms

That same sense of balance

of approximately 50 square

extends to the property’s food

metres, along with Beachside

and beverage offering. The

and Seaside rooms positioned

Barefoot Restaurant reflects

slightly further inland. Family

its Mediterranean roots while

configurations are also available,

drawing on freshness and local

accommodating up to six guests.

sourcing. Buffet breakfast, lunch and dinner are served in the main

Across these categories, the

sea-view restaurant, with water

design language is intentionally

included during meals. For guests

restrained. Interiors combine

seeking a more intimate setting,

natural materials with essential

private seafood dinners and beach

modern comforts with private

barbecues can also be arranged.

verandas or terraces. The result is not a manufactured rusticity, but

The panoramic Juice Bar,

a form of simplicity that supports

positioned between the restaurant

the environment rather than

and swimming pool, offers

The property has always positioned itself between comfort and local island life, between ecological awareness and guest experience, between simplicity and purpose.

The Barefoot Eco Hotel & Villas

fresh juices and non-alcoholic

a well-equipped gym, daily yoga

reflecting a commitment to

beverages overlooking the lagoon.

sessions led by an in-house Yoga

responsible hospitality practice.

Nearby, the Raan’ee Snack Bar

Master, a diving centre offering

Initiatives include the use of

introduces guests to Maldivian

PADI and SSI certifications, and

wood sourced from responsibly

bites close to the beach, adding

non-motorised water sports.

managed forests, reusable glass

a local flavour to the property’s

These experiences support the

water bottles to reduce plastic

dining rhythm. A floating lagoon

property’s lifestyle proposition

consumption, renewable energy

bar, accessible by complimentary

without detaching it from its

systems for water heating and

speedboat transfer from sunset

natural and cultural setting.

bio-pest control methods that

onwards, offers wines, beers

avoid chemical fogging.

and spirits, creating a social

Sustainability is treated not as

counterpoint to the property’s

an accessory to the brand, but

The property also maintains a zero-

otherwise tranquil atmosphere.

as an operational foundation.

kilometre garden that supplies

The Barefoot Eco Hotel received

fresh fruits and vegetables,

Yet The Barefoot’s identity is not

Global Sustainable Tourism

complemented by sourcing from

defined by facilities alone. Its

Council certification in 2021,

Hanimaadhoo and nearby islands

strongest distinction lies in the way it uses hospitality as a bridge between the guest, the island and the environment. A resident marine biologist conducts regular biology lectures and, together with the dive centre, helps organise beach and underwater clean-up activities, encouraging guests to understand the ecosystem rather than simply enjoy it. Marine excursions are structured around responsible observation, including turtle, manta ray and dolphin experiences that contribute to biodiversity monitoring. On land, the property encourages a different form of engagement.

Barefoot Eco Hotel & Villas. (PHOTO/BAREFOOT)

Guided bicycle tours through the village, visits to Utheemu Palace and cultural encounters with the local community allow travellers to move beyond the standard beachholiday frame. For a property operating on a local island, this integration is not a side activity. It is central to its sense of place. The recreational offering remains comprehensive, but it is shaped by the same low-impact philosophy. Facilities include a saltwater swimming pool, a spa offering Ayurvedic and holistic treatments,

Barefoot Eco Hotel & Villas. (PHOTO/BAREFOOT)

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Barefoot Eco Hotel & Villas. (PHOTO/BAREFOOT)

wherever possible. Environmental

they revisit an architectural

examples of how traditional

education extends into the

language once shaped by

Maldivian building intelligence

local school, while internship

climate, material availability

can be reintroduced into

opportunities reinforce the

and the rhythms of island life.

contemporary hospitality. Coral

property’s social connection to

stone, wood, period furnishings

the community. In this sense, The

Each villa measures approximately

and naturally responsive

Barefoot’s sustainability model

100 square metres and

spatial arrangements reflect

is both ecological and social. It is

accommodates two guests.

a deliberate return to older

concerned not only with reducing

Designed with indoor and outdoor

methods, while modern services

impact, but with strengthening

showers, a separate kitchen and

ensure the experience remains

the relationship between tourism

a spacious veranda set within a

comfortable for today’s traveller.

and the island that hosts it.

private tropical garden, the villas offer privacy while remaining

The project therefore operates

The recent introduction of six

fully connected to the wider

on several levels. Architecturally,

Maldivian Heritage Villas adds

property. Their atmosphere is more

it restores visibility to a form

a new and deeply symbolic

introspective than conventional

of Maldivian house that has

dimension to this philosophy.

luxury accommodation. They invite

largely disappeared. Culturally,

Located on a secluded northern

guests to slow down, listen, cook,

it reconnects guests with a way

stretch of the property, the

rest and inhabit space differently.

of living shaped by climate,

villas are inspired by traditional

materials and community.

coral houses once common

What makes the Heritage Villas

Environmentally, it asks whether

across the Maldives. Built using

especially important is that they

older building practices may

natural coral stone and wood,

are not presented as nostalgic

still hold lessons for a tourism

and informed by traditional

replicas. They are working

industry increasingly dependent

Maldivian construction techniques,

The Barefoot Eco Hotel & Villas

on imported materials, sealed

and purpose. The Heritage Villas

the Maldives as a place with

interiors and mechanical cooling.

make that philosophy architectural.

ecology, community, memory

They give physical form to the

and continuity. With the addition

Rather than functioning as a large-

idea that hospitality can be both

of the Heritage Villas, that

scale commercial expansion, the

contemporary and rooted.

proposition becomes even

Heritage Villas feel more like a pilot

clearer. The property stands

concept. Their importance lies not

At its core, The Barefoot Eco

as an alternative narrative for

in volume, but in the conversation

Hotel & Villas challenges a familiar

Maldivian tourism, one where

they open. They suggest that the

assumption in the Maldives: that

sustainability is not only measured

future of Maldivian hospitality

luxury must be synonymous with

through systems, and heritage

does not have to be defined only

spectacle. Its version of luxury

is not reduced to decoration.

by newness, height, speed or

is quieter. It is found in space,

standardisation. It can also be

shade, natural sound, meaningful

It is a reminder that tranquillity and

shaped by memory, restraint and

encounters and the freedom to

authenticity are not manufactured

a more careful reading of place.

experience an inhabited island

through design language alone.

with respect. It is found in a

They emerge when a property

Within the wider story of The

property that does not close

understands where it stands,

Barefoot, the villas are not an

itself off from its surroundings,

what it is connected to and what

isolated addition. They are a natural

but draws strength from them.

it chooses to preserve. For The

extension of the property’s existing

Barefoot Eco Hotel & Villas, that

character. The property has always

In an increasingly competitive

understanding is the foundation of

positioned itself between comfort

hospitality landscape, that

its identity, and perhaps its most

and local island life, between

distinction matters. The Barefoot

meaningful form of hospitality.

ecological awareness and guest

does not offer the Maldives

experience, between simplicity

as an abstract image. It offers

Barefoot Eco Hotel & Villas. (PHOTO/BAREFOOT)

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Why trust is hospitality’s only true differentiator By Salil Panigrahi

Dining experiences at Atmosphere Kanifushi Maldives. (PHOTO/ATMOSPHERE CORE)

Why trust is hospitality’s only true differentiator

In hospitality, scale is often

there is transparency and a

mistaken for success. I understand

shared standard of execution.

the pull of numbers—rooms, keys,

Teams thrive when trust creates

openings, revenue per available

ownership—where people feel safe

room. I have built businesses by

to take decisions, solve problems,

respecting those metrics. But I

and still protect the brand.

have also learned that they are not what makes a brand endure.

And for investors, trust shows up as clarity: disciplined

What truly sustains a hospitality

capital allocation, consistent

brand is far less visible and far

governance, and the creative

more powerful: trust. Not the

courage to build experiences

loud, campaign-driven kind—but

that guests remember.

the quiet confidence a guest feels when a long journey ends,

Trust as the Ultimate Differentiator

the door opens, and everything

As brands expand across markets,

is exactly as it should be.

complexity grows. Standards must hold, but local character

Hospitality Is a Human

must still breathe. Systems help,

Commitment Trust is not a function

of course—but consistency is

of size or speed. It is a function

ultimately human. It comes from

of consistency—built quietly,

leaders and teams who treat

day after day, in hundreds of

trust as non-negotiable, and who

small choices. It is the alignment

make decisions with authenticity

between what we promise and

and reliability at the centre.

what we deliver, especially when no one is watching.

In a competitive landscape where many offerings start to look the

Hospitality, at its core, is an

same, trust is what separates a

emotional exchange. Guests do

brand from a booking engine.

not simply seek accommodation;

It turns a transaction into a

they seek assurance. A warm

relationship. It turns a first stay into

welcome after a delayed flight. A

a second—and then into a habit.

room that feels considered, not standard. A team that anticipates

Growth built on trust lasts.

rather than reacts. People

Many things in hospitality

return when they feel looked

can be replicated—design

after—not once, but reliably.

cues, amenities, even concepts. Trust cannot.

Today, information is instant and judgments are quicker than

For me, that is the real scorecard—

ever. A single stay can travel

not only what we build, but how

farther than any brochure. In that

deeply we are trusted by guests,

environment, trust becomes the

partners, and our own people. If

most valuable differentiator—

you lead in hospitality, I would be

and it cannot be manufactured

curious: what have you found is

through marketing alone. It must

the fastest way to lose trust—and

be experienced, repeatedly.

the hardest way to earn it back?

This principle extends beyond guests. Partnerships last when

Editor’s Note: Salil Panigrahi is the Co-Founder and Managing Director of ATMOSPHERE CORE, a hospitality group established in 2013 with a philosophy centred on the “Joy of Giving”. Under his leadership, the company has grown into an international hospitality brand with a portfolio that includes THE OZEN COLLECTION, COLOURS OF OBLU, and By Atmosphere, alongside expansion across the Maldives, South Asia, and Europe. With nearly 25 years of experience in hospitality, including two decades in the Maldives, Salil has extensive expertise in resort development, brand creation, financial structuring, and operations. Prior to co-founding ATMOSPHERE CORE, he served as Founder Partner, Director, and COO of EoN Resorts Group, contributing to the development of several awardwinning resorts. In 2021, Salil received the Pravasi Bharatiya Samman Award from the Government of India in recognition of his contribution to tourism development in the Maldives. A qualified chartered accountant, he combines financial expertise with a strong focus on delivering meaningful guest experiences.

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JOALI Maldives’ Shameem Ali: Local expertise, global impact for reef conservation By Mariyam Saliya Mohamed

Shameem Ali. (PHOTO/JOALI)

JOALI Maldives’ Shameem Ali

Reef conservation activities at JOALI Maldives. (PHOTO/JOALI)

For nearly two decades,

Despite his passion for the field,

Shameem Ali has dedicated his

opportunities for Maldivians in

professional life to understanding

marine biology were limited. He

and protecting the coral reefs of

recalls that local courses often

the Maldives. His journey began

failed to materialise due to a

in 2005, when he joined Banyan

lack of enrolment. “I applied to

Tree as a marine environmental

Villa College a few times, but

officer. Looking back, he recalls

the courses did not go ahead. In

that his interest in marine life

those days people thought this

started even earlier, when he

job was mainly for foreigners, not

became concerned about what

for locals. But we Maldivians know

was happening to coral reefs

the reefs, we know the waters

in the Maldives. “From a long

better.” This conviction kept him in

time ago, I had that interest.

the profession despite setbacks.

Everyone was talking about coral

After almost nine years in the field,

bleaching and reef restoration,”

he decided to take a break from

he says. Shameem worked with

full-time marine biology, a field

international scientists and

that he describes as physically

marine biologists and gained

demanding. “It’s a physical job.

experience in a pioneering resort-

You have to spend a lot of time

led conservation programme. “At

in the water, collecting data, and

the start of my career, I was able to

doing surveys. After eight or nine

work alongside so many scientists.

years I thought I needed a break.”

From there my career started and I learned a lot from them.”

In 2018, Shameem joined JOALI

Give me a team, give me five years, and I can show results Shameem Ali, Marine Environmental Officer

hoteliermaldives.com

Reef conservation activities at JOALI Maldives. (PHOTO/JOALI)

Maldives, but not initially as a

have five types of nurseries and

reef, a structure where low-voltage

biologist. “I came here as a security

more than 10,000 corals ready to

current is passed through metal

officer during the pre-opening. I

out-plant. It’s like farming: after

frames, accelerating coral growth.

thought I’d take a long break and

we plant the coral in the nursery,

“Because of the electricity, the

try something different. In two

we need to clean it weekly for six

corals grow three times faster.

years, I was promoted to security

months to stop algae overgrowth.

Every year we can generate around

supervisor. At the same time, I

Depending on the coral type,

10,000 corals from this project. It’s

was waiting for an opportunity to

after two years we can out-plant

still new in the Maldives, but already

return to my field.” When JOALI

them to the reef.” JOALI’s guests

very promising.” Another example

began seeking marine biologists,

are invited to participate in this

is the underwater Christmas tree.

he was determined to make the

process. “Guests can join coral

“The engineering team built a metal

transition. “I saw foreign biologists

planting sessions or nursery tours.

frame for Christmas, and after the

come and go. It’s a physical job

We collect broken corals from

holiday they were going to throw

and after a year many resigned. I

the reef and attach them to ropes

it away. I asked for it, placed it

thought, this is the time to return.

or frames, giving them a second

underwater, and attached corals.

I spoke with the general manager

chance. We also have small metal

Now it is completely covered

and explained that results in

frames prepared for guests, who

in live coral and full of fish.”

marine biology take years. I said,

can attach corals themselves. Many

‘Give me a team, give me five

sponsor their own frames and we

For Shameem, the philosophy

years, and I can show results’.”

send updates every few months.

of marine conservation at JOALI

Some guests return years later to

goes beyond data collection. “Our

see how their corals have grown.”

ultimate goal is to help people

Since 2018, Shameem has overseen the establishment

connect with the ocean. It is not

of multiple coral nurseries and

One of the most innovative

just about snorkelling trips. We

restoration projects at JOALI. “We

projects at JOALI is the electrical

engage children through weekly

JOALI Maldives’ Shameem Ali

kids’ club sessions where they

are starting to recover, and we

learn how to plant corals and

continue to monitor temperature

why it matters. We bring local

with data loggers.” He believes

school groups from nearby

that sedimentation and climate

islands to experience coral

change remain major threats,

restoration. These connections

but stresses the importance of

are important for the future.”

persistence. “We cannot stop bleaching, but we can give

The challenges are significant.

corals a chance to recover. That

Coral bleaching events, once

is why our work is important.”

expected every few years, are becoming more frequent.

Beyond the reef, JOALI

Shameem witnessed this first-

collaborates with organisations

hand in 2016, when he saw 90

such as Manta Trust and the

percent of the reef bleached. “Last

Olive Ridley Project. “If we see

year, 75 percent of our nursery

mantas, we take photographs

corals bleached. We moved some

and share them with Manta

frames to deeper water, which

Trust for identification. With the

helped, but the electrical reef at

Olive Ridley Project, if we find

five metres depth could not be

injured turtles, we send them

moved. Still, I have hope. Corals

to their centre for care.” These

The engineering team built a metal frame for Christmas, and after the holiday they were going to throw it away. I asked for it, placed it underwater, and attached corals. Now it is completely covered in live coral and full of fish. Shameem Ali, Marine Environmental Officer

Reef conservation activities at JOALI Maldives. (PHOTO/JOALI)

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but I want to hire Maldivian youth. With proper training and education, they can take this field forward.” His long-term vision is clear. “In five years, I hope to see more healthy reefs around JOALI, thanks to our nurseries and out-planting. I also hope to see more Maldivians in marine biology, leading projects in resorts and communities. Success for me is when guests return to see their corals growing, when children understand why reefs matter, and when our data shows recovery.” Asked if there was a moment that reaffirmed his commitment, he recalls meeting a guest who had planted corals years earlier. “He told me he came back just to see the nursery. He planted corals with his family and felt it was something special, something they did for the environment. That is the kind of connection we want to create. It reminds me why this work is important.” Reef conservation activities at JOALI Maldives. (PHOTO/JOALI)

For Shameem, marine conservation is not an isolated department but part of a resort’s identity

partnerships expand the impact

Tourism is our main economy,

of resort-based conservation.

and protecting reefs is vital.”

and responsibility. “Our job is

The role of a marine biologist in

Shameem is also committed to

results, but if we stay committed,

Maldivian resorts has changed

developing local talent. “When I

during Shameem’s career. “In the

attend conferences, I am often the

beginning, it was more about guest

only Maldivian marine biologist,

activities, like snorkelling. Now it

surrounded by foreigners. I ask

is a core part of a resort’s brand

myself why more locals are not

and sustainability mission. Owners

in this field. Some young people

and management understand this

prefer office jobs, and some worry

more. At JOALI, when I proposed

about working under the sun and

the electrical reef, even though

in the sea. But I believe Maldivians

the cost was high, our owner

can and should lead in this area. We

supported it immediately. That

have talented people. Education

shows commitment.” He believes

is important, but we also need to

that resorts working together

give them opportunities.” JOALI

can create a greater impact.

is planning to open internships

“If we all do this, the future of

focused on hiring locals. “I get

the Maldives will be stronger.

many applications from foreigners,

physical, it takes years to see we can build resilience for the reefs and for the Maldives.” His career, from his first years at Banyan Tree to his leadership at JOALI, reflects both the challenges and the opportunities of conservation in a nation whose future is tied to the sea.

Building people, building culture: Ibrahim Hameed

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Dhiraagu receives an award from the Government of Maldives for expanding its fibre broadband network acrosss the country. (PHOTO/DHIRAAGU)

Pivotal role of Dhiraagu in powering digital lifelines for hospitality The Maldives has long captured the

industry, digital connectivity.

imagination of travellers through

telecommunications infrastructure has become increasingly vital to

its turquoise waters, pristine

As global travel becomes

the Maldives tourism industry,

beaches, and world-renowned

increasingly digital, seamless

a role strongly reflected in this

hospitality. Yet today, beyond the

connectivity is no longer

year’s World Telecommunication

beauty of its islands and resorts,

simply an added convenience

and Information Society Day

another essential force quietly

for visitors. It has become an

(WTISD) theme, “Digital Lifelines:

powers the nation’s tourism

essential expectation. As a result,

Strengthening resilience in a

Pivotal role of Dhiraagu

connected world.” Across resorts,

solutions. As ‘The Nation’s

guesthouses, liveaboards,

Connection’, Dhiraagu continues

dive centres, and tourism

to invest in fibre broadband,

operators throughout the

nationwide mobile coverage, 5G

country, digital connectivity now

technology, cloud services, and

supports efficient operations,

data infrastructure, supporting

enhanced guest experiences,

the tourism sector as a key digital

and global competitiveness.

lifeline across the Maldives.

Supporting this growing digital

Dhiraagu stands apart as the first

dependence across the tourism

and only telecommunications

industry, Dhiraagu continues

operator in the Maldives to achieve

to play the leading role in

100% fibre-to-the-home (FTTH)

strengthening the nation’s digital

coverage across all inhabited

ecosystem through future-ready

islands, placing the Maldives

infrastructure and connectivity

among a select group of countries

Supporting this growing digital dependence across the tourism industry, Dhiraagu continues to play the leading role in strengthening the nation’s digital ecosystem through future-ready infrastructure and connectivity solutions. Officials from the Government of Maldives and Dhiraagu. (PHOTO/DHIRAAGU)

Dhiraagu inaugurates its new submarine cable. (PHOTO/DHIRAAGU)

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Dhiraagu CEO Ismail Rasheed poses for a photo with awards won by the company. (PHOTO/DHIRAAGU)

globally to achieve universal fibre

‘Fastest 5G Network’, ‘Best 5G

connectivity, creating stronger

Network’, and ‘Best 5G Gaming

opportunities for communities,

Experience’ in the Maldives by

businesses, and guesthouse

Ookla® Speedtest Awards™ based

operators across the nation.

on Ookla® Speedtest Intelligence® data, 1H 2025, reflecting

Complementing this milestone

the company’s continued

is Dhiraagu’s 100% mobile

leadership in mobile innovation.

network coverage across the

These capabilities are enabling

Maldives continues to support

AI-powered guest services,

tourism businesses operating

immersive digital experiences,

across geographically dispersed

smart room technologies, and

islands and remote locations. This

increasingly connected resort

nationwide reach helps ensure

ecosystems designed around

that visitors and operators remain

convenience, efficiency, and

seamlessly connected across the

personalised experiences.

country, whether in urban centres or remote island destinations.

At the same time, tourism businesses are placing greater

As digital expectations continue to

importance on secure and

evolve, advanced 5G connectivity

dependable digital infrastructure

is also transforming the guest

to host reservation systems,

experience. Dhiraagu’s network

financial platforms, guest

was recognised by Ookla® for the

databases, and business

Today, connectivity has become a critical digital lifeline for the Maldives tourism industry, supporting seamless operations, enhancing guest experiences, and strengthening the country’s position as a globally competitive destination.

Pivotal role of Dhiraagu

continuity. Supporting this growing

Maldives, Dhiraagu became the

position as a globally competitive

demand, Dhiraagu inaugurated the

first Maldivian telecommunications

destination. As tourism continues

Maldives’ first Tier IV Certified Data

provider to become a consortium

to evolve in an increasingly

Centre, representing the highest

member of a global submarine

connected world, Dhiraagu

international standard for reliability

cable system landing in Maldives.

continues to invest in robust and

and resilience. This capability

This international connectivity

future-ready digital infrastructure

was further strengthened

backbone will play a critical

and future-ready technologies

through the expansion of the

role in supporting world-class

that help power the industry and

company’s third data centre in

resorts, enabling lower latency,

keep communities, businesses,

Noonu Atoll Velidhoo, improving

greater resilience, seamless cloud

and visitors connected.

nationwide access to secure

services, and premium digital

cloud and data hosting services.

guest experiences expected by leading global hospitality brands.

Dhiraagu’s leadership extends beyond national connectivity

Today, connectivity has become

infrastructure into the global

a critical digital lifeline for the

digital ecosystem through its

Maldives tourism industry,

participation in the SEA-ME-WE 6

supporting seamless operations,

(SMW6) submarine cable system.

enhancing guest experiences,

Marking a historic milestone for the

and strengthening the country’s

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Mauroof Jameel speaks at the ceremony held to inaugurate his exhibition. (PHOTO/NEXT MEDIA GROUP)

Maldivian resort architecture: Mauroof Jameel’s exhibition traces five decades of island design By Ali Naafiz

At the National Art Gallery in Malé,

full: the architectural evolution

employment landscape had been

renowned architect, researcher

of the Maldivian resort.

shaped by tourism, the resort was

and illustrator Mauroof Jameel

more than a commercial product. It

presented a story that was

For a country whose modern

was a cultural form. It was an island

both familiar and rarely told in

economy, international image and

settlement, a design experiment,

Maldivian resort architecture: Mauroof Jameel’s exhibition

a logistics model, a lifestyle stage,

sense. What they encountered

and, in many ways, one of the

was an island with basic services,

Maldives’ most globally recognised

rough conditions and a form of

contributions to hospitality.

tropical simplicity that would later become central to the

Mauroof’s exhibition on Maldivian

Maldives’ appeal. For tourists, the

Resort Architecture, held from June

dream of a Robinsonade holiday

3-18, examined this contribution

was fulfilled. For Maldivians,

across five decades, from the

the first resorts introduced a

first island resorts of the 1970s

new way of living on islands

to the high-design, branded,

and a new way of appreciating

aerially spectacular properties

the sea, sand and beach.

of the 2010s. Hotelier Maldives visited the exhibition, which was

From the beginning, the Maldivian

supported by partners including

resort developed as a direct

Bestbuy Maldives (BBM), a

response to geography. The

long-time partner of Hotelier

“one island, one resort” concept

Maldives and a key supplier

emerged not merely as a branding

to the hospitality industry.

idea, but as a practical solution. An island already had natural

What emerged was not simply

boundaries. It required its own

a timeline of buildings. It was

infrastructure: jetty, arrival

a layered account of how the

pavilion, guest accommodation,

Maldives invented, adapted

restaurant, kitchen, store, staff

and refined the “one island,

quarters, powerhouse and dive

one resort” model, and how

school. Guest rooms faced the

architecture became central

beach, a feature absent in pre-

to the destination’s identity.

tourism Maldivian buildings, where island life had traditionally

The exhibition was arranged

been organised differently.

across thematic and chronological sections: “Interaction: Heritage”,

The exhibition identified two early

“1972–1981: Origin”, “1982–1991:

design strands. One drew from

Refinement”, “1992–2001:

vernacular construction, including

Ambition”, “2002–2011: Spectacle”, “2012–2021: Glamour”, and “Memory and Legacy: Preservation”. Together, they presented resort architecture as a form of living heritage, shaped by geography, tourism markets, local craft, imported systems, environmental constraints and the ambitions of designers, hoteliers and investors. The opening sections returned to 1972, when the first tourists arrived at Kurumba Village. As the exhibition noted, they did not find a resort in the conventional Mauroof Jameel’s exhibition. (PHOTO/NEXT MEDIA GROUP)

It was a cultural form. It was an island settlement, a design experiment, a logistics model, a lifestyle stage, and, in many ways, one of the Maldives’ most globally recognised contributions to hospitality.

hoteliermaldives.com

Mauroof Jameel’s exhibition. (PHOTO/NEXT MEDIA GROUP)

coral stone masonry, coconut

focused on diving, while Kuramathi

thatch and sand floors. The other

Tourist Resort, Kuredhu Island

used locally available modern

Resort and Little Hura offered more

materials such as corrugated metal

basic camping-style facilities.

roofing, galvanised iron pipes, plastered masonry and cement

The decade also brought

floors. These two approaches

experimentation. Farukolhufushi

— an evocative vernacular

operated briefly as a nudist

and a practical modernism —

resort, while Furanfushi ran for

continued to evolve and intersect

a time as a casino resort. More

over the next 50 years.

significantly, Cocoa Island opened as the Maldives’ first

By the 1980s, the industry had

boutique resort, with just six

gained scale. The exhibition

rooms and a focus on privacy.

noted that by 1980, 37 resorts

Its guests included international

offered a combined bed capacity

figures such as Leni Riefenstahl,

of 3,228. The dominant model

Boris Becker, Phil Collins and

remained the inclusive resort,

Brooke Shields, helping establish

with names such as Kurumba

the Maldives as a destination

Village, Bandos Island Resort and

for discerning travellers.

Velassaru Tourist Resort among the leading examples. Other

The “1982–1991: Refinement” phase

properties, including Alimatha

showed an industry improving

Aquatic Resort, Vaadhoo Diving

across almost every operational

Paradise and Embudu Village,

and design dimension. Transport,

The all-inclusive resort remained dominant, but smaller, high-end properties were gaining ground.

Maldivian resort architecture: Mauroof Jameel’s exhibition

communication, food supply

between Maria Grazia Benati of

Ambition”, captured a turning

and construction became more

Vacanze and Ahmed Saleem,

point. Resort architecture became

reliable. Buildings became

which set new precedents for the

more self-conscious, more

more diverse and more refined.

exclusive small luxury resort. Italian

luxurious and more diversified.

Construction and material quality

designer and builder Giovanni

The exhibition explained that this

improved, while designers began

Borga also played a significant

decade’s architectural evolution

giving greater thought to the

role, particularly through Nika

was shaped by aspirations for

relationship between indoor and

Hotel and Club Med Faru.

luxury and by the ban on coral

outdoor spaces. Rattan furniture

mining. Imported building systems

became a prominent decorative

This period also marked the

and prefabricated elements

element, and landscape

rise of Maldivian architects

entered the scene. Interior design

gardening, beach cleaning and

and designers. Names such as

and landscaping were no longer

ecological awareness began to

Ahmed Saleem, Maizan Hassan

afterthoughts. New architectural

influence resort environments.

Maniku, Ahmed Abbas, Mohamed

approaches emerged, including

Shafeegu (Voyages), Mohamed

luxury eco-nature, luxury vernacular

By 1991, there were 62 resorts

Shafeeq (Sappé), Tekton’s Gasim

and luxury over-water styles. The

with a combined bed capacity

and Rafeeg were identified as

first spa concepts arrived in 1995

of 7,855. The all-inclusive resort

defining figures. Mauroof also

and went on to become a mainstay

remained dominant, but smaller,

located his own entry into the

of the Maldivian resort product.

high-end properties were gaining

profession within this period,

ground. European tour operators,

making the exhibition both a

By 2001, there were 87 resorts with

partners and designers had a

researched historical account and

a bed capacity of 18,319, more than

lasting influence on Maldivian

a personal professional reflection.

double the capacity at the start of

resort architecture. The exhibition highlighted the collaboration

the decade. The exhibition noted The next section, “1992–2001:

Mauroof Jameel’s exhibition. (PHOTO/NEXT MEDIA GROUP)

that the industry had discovered

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luxury and wellness, and that

Bube and Architrave also left

one of the exhibition’s strengths.

Maldivian resort architecture

their mark. By this point, resort

It recognised resort architecture

had moved beyond its early

architecture in the Maldives was

as a source of national pride

origins. The rustic vernacular that

no longer a single style, but an

and global influence, while

defined the first decade had not

ecosystem of competing and

also asking what had been lost

disappeared, but it was becoming

overlapping design languages.

in the pursuit of spectacle.

The final chronological section,

The closing section, “Memory and

The “2002–2011: Spectacle”

“2012–2021: Glamour”, presented

Legacy: Preservation”, brought

section charted perhaps the

the fifth decade as the era of the

the exhibition’s argument into

most dramatic phase of resort

iconic and the glamorous. Resorts

sharper focus. Many of the early

design. The sea, long the Maldives’

became scenic, super-luxurious

resorts that established the

principal attraction, became

and highly visible, even from the

Maldivian resort identity had since

an architectural frontier. The

air. This was the period of image-

been upgraded, transformed

exhibition identified the first

led luxury, where architecture,

or replaced to meet modern

underwater spa at Huvafen Fushi

branding, landscaping and aerial

demand. These choices were

and the first underwater restaurant

photography increasingly merged

understandable, but the exhibition

as engineering milestones

into a single marketable identity.

framed them as costly in terms

the exception rather than the rule.

that introduced new ways of

of cultural heritage. Preserving

experiencing the Maldivian marine

and presenting the memory

environment. Global luxury brands

of the early resort experience,

and markets drove a higher level of

Mauroof argued, was important

design ambition. New expressions

and could be accommodated

of the luxury vernacular style appeared alongside thematic and sustainable designs. During this period, localised Tropical Modernism improved in resorts such as Paradise Island Resort and Sun Island Resort. Eclectic design and themed approaches also flourished. Banyan Tree developers introduced Balinese styles to Vabbinfaru, while Mauroof

The exhibition was timely. As the industry continued to expand, renovate, rebrand and reposition itself for new generations of travellers, Mauroof’s work offered a reminder that the resort was not only a product to be refreshed.

alongside contemporaneity. The most compelling example was Nika Island Resort. Opened in 1983, its organic coral stone structures, winding sandy pathways and original design vision remained remarkably intact after more than 40 years. For Mauroof, walking through Nika offered an experience no archive could replicate. It was both a working resort and a national

explored a local maritime theme,

living heritage site. He argued that

drawing on traditional boat forms

Nika merited consideration for

and materials, in projects such as

UNESCO World Heritage status,

Ari Beach Resort, Hakura Huraa and

recognition that would affirm the

Cocoa Island. The architectural

Yet the exhibition did not treat

outstanding universal value of

language of the Maldivian

this period only as a celebration.

the Maldivian resort tradition.

resort was becoming plural.

It noted that while responsible and sustainable design received

This was the exhibition’s larger

The exhibition also acknowledged

greater attention, the same

proposition: that Maldivian

the expanding role of design

period also stood in contrast to

resort architecture deserved

practices. Local firms included

extraordinary consumption of

to be studied, documented

Studio One, Tekton Design,

reef systems in the Malé region

and preserved as heritage. The

Group X, Gedor Architecture,

through reclaimed islands and

Maldives introduced the world

Design 2000, Riyan and Binarch.

the excessive transplantation of

to the “one island, one resort”

Overseas designers such as Dan

mature trees. This tension was

concept and the barefoot luxury

Maldivian resort architecture: Mauroof Jameel’s exhibition

model of enclave tourism. It remained a global leader in this space. But global recognition of Maldivian resorts as custodians of the barefoot luxury model would also underline the cultural identity embedded in the country’s tourism history. The exhibition was timely. As the industry continued to expand, renovate, rebrand and reposition itself for new generations of travellers, Mauroof’s work offered a reminder that the resort was not only a product to be refreshed. It was also a

Mauroof Jameel’s exhibition. (PHOTO/NEXT MEDIA GROUP)

memory to be protected. The exhibition invited resort owners, developers, operators, architects, suppliers, policymakers and tourism professionals to see the island resort as part of the Maldives’ cultural record. That included the humble arrival pavilion, the thatched roof, the beach-facing room, the over-water villa, the underwater restaurant, the spa, the landscaped path, the staff quarters and the service infrastructure hidden behind the guest experience. In doing so, Mauroof Jameel

Mauroof Jameel’s exhibition. (PHOTO/NEXT MEDIA GROUP)

created more than an architectural exhibition. He opened a conversation about how the Maldives should remember the very spaces that made it visible to the world.

Mauroof Jameel’s exhibition. (PHOTO/NEXT MEDIA GROUP)

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Centara Grand Lagoon Resort Maldives (PHOTO/CENTARA)

The Atollia by Centara

The Atollia by Centara: A dual-island Maldives escape designed for every generation In a destination where the private-island resort has long been the dominant expression of luxury, The Atollia by Centara Hotels & Resorts introduces a more layered interpretation of the Maldivian escape. By Ali Naafiz

It is not simply one resort, nor

around families, children and

is it a conventional two-island

shared adventure. Together,

complex. United by a broad,

they create a destination that

luminous lagoon, The Atollia brings

allows guests to move between

together two distinct properties

serenity and activity without

— Centara Grand Lagoon Resort

leaving the resort ecosystem.

Maldives and Centara Mirage Lagoon Resort Maldives — each

The arrival itself is part of the

with its own rhythm, audience and

appeal. Located in North Malé

atmosphere, yet both connected

Atoll, The Atollia is within easy

by the same promise of Thai-

speedboat reach of Velana

inspired hospitality framed by the

International Airport, making it

natural beauty of the Maldives.

particularly attractive for shortstay travellers, families with

We recently visited The Atollia, and

young children and guests who

what becomes immediately clear

prefer to avoid the additional

is that its greatest strength lies in

logistics of a domestic flight or

contrast. On one side, Centara

seaplane transfer. Yet despite

Grand Lagoon Resort Maldives

the convenience, the transition

offers refined tranquillity, a softer

from airport bustle to island pace

palette and an elevated island

is swift. The lagoon opens out

experience suited to couples,

in shades of blue, the resorts

older families and travellers

appear low and sculptural against

seeking calm. Across the lagoon,

the horizon, and the architecture

Centara Mirage Lagoon Resort

begins to suggest the duality that

Maldives brings a brighter,

defines the destination: elegant

more playful energy, designed

restraint at Centara Grand Lagoon

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Centara Mirage Lagoon Maldives (PHOTO/CENTARA)

and family-focused vibrancy

Grand Lagoon ranges from

the lagoon, and then emerge

at Centara Mirage Lagoon.

one-bedroom overwater villas

for a long lunch by the sea. The

with Jacuzzis to larger beach and

pace is unhurried. At times, the

Centara Grand Lagoon Resort

overwater residences designed

resort feels almost retreat-like: a

Maldives is the quieter of the two.

for families or groups. The most

place for reading, swimming, slow

The resort’s design language

expansive categories extend

breakfasts and sunset rituals. Yet

is contemporary, clean and

into three-bedroom residences,

it is not inactive. Water sports,

deliberately understated. Villas

including sunset-facing overwater

excursions, snorkelling, dining

and residences are arranged

and beach pool residences.

experiences and spa journeys

across beachfront and overwater

This range gives the property a

are woven into the stay, allowing

settings, with soothing tones,

flexibility that is often missing

guests to engage with the

generous indoor-outdoor spaces

from adult-leaning luxury resorts.

destination at their own pace.

and uninterrupted lagoon views

It works for honeymooners and

forming the core experience.

couples, but it also works for

Dining at Centara Grand

There is a sense here that the

multi-generational travellers

Lagoon is one of its strongest

resort has been designed not

who want the privacy of a villa

components. The Gallery provides

to compete with the view, but

while retaining access to a

an international dining experience

to frame it. The interiors lean

wider resort destination.

with a polished but relaxed atmosphere, while Bluefin focuses

towards natural textures, soft colours and an uncluttered visual

A defining feature of Centara

on seafood in a setting that feels

rhythm, giving guests the sense

Grand Lagoon is the way it

naturally suited to the Maldives.

of being suspended between

balances privacy with shared

Sunset Social, with its overwater

comfort and landscape.

experience. Guests can spend

outlook, is positioned for the

the morning in near silence on a

golden-hour moment that has

villa deck, descend directly into

become almost ceremonial in the

The accommodation at Centara

The Atollia by Centara

Maldives. The Club and Coco Drift

the volume is turned down.

add further texture, helping the resort avoid the monotony that

Centara Mirage Lagoon Resort

can sometimes come with island

Maldives, by contrast, turns the

dining. What stands out is not only

volume up — but with purpose.

the number of venues, but the

It is lively, colourful and clearly

ability to shift mood: from relaxed

designed for families who want

daytime dining to more refined

the Maldives to be more than a

evenings, from seafood by the

beautiful backdrop. The resort’s

beach to cocktails over the water.

underwater-world theme gives it a playful identity without pushing

Wellness is another important

it into gimmickry. Children are

part of the Grand Lagoon identity.

not merely accommodated here;

Spa Cenvaree Retreat carries

they are central to the design. This

Centara’s Thai wellness heritage

is evident in the water complex,

into a Maldivian setting, offering a

the kids’ club, the games room,

sense of calm that feels consistent

the water playground and the

with the wider resort. Rather than

overall ease with which families

treating the spa as an isolated

can move through the resort.

facility, the property integrates wellness into its overall mood. The

At the heart of Centara Mirage

quiet pathways, neutral interiors,

Lagoon is its expansive outdoor

lagoon-facing spaces and slower

water complex. Swimming pools,

tempo all support the same idea:

a children’s pool, lazy river, water

this is the side of The Atollia where

playground and multiple slides

Centara Grand Lagoon Resort Maldives (PHOTO/CENTARA)

A defining feature of Centara Grand Lagoon is the way it balances privacy with shared experience.

hoteliermaldives.com

Centara Grand Lagoon Resort Maldives (PHOTO/CENTARA)

What remains after a visit is the impression of a resort concept that understands choice.

Centara Mirage Lagoon Maldives (PHOTO/CENTARA)

The Atollia by Centara

Centara Grand Lagoon Resort Maldives (PHOTO/CENTARA)

create a resort experience that is

space. Dedicated family rooms

Dining at Centara Mirage Lagoon

active from morning to evening. For

with bunk beds add practical

reflects this inclusive, energetic

families, this is a major advantage.

value, particularly for parents

character. The Sailhouse serves

In many Maldives resorts, younger

travelling with younger children.

as a central international dining

guests are entertained in specific

The design is fresh, bright and

venue, while Acqua brings Italian

spaces while the rest of the island

contemporary, with the lagoon or

flavours into the mix. Suan Bua,

remains largely adult in tone.

beachfront always close at hand.

Centara’s Thai restaurant concept,

At Mirage Lagoon, the family

adds a strong brand signature,

experience is built into the centre

This practical approach is one of

and the Rum Bar, Dolphin Bar and

of the property. Children can

Mirage Lagoon’s most appealing

Scoops provide casual stops

be energetic, curious and loud

qualities. It understands the

throughout the day. The variety

without feeling out of place, while

realities of family travel. Parents

matters because family holidays

parents can relax in an environment

need space, convenience, dining

are often shaped by dining

designed to support that rhythm.

variety, activities, flexibility and

logistics. A resort can have the

moments of respite. Children

most beautiful villas in the world,

The accommodation at Centara

need stimulation, water, play,

but if children are not comfortable

Mirage Lagoon is similarly family-

food they enjoy and the freedom

at mealtimes, the experience

aware. The resort offers 145 rooms

to explore safely. The resort

quickly becomes difficult. Mirage

and villas, including beachfront

is built around those needs.

Lagoon appears to understand

rooms, overwater villas, Jacuzzi

The result is a Maldives holiday

this, offering enough choice to

categories, pool villas and larger

that feels less formal and more

keep meals easy, social and varied.

beach houses. Many categories are

instinctive, particularly for

configured with families in mind,

families who may be visiting

Wellness at Mirage Lagoon also

and interconnecting options offer

the country for the first time.

takes a family-inclusive approach.

both togetherness and personal

Spa Cenvaree provides treatments

hoteliermaldives.com

for adults, while Candy Spa

the Maldives resort landscape.

There are considerations. Travellers

introduces younger guests to

The destination caters to different

seeking the extreme remoteness

a lighter, playful version of the

guest profiles without forcing them

of the far northern or southern

spa experience. It is a thoughtful

into a single resort personality.

atolls may find North Malé Atoll

addition because it reflects the

In a market where resorts often

more connected and less isolated.

resort’s broader philosophy:

define themselves narrowly —

Families seeking complete quiet

children are not treated as an

ultra-luxury, wellness, family,

may prefer the Grand Lagoon side,

afterthought, but as guests

romance, adventure — The Atollia

while couples who want absolute

with their own preferences,

offers a more fluid proposition.

adult-only seclusion should

routines and sense of wonder.

It recognises that travellers do

be aware that the wider Atollia

not always fit one category. A

concept is intentionally multi-

The most compelling aspect of The

family may want both high-energy

generational. But for many guests,

Atollia, however, is not simply that

entertainment and refined dining.

these are not drawbacks; they are

it has two resorts. It is that guests

A couple may want privacy without

part of the appeal. The destination

can experience both. This gives

isolation. A group may include

is accessible, flexible and varied,

the destination a rare flexibility. A

children, teenagers, parents and

which makes it especially relevant

family may stay at Centara Mirage

older relatives, all with different

for today’s Maldives traveller.

Lagoon, spend the day around

expectations of the same holiday.

the lazy river and slides, then

What remains after a visit is the

cross over for a quieter dinner

The Atollia works best when

impression of a resort concept that

or sunset moment at Centara

understood as a destination rather

understands choice. The Maldives

Grand Lagoon. A couple staying

than two separate properties.

has no shortage of beauty, and The

at Grand Lagoon may enjoy the

Centara Grand Lagoon on its

Atollia certainly has the lagoon,

serenity of their villa but still have

own is a polished, tranquil island

beaches and overwater views

access to a livelier dining or activity

retreat with a strong dining and

expected of the destination. But

scene across the lagoon. Multi-

wellness proposition. Centara

its more meaningful contribution

generational groups benefit most

Mirage Lagoon on its own is a

is structural. It gives guests two

of all: grandparents can retreat

dynamic family resort with one of

versions of paradise within one

to calm, parents can alternate

the more activity-led concepts

stay: one calm and refined, the

between rest and activity, and

in the Maldives. Together, they

other bright and full of movement.

children can immerse themselves

become something more

The connection between them is

in the facilities of Mirage Lagoon.

distinctive: a connected lagoon

not only physical, but experiential.

community where guests can This duality also makes The Atollia

design the tone of each day.

commercially interesting within

At Centara Grand Lagoon, the day may end with a quiet sunset, a seafood dinner and the sound of water beneath an overwater deck. At Centara Mirage Lagoon, it may end with children still talking about the slides, parents grateful for an easy dinner, and the lagoon glowing in the evening light. Both experiences are valid. Both are distinctly Maldivian. And together, they make The Atollia by Centara Hotels & Resorts one of the more versatile new resort destinations in the country — a place where each generation can find its own version of island life, without

Centara Grand Lagoon Resort Maldives (PHOTO/CENTARA)

ever being far from the others.

The Atollia by Centara

Centara Mirage Lagoon Maldives (PHOTO/CENTARA)

Centara Grand Lagoon Resort Maldives (PHOTO/CENTARA)

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Ceremony held to mark the 25th anniversary of Four Seasons Resorts Maldives Apprenticeship Programme. (PHOTO/FOUR SEASONS)

25 years on, Four Seasons Resorts Maldives apprenticeship programme surpasses 1,000 graduates Twenty‑five years ago, five

marked its 25th anniversary at

it the longest‑running of its

young Maldivians became

the Maldives National University

kind in the Indian Ocean.

the first graduates of the Four

Auditorium in Malé, celebrating

Seasons Maldives Hospitality

a total of 1,058 Maldivians

The event was attended by

Apprenticeship Programme. On

who have now graduated

Dr Aishath Shehenaz Adam,

April 18, 2026, the programme

from the programme, making

Vice‑Chancellor of the Maldives

Four Seasons Resorts Maldives apprenticeship programme

National University (MNU). In

and belief to succeed?

addition to celebrating this year’s 77 graduates, the event

That conversation led to the

also welcomed the incoming

first apprenticeship intake of

Class of 2027, an intake of 84

just five students. One year

new apprentices selected

later, all five graduated.

from more than 300 applicants from 28 islands across 15 atolls.

In 2010, the programme again

These apprentices will begin a

drew national attention when

year‑long programme combining

it became the Maldives’ first

structured training in their chosen

Technical and Vocational Education

discipline with immersion in

and Training (TVET)‑certified

the hospitality traditions of the

apprenticeship scheme, featuring

Four Seasons philosophy.

a government‑accredited curriculum and nationally

In addition, 19 graduates from the

recognised competency

Class of 2026 will return to Four

standards and qualifications.

Seasons for a second or third year of training in Front Office,

Today, the Apprenticeship

Reservations or Engineering,

Programme offers 14 career

as well as the Bachelor’s

pathways across disciplines

Degree in Marine Sciences.

ranging from Culinary and

How it Started

Front Office to Engineering, Housekeeping, Marine Transport,

The programme’s 25th‑anniversary

Diving and Watersports,

milestone traces back to a simple

Recreation, Photography

but bold idea in 2001. Faced

and Marine Conservation.

with a shortage of Maldivians group of leaders at Four Seasons

A Programme Built on More Than Textbooks

Resort Maldives at Kuda Huraa

Like every cohort before them,

asked a different question:

the Class of 2027 will live and work

What if young Maldivians, with

on the resort islands, often for the

no prior experience, were given

first time away from their home

the opportunity, structure

atolls. That immersive environment

in guest-facing roles, a small

For me, this programme has always been about possibility Armando Kraenzlin, Regional Vice President and General Manager, Four Seasons Resort Maldives at Landaa Giraavaru

Ceremony held to mark the 25th anniversary of Four Seasons Resorts Maldives Apprenticeship Programme. (PHOTO/FOUR SEASONS)

hoteliermaldives.com

has always been central to the

the wider tourism industry.

programme’s model. Alongside

shaping the industry, that belief has proven itself many times over.”

technical training, the programme

“For me, this programme has

includes emotional intelligence

always been about possibility,”

modules, leadership development

says Armando Kraenzlin, Regional

New Marine and Environmental Sciences Apprenticeship

and an international student

Vice President and General

Four Seasons Resorts Maldives is

exchange with the Republic

Manager, Four Seasons Resort

introducing the next pathway in

of Palau, launched in 2023.

Maldives at Landaa Giraavaru.

its apprenticeship programme:

“Twenty‑five years ago, we

a fully funded, four‑year Marine

The Apprenticeship Programme

started with five students and

and Environmental Science

is open to Maldivians aged 17 to

a simple belief that, given the

apprenticeship, developed in

20. Alumni of the programme

right environment, young people

collaboration with the Maldives

now hold leadership roles across

can achieve far more than they

National University (MNU). The

the global portfolio, in other

imagine. Today, seeing more than

programme is designed to

luxury hospitality brands and

a thousand graduates building

support the development of

across a range of sectors within

careers, leading teams and

future ocean scientists, marine biologists and sustainability leaders from communities closely connected to the surrounding marine environment. Launching with the incoming Class of 2027, the pathway represents the programme’s most academically rigorous offering to date. Its introduction comes at a time when the Maldives’ coral reefs, fisheries and coastal ecosystems are facing increasing pressure linked to climate change.

Why It Matters Now The Maldives sits on the frontline Ceremony held to mark the 25th anniversary of Four Seasons Resorts Maldives Apprenticeship Programme. (PHOTO/FOUR SEASONS)

of the climate crisis. Sea surface temperatures are rising, and coral bleaching events are becoming more frequent. The blue economy that sustains the country including fishing, tourism and marine research, requires trained local professionals to support its future. At the same time, youth unemployment in the Maldives remains a structural challenge, with many young islanders facing limited access to university‑level education within the country. The Marine and Environmental Science apprenticeship is designed to address these issues directly.

Ceremony held to mark the 25th anniversary of Four Seasons Resorts Maldives Apprenticeship Programme. (PHOTO/FOUR SEASONS)

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“This anniversary is not simply about looking back,” adds Armando Kraenzlin. “It is about looking ahead and investing in the next generation of Maldivian leaders who will help protect the very environment that makes our islands so extraordinary. The ocean is not a backdrop here. It is the point.”

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What the Marine and Environmental Sciences Apprenticeship Delivers Developed in collaboration with the College of Fisheries and Ocean Sciences at the Maldives National University, the apprenticeship combines academic study with immersive fieldwork. Training takes place across Four Seasons Resort Maldives at Landaa Giraavaru and Four Seasons Resort Maldives at Kuda Huraa. In the first year, apprentices divide their time between classroom learning at the Maldives National University in Malé and hands‑on fieldwork at both resorts. The curriculum spans marine ecosystems, biodiversity conservation, climate science, fisheries, aquaculture and blue economy principles. At the end of the first year, participants graduate with a Level 4 Advanced Certificate in Marine and Environmental Science. From the second year, the pathway progresses into a three‑year bachelor’s degree, with specialisation in Fisheries and Aquaculture or Climate Change. Graduates are qualified to pursue careers as marine biologists, sustainability officers, environmental researchers and conservation specialists.

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45 years in Maldives: Manjula Herath on leadership, trust and Bank of Ceylon’s next chapter By Ali Naafiz

Manjula Herath. (PHOTO/BOC)

45 years in Maldives: Manjula Herath

This milestone is deeply meaningful to me both professionally and personally Manjula Herath, Country Manager, Bank of Ceylon Malé

Bank of Ceylon branch in Male (PHOTO/BOC)

On 7 May 2026, Bank of Ceylon

For Herath, the significance of

Maldives is no longer just there

Maldives marked 45 years of

this anniversary lies not simply in

to process transactions or

continuous presence in the

the number of years, but in what

facilitate imports. It is expected to

country — a milestone that reflects

those decades represent. “More

understand the market, support

not only the bank’s longevity,

importantly, it represents 45 years

investment, connect businesses

but also its enduring role in the

of trust, resilience, and partnership

to regional and international

Maldives’ economic story.

with the Maldivian economy,”

networks, and remain present

she says. “It is a privilege to build

through both growth cycles

For Manjula Herath, Country

on this legacy while contributing

and more difficult periods.

Manager of Bank of Ceylon Malé

to its next phase of growth.”

and the bank’s first female Country

Bank of Ceylon Maldives, Herath

moment is both institutional and

From banking support to development partner

deeply personal. “This milestone

When Bank of Ceylon established

in economic development”,

is deeply meaningful to me both

its presence in the Maldives in

supporting sectors such

professionally and personally,” she

1981, its role was shaped by the

as tourism, infrastructure,

says. “Being entrusted to lead the

financial needs of that time:

housing and private enterprise

bank at such a historic moment, as

facilitating trade, supporting

while helping enable financial

its first female Country Manager

foreign exchange requirements

connectivity with global markets.

in the Maldives, reflects not only

and providing essential banking

my own journey but also the

services. But the Maldives has

institution’s progressive outlook.”

changed substantially since then,

A bank shaped by tourism, and shaped alongside it

and so has the role of the bank.

The most immediate part of that

Manager in the Maldives, the

says, now plays “a much broader role as a long-term partner

story lies in the tourism sector.

There is weight in that reflection. Forty-five years is long enough

“The transition has been from being

for a bank to become more than

a transactional service provider to

Tourism has been at the centre

a financial institution. It becomes

becoming a strategic partner that

of the Maldivian economy for

part of the commercial rhythm

contributes to stability, growth,

decades, and Herath is clear that

of a country — particularly in the

and long-term value creation in the

it has also been central to Bank of

Maldives, where trade, foreign

Maldivian economy,” Herath says.

Ceylon Maldives’ operations and evolution. “Over the years, Bank

exchange, tourism and crossborder transactions are all

That shift is central to how

of Ceylon Maldives has actively

central to how business moves.

she views the bank’s position

supported the development

today. A foreign bank in the

of the sector, from early-stage

hoteliermaldives.com

Bank of Ceylon branch in Male (PHOTO/BOC)

resort financing to large-scale

enterprises that all require financial

becoming more complex, and

developments,” she says.

systems designed around the

businesses are more exposed

realities of their businesses.

to global cost movements and

That support has taken different

foreign currency dynamics. Herath

expanded and become more

Financing a more complex hospitality industry

layered. The bank has adapted

According to Herath, one of

cash flow-based financing, as well

its services through “tailored

the most significant changes

as foreign currency funding aligned

financial solutions such as project

over the past decade has been

with their revenue streams.”

financing for resorts, working

the increasing sophistication

capital facilities for suppliers,

of financing needs across

Just as importantly, the post-

trade finance for imports, and

the hospitality sector.

pandemic operating environment

forms as the industry itself has

foreign currency solutions,”

notes that hospitality businesses now require “more flexible and

has changed expectations

while also extending support to

“The financing landscape has

around resilience. “There is

emerging segments including

become more sophisticated

also a growing emphasis on

guesthouse tourism and SMEs.

over the past decade,” she says.

sustainability, efficiency, and

“There has been a shift from

resilience, especially following

This reflects a broader truth about

traditional lending to structured

global disruptions such as the

the Maldivian hospitality industry

project financing, including

COVID-19 pandemic,” she says. “As

today. It is no longer defined solely

syndicated loans and larger

a result, financial solutions today

by large resort developments.

investment frameworks.”

must be more adaptive, forward-

It includes suppliers, logistics

looking, and risk-sensitive.”

providers, service companies,

That evolution matters in a market

transport operators, guesthouses

where tourism projects are growing

and smaller tourism-linked

in scale, operational demands are

45 years in Maldives: Manjula Herath

Where the next phase of tourism growth lies

more digital and more integrated

align with the operational needs of

into daily operations. Yet in a

hospitality businesses,” she says.

As the Maldives looks to its next

relationship-driven market such

“At the same time, we continue

phase of tourism development,

as the Maldives, technology

to balance digital innovation with

Herath sees opportunity

alone is not enough.

personalised service, ensuring that customers benefit from

across several fronts. Herath says the bank is investing

both technology and strong

“We see strong opportunities

in both sides of that equation.

relationship management.”

in supporting the expansion

“We are actively enhancing our

of tourism into new islands,

digital capabilities to meet these

That balance may be especially

as well as the development of

expectations,” she says, pointing

important in the Maldives, where

integrated resorts and supporting

to improvements in digital banking

banking decisions often depend

infrastructure such as transport,

platforms, payment systems

as much on trust, continuity

utilities, and logistics,” she says.

and trade finance processes.

and responsiveness as they

That outlook goes beyond

But she is equally clear that digital

resort construction alone. It

transformation should not come at

Acting as a financial bridge

recognises that tourism growth

the cost of personal engagement.

Cross-border banking remains

in the Maldives increasingly

“Our focus is on delivering

one of the most important areas

depends on the systems around

faster, more efficient, and more

for the Maldivian market, given

the resorts as much as the

integrated financial services that

the country’s dependence on

do on digital capability.

properties themselves — how they are supplied, connected, powered and sustained. Herath also sees growing scope in projects tied to sustainability. “There is also significant potential in financing sustainability-focused projects, including environmentally responsible resort developments and energy-efficient initiatives,” she says. “Our role will be to provide financial solutions that enable sustainable and inclusive growth across the sector.” This is a notable point in the Maldivian context. As environmental pressures and climate vulnerability continue to shape investment thinking, financing linked to long-term sustainability is becoming less of a niche and more of a commercial imperative.

Digital expectations, human relationships Hospitality businesses today expect their banks to be faster,

Manjula Herath. (PHOTO/BOC)

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According to Herath, clients increasingly come to the bank seeking more than funding. “They seek stability, flexibility, and guidance,” she says. “At Bank of Ceylon Maldives, we support our clients by offering tailored financial solutions, strong foreign currency services, and advisory support.” She adds that the bank’s longstanding relationships help it respond with greater relevance. “Our long-standing relationships allow us to understand our clients’ needs and provide solutions that help them manage risks while continuing to grow their businesses.” A personal milestone in leadership Herath’s own appointment as the first female Country Manager of Bank of Ceylon in the Maldives gives additional significance to this 45-year milestone. Manjula Herath. (PHOTO/BOC)

Asked about her own journey, she frames it not in terms of obstacles

imports and the international

For an economy such as the

alone, but in terms of growth.

nature of tourism.

Maldives, that bridge is not

“My journey has been shaped by

abstract. It sits at the centre

dedication, continuous learning,

Here, Herath believes Bank of

of how resorts source goods,

and the ability to embrace

Ceylon Maldives is particularly well

how suppliers manage imports,

challenges as opportunities,”

positioned. “Cross-border banking

how businesses navigate

she says. “While there are

is one of our core strengths,” she

foreign exchange requirements

challenges in any leadership

says. “With our presence in Sri

and how investment capital

path, they have strengthened

Lanka and international operations,

moves through the market.

my resilience and confidence.”

Leading in a complex environment

Her message to young women in

Businesses in the Maldives today

in finance is straightforward and

She describes the bank’s role

are operating in a more difficult

encouraging: “Believe in your

as “a reliable financial bridge”,

and less predictable environment

abilities, remain committed

supporting trade financing,

than they were a decade ago.

to your goals, and take on

foreign currency transactions

Foreign currency constraints,

challenges with confidence.

and investment flows that help

cost pressures and wider global

Leadership is about capability

businesses remain connected to

economic uncertainty are all

and determination, and there is

regional and global supply chains.

shaping decision-making.

immense opportunity for women

we are well positioned to facilitate financial connectivity between the Maldives and regional markets.”

the Maldives considering careers

45 years in Maldives: Manjula Herath

to excel in the financial sector.”

next chapter will depend on talent.

Herath points to the combination of local understanding

It is a message that sits

“We place strong emphasis on

comfortably within the wider

developing our people through

arc of this anniversary — a point

training, exposure, and continuous

“Our defining strength is our deep-

where institutional history and

learning opportunities,” she

rooted presence combined with

individual leadership intersect.

says. “We invest in building both

strong regional and international

technical expertise and leadership

capabilities,” she says. “This

capabilities, while also providing

allows us to understand the local

opportunities for local talent to

market while offering globally

grow within the organisation.”

aligned financial solutions.”

For the next generation of banking

Her vision is clear. “Our vision is

professionals, she identifies

to be a leading financial partner

“Leadership in a market like

“adaptability, digital awareness,

in the Maldives’ next phase of

the Maldives is built on trust,

customer focus, and strong

growth,” she says. “We aim

consistency, and long-term

ethical values” as the qualities

to expand our support to the

commitment,” she says. “It

that will matter most in an industry

tourism sector, strengthen

is not only about achieving

that is continuing to change.

digital banking, enhance

What leadership means in the Maldives For Herath, leadership in

and wider capability.

the Maldivian market is not defined by numbers alone.

financial results, but also

cross-border connectivity,

relationships, understanding

Sustainability as a financial priority

local dynamics, and being

In a country such as the

present for clients over time.”

Maldives, sustainability is no

Ultimately, she says, the ambition

about building strong

and contribute to sustainable economic development.”

longer peripheral to business

is larger than the bank itself. “We

She adds: “True leadership is

strategy. It is increasingly

aspire to play a meaningful role

demonstrated through reliability,

central to development,

in shaping a resilient, globally

integrity, and the ability to create

tourism and finance alike.

connected, and sustainable

value beyond transactions.”

Maldivian economy.” Herath acknowledges that

That idea may also explain why

reality directly. “Sustainability is

After 45 years in the Maldives,

Bank of Ceylon Maldives has

becoming increasingly important,

that may be the clearest way to

remained relevant in a competitive

particularly in a country like the

understand Bank of Ceylon’s

market for so long. When asked

Maldives that is highly vulnerable

place in the market. Its legacy is

what has sustained the bank’s

to climate change,” she says.

not only in how long it has been

place over 45 years, Herath

here, but in how it has evolved

returns to the same themes: trust,

She notes that the bank is

with the country — from trade and

consistency and adaptability.

supporting projects linked to

transaction support to a broader

environmental responsibility,

role in tourism, investment,

“Our longevity and relevance are

including sustainable tourism

connectivity and long-term

built on trust, consistency, and

developments and energy-

economic development.

our ability to adapt to change,”

efficient initiatives, and

she says. “Our commitment to

sees “a clear and growing

For Herath, the anniversary

stability, reliability, and long-

demand for financing that

is both a celebration of that

term partnership has been

aligns with environmental

history and a statement of

key to earning and sustaining

and social outcomes”.

intent for what comes next.

trust in the market.”

Investing in people, and in the future Herath is also clear that the bank’s

The strength behind the next chapter When asked to identify the bank’s defining strength today,

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Ceremony held to inaugurate the state-of-the-art turtle health centre at Jawakara Islands Maldives. (PHOTO/CCR)

State-of-the-art sea turtle health centre opens at Jawakara Islands Maldives The Sea Turtle Health Institute, a

turtles and research related

ceremony, Mohamed Solah,

joint initiative by the Olive Ridley

to turtle conservation.

Chief Executive Officer of Crown

Project and Crown & Champa

& Champa Resorts, highlighted

Resorts’ Jawakara Islands Maldives,

The centre was officially opened by

the importance of environmental

has been officially inaugurated.

Sarah Moosa, Managing Director

conservation in the Maldives.

of Crown & Champa Resorts. The facility will focus on the rehabilitation of injured sea

“The natural beauty we enjoy today Speaking at the inauguration

is a direct result of the respect

Sea Turtle Health Centre opens at Jawakara Islands Maldives

and priority our ancestors gave

up to 14 turtles at one time;

to the environment,” Solah said.

surgical and diagnostic facilities; and

He added that preserving the

a classroom for educational

environment requires cooperation

programmes.

with relevant authorities and implementation of long-term

The partners stated that the

conservation policies.

facility is the largest sea turtle treatment centre in the region

Maximilian Polyak, Director of

and the only one in the area

Conservation Medicine at the Olive

providing integrated treatment,

Ridley Project, said the centre was

research and educational

established through the work of

services under a single roof.

local and international partners.

The natural beauty we enjoy today is a direct result of the respect and priority our ancestors gave to the environment Mohamed Solah, Chief Executive Officer, Crown & Champa Resorts

Drawing on his experience with similar facilities in other countries, Polyak described the centre as a facility designed to support turtle treatment and research under one location. Ahmed Iyad, Project Coordinator for the Olive Ridley Project Maldives, said the centre would support clinical research and provide opportunities for researchers, students and conservation groups to conduct studies related to sea turtles. During the ceremony, Sarah Moosa thanked individuals and organisations involved in establishing the facility and said

State-of-the-art turtle health centre at. Jawakara Islands Maldives. (PHOTO/CCR)

the project reflected efforts within the tourism industry to support sustainability initiatives. Although officially inaugurated on Sunday, the facility became fully operational in September 2025. According to the project partners, the centre includes: seven treatment tanks for injured turtles; two intensive care tanks for critically injured turtles; capacity to accommodate

Ceremony held to inaugurate the state-of-the-art turtle health centre at Jawakara Islands Maldives. (PHOTO/CCR)

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Milaidhoo Maldives. (PHOTO/MILAIDHOO)

Milaidhoo Maldives celebrates 10 years

Milaidhoo Maldives celebrates 10 years of island soul and barefoot luxury Milaidhoo Maldives marks a defining milestone this year as it celebrates 10 years of barefoot informality, heartfelt hospitality and deeply personal island stories in the heart of the Maldives.

To mark this occasion, the Milaidhoo Family invites guests, friends and loyal guests to join a week-long anniversary celebration from 23rd to 29th November 2026, a carefully curated journey through the experiences, people and traditions that have shaped the island over the past decade. Set within the UNESCO Biosphere Reserve of Baa Atoll, Milaidhoo was born as a sanctuary of reinvented luxury, where connection matters

Milaidhoo Maldives. (PHOTO/MILAIDHOO)

hoteliermaldives.com

more than convention and where

November 2026 with the “10

every experience is shaped by

years, 10 food stalls” gala dinner,

nature, culture and human warmth.

followed by live entertainment and

Ten years on, it remains a place

fireworks over the Indian Ocean.

defined not by grandeur, but by meaning – a home for those

“This milestone is not only a

who seek the true Maldives.

celebration of Milaidhoo but also of every guest, colleague and

This anniversary celebration

friend who has become part of

reflects the essence of Milaidhoo:

our story,” said Paul van Frank,

intimate, soulful and guided by

General Manager. “Milaidhoo has

the rhythm of island life. Each

always been shaped by genuine

day has been thoughtfully

connection and this week is our

designed to celebrate the

way of honouring the shared

pillars that define the island:

memories that have brought this

ocean, well-being, gastronomy,

island to life over the past 10 years.”

culture and community – bringing them together in a

Exclusive anniversary experiences

week of shared moments and

will also be available throughout

meaningful encounters.

2026, including A decade of you, a romantic celebration designed

Days begin with champagne

for couples marking milestone

sunrise cruises aboard Saima,

wedding anniversaries in decades

the traditional dhoni, followed

– 10, 20, 30 years and beyond –

by guided snorkelling across

with meaningful island moments

the flourishing house reef and

that reflect their journey together;

immersive marine conversations

and 10 years, 10 nights, 10

that reflect Milaidhoo’s long-

privileges, an immersive Milaidhoo

standing commitment to ocean

journey featuring a collection of

stewardship. Coral planting

bespoke experiences personally

experiences invite guests to

curated by the Milaidhoo Family.

leave a lasting contribution to the reef that sustains the island.

As Milaidhoo enters its next chapter, its essence remains

At Serenity Spa, restorative rituals

unchanged: a sanctuary of

unfold throughout the week, from

island soul, where guests arrive

breathwork journeys to sound

as visitors and leave as part of

healing, embracing the island’s

something far more enduring.

philosophy of wellbeing, where stillness and simplicity become

Milaidhoo invites the world to

the greatest luxuries of all.

return home and to celebrate not just 10 years of history, but

Culinary experiences take centre

the beginning of many more

stage, celebrating both Maldivian

stories still to be written.

heritage and global artistry. Highlights include a Maldivian night at Azure, a traditional Malaafaiy feast at Ba’theli and a 10-course Japanese-inspired wine-pairing dinner at Chef’s Table. The celebrations culminate on 29th

This milestone is not only a celebration of Milaidhoo but also of every guest, colleague and friend who has become part of our story. Paul van Frank, General Manager, Milaidhoo Maldives

Milaidhoo Maldives celebrates 10 years

Milaidhoo Maldives. (PHOTO/MILAIDHOO)

hoteliermaldives.com

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hoteliermaldives.com

Rebuilding memory: How Christophe Groh’s Heritage Villas reimagine Maldivian architecture for a new era By Maaish Mohamed

Heritage Villas.

How Christophe Groh’s Heritage Villas reimagine Maldivian architecture

In a tourism landscape often defined by speed, scale and standardisation, the Heritage Villas at The Barefoot in Hanimaadhoo offer a different proposition. They do not begin with the usual language of luxury development, nor with the promise of novelty for its own sake. Instead, they begin with a question: what happens when architecture looks backward in order to move forward? For Christophe Groh, owner and project lead, the answer lies in rebuilding a form of Maldivian house that once made complete sense for island life. The Heritage Villas are not presented as replicas frozen in time, but as working examples of how traditional knowledge, environmental logic and contemporary hospitality can meet in a way that feels both rooted and relevant. The project page describes the villas as an opportunity to “live the Maldives as the islanders once did”, with coral stone walls and coconut wood frames arranged around a

Heritage Villas.

central courtyard, inviting guests into a more direct relationship

coral house, the way it used

“I wanted to prove that the concept

with climate, materials and place.

to be built, let’s say until the

of the Maldivian coral house

1960s and 70s,” he says.

was actually a very interesting concept for a sustainable way of

Groh’s motivation came from seeing how much of that

That ambition carries a practical

architectural knowledge had

argument as well as a cultural one.

already disappeared. In his

Groh wanted to demonstrate

This is what gives the Heritage

interview, he explains that while

that the old coral house was not

Villas their significance beyond

travelling through the Maldives,

merely a relic of the past, but a

hospitality design. The project

from north to south, he found

sophisticated response to the

is not nostalgia dressed up as

that many old houses had been

conditions of island life. Thick coral

experience. It is an architectural

abandoned, partly destroyed

walls, lime-based construction and

argument. It asks whether older

or completely lost. What

cross-ventilation once allowed

building traditions, developed

stayed with him was not only

people to live without mechanical

over generations of adaptation

the disappearance of physical

cooling. In a country where

to heat, salt, wind and monsoon,

structures, but also the fading

modern construction has become

might still have something

of the logic behind them.

increasingly dependent on

important to teach the present.

living in the Maldives,” he says.

imported systems, sealed interiors “The primary motivation was

and constant air conditioning,

At The Barefoot, that inquiry

to rebuild a house, a Maldivian

that point is not trivial.

began with one house. Groh

hoteliermaldives.com

I wanted to prove that the concept of the Maldivian coral house was actually a very interesting concept for a sustainable way of living in the Maldives Christophe Groh, Owner, The Barefoot

Christophe Groh.

first built an original coral house,

beach holiday; they were looking

guests more visual and physical

for a closer encounter with local

access to the outdoors. Traditional

as a direct interpretation of how

life, landscape and culture.

family homes were designed for

Maldivian homes once stood. That

privacy, with more enclosed spatial

experiment then opened another

From there, the idea evolved into

arrangements. In the Heritage

possibility: if the house could

a small collection of Heritage

Villas, that logic has been adjusted

provide comfort, atmosphere and

Villas. Their scale matters. Groh

to suit hospitality, allowing views

natural airflow in contemporary

is explicit that this is not a project

toward the sea on one side and

conditions, why not extend the

designed for mass replication. It

a private garden on the other.

experience to guests interested

is labour intensive, slow to build

in a different kind of stay?

and commercially unappealing

The project page similarly notes

by conventional development

that the house is arranged

According to Groh, some guests

standards. The point is not

around a central open courtyard,

were already expressing a desire

volume. The point is proof.

with kitchen, storage room and

for accommodation that felt

bathroom on one side, and a

closer to traditional living and less

Architecturally, the villas balance

bedroom and large living space

dependent on air conditioning.

fidelity and adaptation. Groh

on the other. The language is

For a hotel located on an inhabited

explains that the project retained

simple, but the design logic is

island, rather than a private resort

the traditional model of a house

layered: openness, ventilation,

island, that interest made sense.

divided into two parts, while

shade and rhythm are treated

Visitors were not only seeking a

opening up the patio to give

not as decorative gestures,

How Christophe Groh’s Heritage Villas reimagine Maldivian architecture

but as core principles. Groh also made deliberate choices about orientation. Traditional houses often had protective walls on the east and west in response to monsoon conditions. But in the guest villas, strict adherence to that model would have reduced sea views and sunset exposure. So the design was adjusted. This is where the project becomes especially interesting. It does not claim purity. It is honest about interpretation. That honesty extends to material

Heritage Villas.

choices. “There is no cement,” Groh says. Coral was used for the walls, and coral lime for binding, in line with older methods. Local palm tree wood was used in the carpentry, and, as he puts it, “No nails. There is no iron in the construction, similar to traditional boat building in the Maldives.” The technical detail is more than anecdotal. It points to a building culture that once worked with what islands could provide, and with methods designed for those materials. Groh explains that wooden nails were handmade from local wood, dried, briefly burned

Heritage Villas.

to harden them, and shaped using techniques once used in boat building in several atolls. Few people still know how to do this. That scarcity is one of the project’s most important dimensions. The Heritage Villas are not only about preserving an architectural form. They are also about preserving skill. Groh says the team was fortunate to find an elderly carpenter in Hanimaadhoo who still knew these techniques, as well as two masons in their sixties and seventies. One of the goals was

Heritage Villas.

hoteliermaldives.com

Heritage Villas.

to keep that knowledge alive by

Cochin were also incorporated.

often need time to adjust. The first

transmitting it to younger workers.

Together, these elements give

night may feel unfamiliar, with birds

the villas a sense of age, not as

and waves audible from both sides

styling, but as material continuity.

of the island. But after two or three

In this sense, the project operates as both construction and

nights, many begin to understand

documentation. Groh describes

Yet Groh is careful not to

the experience differently. “They

recreating a traditional wooden

romanticise discomfort. The villas

say it is incredible, with absolute

partition between Beirogue and

include a fully air-conditioned

silence and only natural sounds.”

Terregue based on a very old

bedroom, and the project page

house in Kulhudhuffushi, with a

lists amenities such as high-

That period of adaptation may

design resembling partition seen

speed wireless internet, a fully

be one of the most revealing

in Utheemu Palace. These are the

equipped kitchen, housekeeping

aspects of the project. It suggests

kinds of elements most likely to

and personalised services,

that contemporary comfort has

disappear first when old homes

alongside hotel access and

narrowed rather than expanded

are demolished. Recreating

curated experiences. The point is

our sensory expectations. In

them is therefore not simply

not to reject modern expectations

relearning how to sleep with

aesthetic. It is an act of recovery.

altogether. It is to question

airflow, sound and porous space,

which modern expectations

guests are also relearning a

Even the furnishings follow the

are truly necessary, and which

different relationship with climate.

same logic of reuse and continuity.

have simply become habitual.

Furniture was made from recycled

The ideal guest, Groh says,

wood sourced from demolished

Groh’s own position is clear. “I

is someone looking for an

houses in India, some of it 200 to

want to convince people that

environment close to nature. He

300 years old, then worked by

it is not required,” he says of air

speaks of travellers from countries

carpenters on site. Old lamps from

conditioning. He notes that guests

where natural living already has

How Christophe Groh’s Heritage Villas reimagine Maldivian architecture

cultural traction, and of guests

environmentally responsive and

architectural intelligence visible

who are not unsettled by geckos

small enough to remain meaningful.

again. In that sense, the project

or the realities of being outdoors.

is less about returning to the past

But the market positioning is

This may not be the dominant

than about restoring continuity

also philosophical. These villas

future of tourism construction in

between past and future.

are for people who want to

the Maldives. Groh himself does

engage, not merely consume.

not present it that way. But as a

And in a rapidly changing Maldives,

pilot, the project opens a valuable

that may be one of the most

That is why the in-villa kitchen

space for thought. It proposes

forward-looking ideas of all.

matters. Groh says guests are

that resilience is not only about

encouraged to go into the village,

engineering stronger structures

buy ingredients and cook. Plans

or meeting new regulations. It is

for a cooking lab and library

also about retaining knowledge

are intended to deepen that

that has already been tested by

experience, linking architecture

climate, geography and time.

with gastronomy and everyday practice. A traditional house,

If the villas succeed, their real

after all, is not only a structure.

legacy may not be the number of

It is part of a way of life.

bookings they attract. It may be the fact that they make a forgotten

What message, then, does the project send to the Maldivian tourism industry? Groh’s answer is careful but pointed. He says the aim is to encourage guesthouse owners and others to “rediscover what Maldives is”. Too many properties, in his view, rely on Western designs and imported materials that could belong anywhere from Miami to Kuala Lumpur. In doing so, they risk flattening the distinctiveness of place. “People built houses in a certain way because they were perfectly adapted to island life,” he says. “Why introduce a universal design?” It is a question with implications far beyond one hotel. In a country whose tourism image is globally recognised yet often detached from the textures of ordinary Maldivian life, the Heritage Villas offer another narrative: one in which development can be culturally grounded,

Heritage Villas.

hoteliermaldives.com

Mohamed Hussain Shihab

Mohamed Hussain Shihab: Building HR leadership through people, succession and service By Mariyam Saliya Mohamed

Mohamed Hussain Shihab. (PHOTO/HOTELIER MALDIVES)

hoteliermaldives.com

InterContinental Maldives Maamunagau Resort. (PHOTO/IHG)

When Mohamed Hussain Shihab

tourism industry from within.

first considered hospitality, it was not part of a long-set career

“My first resort experience was

plan. He was looking at colleges

with Conrad Maldives as an

in Malaysia when he came across

intern and that’s where I fell in

a hotel school. That encounter

love with working on resorts and

changed the direction of his

the industry itself,” he says.

studies, and later his career. Today, Shihab is the Area Director “I didn’t plan on studying

of Human Resources for IHG Hotels

hospitality in the beginning,”

& Resorts in the Maldives. His

Shihab says. “But while looking

portfolio covers three properties,

at colleges I came across a good

placing him in a role that requires

hotel school there and that’s what

oversight of people strategy,

first got me into hospitality.”

succession planning, policy alignment, colleague engagement

His first resort experience came

and leadership development

through an internship at Conrad

across resort operations. In

Maldives Rangali Island. It was

2026, he was recognised as HR

during that placement that

& Training Personality of the Year

he began to understand the

at the Hotelier Maldives Awards,

structure, pace and purpose

an acknowledgement of his

of resort operations. The

contribution to human resources

experience also gave him a

in the country’s hospitality sector.

clearer view of the Maldives

It’s all about people. Leading the teams through showing them what is the right HR and what is the wrong HR or what I see as what we can do better. Mohamed Hussain Shihab, Area Director of Human Resources, IHG Hotels & Resorts, Maldives

Mohamed Hussain Shihab

For Shihab, the award is not only a

career, however, are linked

people, but also in consistency,

personal milestone. He views it as

less to positions and more to

process and law. He sees the

recognition of the teams he has

people. Shihab points to leaders

function as one that must

worked with and the systems built

who shaped his view of HR and

balance human connection with

around people development.

management, especially during

institutional responsibility. In resort

the earlier stages of his career.

environments, where colleagues

“Personally, to me, it just means

live and work within the same island

that I’ve been doing a good job at

“For me, I would really say defining

ecosystem, HR has a role that

leading the teams that report to

moments would actually be

extends beyond administration.

me and giving it the best that I can,”

the people that have had an

he says. “But to the industry, I think

impact on my journey,” he says.

“It’s all about people,” he says.

it’s great to see the recognition

“Starting with probably the best

“Leading the teams through

from institutions like Hotelier

HR director I ever worked under

showing them what is the right HR

Maldives for the passion that

when I was a junior in human

and what is the wrong HR or what

people have for the industry.”

resources, being Rizan Ali Afeef,

I see as what we can do better.”

who now works in the US. He really Shihab’s entry into human

had an impact on what I always

At the same time, he stresses

resources was also not a

saw a good HR leader to be.”

the importance of structure in

predetermined decision. After

decision-making. Where there

entering hospitality, HR became

He also refers to general managers

are disagreements on what is

part of his career through an

who influenced his leadership

right or wrong, he believes HR

opening that came at the right

approach, including Coetzer

leaders must return to the legal

time. He was looking for a

Deysel, Reinhold Johann, and

and regulatory framework.

position with a local company

Mark Eletr from Holiday Inn

when the opportunity arose.

Resort Kandooma Maldives.

“There is a lot of debate between right and wrong,” he says. “I think

“HR was not always my first

“They’ve really taught me about

when it comes to those debates,

option,” he says. “But because of

different styles of leadership

we should look at what’s written

an opportunity arising just while I

and really emulated what a great

as per law and guidelines to

was looking for positions and the

leader should be,” he says. “Having

really be able to establish the

right position with a local company,

impact from those leaders is

right term of leadership.”

that’s what first got me into human

really, I think, what’s made this

resources. And since then, it’s

journey more rewarding.”

been a very rewarding journey.”

In his current role, Shihab’s dayto-day work has moved from

For Shihab, HR is rooted in

operational HR involvement to

That journey has taken him through several hospitality groups and operating environments. His early experience included Hilton, followed by Centara Hotels & Resorts, Anantara and later InterContinental Hotels Group. Anantara was the first major international brand he worked with. Each brand, he says, contributed to his understanding of hotel operations, people management and leadership in different contexts. The defining moments in his InterContinental Maldives Maamunagau Resort. (PHOTO/IHG)

hoteliermaldives.com

matters at a personal level. “I think the biggest challenge is trying to make sure that that human connection is still made,” Shihab says. “Because it’s so important, especially in a resort environment, that you build a human connection with each and every colleague.” As an Area Director, time spent at each property is limited compared with a property-based HR role. Shihab says he manages this by travelling between properties and using each visit to engage with colleagues and leadership teams. “In this role as an Area Director now it’s tougher, of course, because I get less time with each property,” he says. “But still trying to travel to each property as frequently as I can and build those connections while I’m there, that’s been the most rewarding part.” A central part of Shihab’s HR work is succession planning. He Mohamed Hussain Shihab at the Hotelier Maldives Awards 2026. (PHOTO/HOTELIER MALDIVES)

views it not as a document or a yearly exercise, but as a process

broader planning. As Area Director,

“Previously, of course, being

of identifying, preparing and

his focus is on the direction of

involved in the day-to-day is more

promoting talent from within

people strategy across properties

of what I used to do and what I

the organisation. He points to

and the development of systems

still love,” he says. “Being able to

examples from the properties

that support future growth.

oversee three properties and look

he oversees: a reservation agent

at the people strategy and where

becoming a reservation manager,

“My day-to-day really now

these properties will go in the

a duty manager becoming

revolves around strategy and

future really has an impact on what

director of rooms, and a colleague

future planning for the path

I do now on a day-to-day basis.”

who began as a security guard

that the resort takes in terms of people strategy,” he says.

becoming a security manager. One of the challenges of overseeing multiple properties

“You see the rewarding growth of

Even so, he remains connected

is maintaining the human

colleagues in the industry,” he says.

to the operational side of

connection that is central to HR

“So I think that has been the most

HR. He says the day-to-day

leadership. Resort operations in

impactful part of the succession

involvement with colleagues

the Maldives depend on close

planning for each property. And

was part of what he enjoyed in

working relationships, and HR

you see it evident here because all

earlier roles, and it continues

leaders are often expected to

of those examples I just mentioned

to inform how he approaches

understand colleague concerns,

came out of these properties.”

his current responsibilities.

career goals and welfare In practice, succession planning

Mohamed Hussain Shihab

requires a system that allows

remains a key industry issue.

colleagues to move from entrylevel roles into supervisory and

“That is actually the effective

management positions. Shihab

succession planning that we

says international hotel companies

should look at within the Maldives

will continue to recruit externally

because we have talent that we

when required, particularly as

can grow internally,” he says.

pipelines expand. But he believes the Maldives must continue to

Shihab’s career also includes

develop talent within resorts.

experience outside the resort model. His time in Dubai gave

“In practice, it’s about growing

him exposure to a city hotel

talent from within,” he says. “We,

environment, which differed from

of course, as a large international

the Maldives in both structure

company, sometimes do have to

and daily operations. Unlike a

look outside for talent because

resort, where colleagues live and

there are just so many hotels

work on the same island, a city

that we’re developing. IHG

hotel involves commuting, varied

as a whole, now up to 7,000

living arrangements and different

hotels worldwide. But really for

engagement challenges.

succession planning, it should come from within the resort.”

“Dubai was definitely a very rewarding experience because it’s

He uses InterContinental

completely different from a resort

Maldives Maamunagau Resort as

environment,” he says. “Being

an example. Since opening six

based in a fast-paced city, a city

years ago, the property has seen

hotel where it’s 300 plus rooms

colleagues who joined during

but in one structure. And it’s very

pre-opening in line-level positions

different from resort life because

move into management roles.

you have to actually travel to work.”

“It’s very rewarding to see when

The logistics of managing

we have so much development

colleague engagement in

from where, for example,

that setting gave him another

InterContinental Maldives opened

perspective on HR. It required

Ultimately I would like to make sure that the property once I step into another role is left in the right hands and being able to grow that next generation of HR leaders to take over. Mohamed Hussain Shihab, Area Director of Human Resources, IHG Hotels & Resorts, Maldives

six years ago and now we have colleagues who have been here since the pre-opening who started at line level become managers in senior roles such as the front office manager, the executive housekeeper, all who joined in linelevel positions are now leading the resort from what it was,” he says. For Shihab, this is the form of succession planning that has relevance for the Maldives. The country has a tourism sector that relies on a broad workforce, and local career growth

InterContinental Maldives Maamunagau Resort. (PHOTO/IHG)

hoteliermaldives.com

HR systems that accounted for

Shihab’s career, but he sees it in

next generation of HR leaders. He

teams living across a city, rather

relation to the sacrifices made

wants the properties he serves to

than within one staff village.

along the way and the people who

remain in capable hands when he

remain around him. He says staying

eventually moves into another role.

“You have the logistics of having

grounded is made easier by friends

so many colleagues that live

who acknowledge success but

“For me personally now it’s

everywhere,” he says. “So in

also ask what comes next.

about developing members of

the city and trying to make

my team,” he says. “Because

a meaningful engagement

“Even with all the recognition that’s

ultimately I would like to make

strategy around that was very

come from the career, it’s also

sure that the property once I

rewarding, very different from

on the opposite side,” he says.

step into another role is left in

what you see in the Maldives.”

“It’s easy to see the sacrifices you

the right hands and being able

made along the way. And I think

to grow that next generation

That experience, he says, gave

having good friends that, even

of HR leaders to take over.”

him a wider understanding of

when you get recognition such

hospitality as a global industry.

as the one I recently received,

He credits his HR team and

are able to just look at you and

the general managers he has

say, okay, so what’s next?”

worked with for supporting

“To be able to go to a fast-paced city like Dubai and understand what

the vision that has been built

the hospitality industry looks as

That question — what comes next

a whole was the most rewarding

— now shapes his own priorities

part of that journey,” he says.

as an HR leader. Shihab says his

“The team here also has been

focus is on developing members

a very big part of my success,

of his team and preparing the

especially with InterContinental

Recognition has come during

InterContinental Maldives Maamunagau Resort. (PHOTO/IHG)

within IHG in the Maldives.

Mohamed Hussain Shihab

InterContinental Maldives Maamunagau Resort. (PHOTO/IHG)

Hotel Group,” he says. “I have

local generation, to come into

go far in the hospitality industry

a great HR team that has been

the industry,” he says. “We are

and become a great leader.”

supportive of my vision from

struggling with more local youth

the beginning. Great leaders as

coming into the hospitality industry

Shihab’s own career reflects that

general managers who supported

because I do get the norm of

belief. From a student exploring

that as well. And that’s, I think, one

starting your own thing and that is

college options in Malaysia to

of the reasons that the culture

very entrepreneurial of the current

an intern at Conrad Maldives

we’ve built here is so special.”

generation, which is great.”

Rangali Island, and from a junior

For young Maldivians considering

His message to young people is

Resources for IHG Hotels &

hospitality, Shihab believes the

to look closely at the country’s

Resorts in the Maldives, his path

industry continues to offer a route

main industry before dismissing

has been shaped by opportunity,

into leadership. He acknowledges

it. He believes discipline,

mentorship, operational learning

that many young people are now

time management and the

and a focus on people.

drawn towards entrepreneurship

right approach can take local

and starting their own ventures.

talent into senior roles.

HR role to Area Director of Human

He sees value in that mindset,

His recognition as HR & Training Personality of the Year at the

but also believes more young

“They should take the time to

Hotelier Maldives Awards 2026

people should consider what

see what the biggest industry

marks one point in that journey. But

tourism can offer in terms of

in their country can give them

his focus remains on what follows:

career progression, training

and what benefits they could

building teams, strengthening

and international exposure.

have from it,” he says. “Any local

succession, and ensuring that

talent, young youth who has the

more Maldivians see hospitality

“There are vast opportunities,

discipline and the right mind frame

not only as a job, but as a career

especially for our younger

of time management can easily

through which they can lead.

hoteliermaldives.com

The quiet power of detail: Why small equipment decisions shape luxury resort experiences By Ismail Faseeh

RAH GILI MALDIVES. (PHOTO/SIX & SIX PRIVATE ISLANDS)

The quiet power of detail

In luxury hospitality, the guest experience is often judged not only by what is most visible, but by what is most felt. A stunning arrival jetty, generous villa space and a well-designed pool all matter. They help create the first impression. But what often defines a truly memorable stay are the smaller interactions that happen quietly throughout the guest journey: the strength of a hairdryer, the reliability of a room safe, the ease of a door lock, the feel of cutlery in hand, or the

DHON MAAGA MALDIVES. (PHOTO/SIX & SIX PRIVATE ISLANDS)

way a kettle opens and pours. luxury resorts aim to create. These are not incidental details.

When these systems function seamlessly, they support the sense

In a high-end resort environment,

These moments may appear minor

of calm that luxury hospitality

they are part of the product itself.

from an operational perspective,

promises. When they fail, they

but from the guest’s point of

create doubt very quickly.

Luxury today is not simply

view they influence the overall

about design or scale. It is

impression of the stay. Luxury

In this sense, security hardware is

about confidence, comfort and

is an emotional experience. It

not just operational equipment.

consistency. It is the sense that

depends on how smoothly the

It is part of the emotional

every element in the room has

stay unfolds and how confidently

comfort the resort is selling.

been selected with care, and that

the guest can move through it.

everything works as it should,

The items guests use most often matter most

is met, guests may not always

Trust is built through functionality

mention it directly. But when it is

In the Maldives, where many

items in hospitality are also the

not, they notice immediately.

resorts offer privacy, seclusion

ones guests use every day.

every time. When that standard

Guests notice more than ever Today’s luxury traveller is

Some of the most underestimated

and premium rates as part of their positioning, trust plays an

Take the hairdryer, for example.

especially important role.

It is easy to treat as a routine

experienced, well-informed

bathroom amenity, yet for many

and widely travelled. Many have

Guests expect to feel secure in

guests it is a meaningful part

stayed in some of the world’s

their surroundings. Locks, safes,

of their stay. In luxury resorts,

most established hospitality

door handles, access systems

guests may be getting ready

brands and arrive with a strong

and room controls are therefore

for dinners, celebrations,

understanding of what premium

not simply technical installations.

weddings, honeymoons or

service should feel like.

They form part of the reassurance

professional photography. A

that a property provides.

poorly performing hairdryer is

That is why even a beautifully

not a small inconvenience in that

designed villa can lose some of

A well-designed and dependable

context; it becomes part of how

its impact if the in-room details

locking system tells a guest that

the guest remembers the room.

fall short. A weak hairdryer before

their privacy is protected. A safe

dinner, an awkwardly placed safe,

that works easily and reliably gives

The same principle applies

a door lock that feels flimsy, or

peace of mind to travellers carrying

across many in-room items:

an outdated control panel can

valuables, passports, electronics

irons, coffee machines, kettles,

interrupt the sense of ease that

or important documents.

hoteliermaldives.com

True luxury is not created by one exceptional feature. It is created when every detail supports the same standard.

Cheap decisions are rarely cheap in the long term There is also a practical side to this conversation. Lowercost equipment often appears attractive at the point of purchase, but the long-term operational impact can be far more expensive. Poor-quality locks fail more often. In-room safes generate avoidable complaints. Kettles and small appliances need replacing more frequently. Inferior electronic systems increase maintenance visits and create more interruptions for guests. In a luxury resort setting, every maintenance call to a villa has a cost beyond labour. It affects privacy, disrupts the guest experience and places pressure on operational teams. The true cost is therefore not

RAH GILI MALDIVES. (PHOTO/SIX & SIX PRIVATE ISLANDS)

mirrors, charging points,

Every item placed in a guest

bedside controls, lighting

room communicates something

systems, shower mixers and

about the standards of the

entertainment interfaces. Guests

property. A resort may invest

may never praise these features

heavily in architecture and interior

individually, but they quickly

design, yet that investment can

be undermined if the fittings,

underpowered or cheaply made.

accessories and guest-use equipment do not reflect

That quiet disappointment can

the same level of quality.

affect the perceived value of the entire villa experience.

Procurement is part of brand delivery

This is where consistency becomes critical. Guests do not separate the villa design from the safe, the kettle, the switches or the minibar

In many properties, procurement

equipment. They experience

decisions are understandably

them as one complete product.

driven by budgets, lead times

If one part feels premium and

and replacement cycles. But in

another feels average, the

luxury hospitality, procurement

inconsistency becomes visible.

is also a brand decision.

only the replacement value of the item, but the inconvenience attached to its failure. Higher-quality equipment generally delivers stronger lifecycle value through durability, warranty support, spare-part access, energy performance and lower complaint frequency. For premium resorts, this is not simply a maintenance issue; it is part of service strategy.

Social media has made detail more visible The importance of these decisions has grown even further in the age of digital storytelling. Guests now photograph and

The quiet power of detail

share every part of their stay.

have their place. But they are

Bathroom counters, coffee

only part of the picture.

stations, vanity areas, lighting

A final thought In high-end resorts, equipment and utensils should never be viewed as

features, table settings and in-

The more enduring form of luxury

minor procurement items. They are

room technology all appear in

is built quietly, through hundreds

silent representatives of the brand.

online reviews, short videos and

of small decisions made well.

social content. What was once a

Each hairdryer, lock, safe,

private guest experience is now

Guests remember how naturally

spoon, kettle, switch and handle

part of public brand perception.

the room worked. They remember

contributes to the guest’s overall

whether the controls were

impression of the property. On

A resort can spend significantly

intuitive, whether the cutlery

their own, these details may

on marketing, but a poor in-

felt balanced, whether the door

seem small. Together, they define

room detail can still become

opened smoothly, whether the

how complete, thoughtful and

the point that guests remember

coffee setup felt considered,

trustworthy the resort feels.

and share. In luxury hospitality,

whether the safe worked without

every object inside the villa now

frustration, and whether every

That is the real power of detail in

carries reputational value.

feature in the villa reflected

luxury hospitality. Guests may not

the same level of care.

always speak about it directly,

Luxury is built quietly

but they carry the feeling with

There is sometimes a tendency

At its core, luxury hospitality is

in hospitality development to

about removing friction. It is

associate luxury with scale:

about creating an environment

And in a market as competitive as

larger villas, more restaurants,

where the guest does not have

the Maldives, that feeling matters.

bigger pools, more dramatic

to think twice about anything.

design statements. These all

them long after they leave.

hoteliermaldives.com

At JOALI Maldives, Pâtissier Karim Bourgi turns pastry into a lesson in precision By Mariyam Saliya Mohamed

At JOALI Maldives, creativity is not

memory, discipline and flavour.

confined to galleries, dining rooms or the architecture of its villas. It appears

The centrepiece was the Pastry Atelier

across the island in different forms: in

on 29 May at Vandhoo. Held from

art installations placed among palms,

12pm to 1pm, the session was intimate

in design-led spaces that frame the

in format and technical in focus.

lagoon, in culinary experiences that

Bourgi guided guests through the

treat food as a medium of expression,

artistry of creating a modern French

and, during the Eid al-Adha break,

pastry, using the éclair as the point

in the controlled movement of a

of entry into a wider conversation

piping bag as Pâtissier Karim Bourgi

about structure, texture and control.

demonstrated how to fill an éclair. The éclair is familiar enough to Hotelier Maldives visited JOALI

appear simple. It is also unforgiving.

Maldives during the Eid break, at a

The shell must be light but stable.

time when the resort was hosting

The filling must have the right

Bourgi for an exclusive pastry

consistency. The pastry must be filled

residency. The programme brought

evenly without being overworked.

one of the region’s recognised pastry

In Bourgi’s hands, the process

talents to Muravandhoo Island in

became a study in precision. He

Raa Atoll, offering guests a closer

showed that filling an éclair is not a

look at the work behind modern

final mechanical step, but part of the

French pastry. Bourgi is the founder

architecture of the pastry itself.

of KAYU Bakehouse and recipient of the MENA’s 50 Best Pastry Chef

The demonstration centred on how

Award 2023, and his residency at

to fill the éclair properly. Bourgi

JOALI Maldives was designed as

explained through practice how

more than a guest-chef appearance.

the angle of the piping bag, the

It was an invitation into technique,

pressure applied, and the timing

At JOALI Maldives, Pâtissier Karim Bourgi

Bourgi is the founder of KAYU Bakehouse and recipient of the MENA’s 50 Best Pastry Chef Award 2023

Patisssier Karim Bourgi at JOALI Maldives. (PHOTO/JOALI MALDIVES)

hoteliermaldives.com

Patisssier Karim Bourgi at JOALI Maldives. (PHOTO/JOALI MALDIVES)

of each movement determine

This is where the session became

the result. Too little pressure

especially interesting. It was

leaves gaps. Too much can

not theatrical in the obvious

distort the shell. The goal is even

sense. There was no need for

distribution, balance and restraint.

excess. The theatre came from concentration: the movement

For guests, it was a rare

of Bourgi’s hands, the pause

opportunity to observe a pastry

before applying pressure, the

technique broken down into

awareness of when the pastry had

its essential parts. In a resort

been filled correctly. The lesson

environment, dining is often

was clear. In pastry, creativity

experienced as a finished moment:

is inseparable from control.

a plated dessert, a table by the water, a flavour remembered

The residency opened on 27 May

after the meal ends. The atelier

with the debut of an exclusive

reversed that sequence. It

dessert at a sundowner reception

brought guests into the making,

at Mura Beach. Created for JOALI

allowing them to see how a

Maldives, the dessert was inspired

polished dessert depends on

by the Maldives and reimagined

repetition, judgment and touch.

in the form of an iconic location

For guests, it was a rare opportunity to observe a pastry technique broken down into its essential parts.

At JOALI Maldives, Pâtissier Karim Bourgi

at the resort. It drew on local

through different disciplines. Its

ingredients including coconut

previous initiatives include the

this case, the medium was pastry.

and mango, layered with citrus

Imagi-Nature Art Festival, held in

For the Maldives’ resort industry,

notes and hints of vanilla. The

collaboration with art consultant

such programming reflects a

programme concluded on 30

Tatiana Gecmen-Waldek, as well

wider shift in luxury hospitality.

May with a High Tea and Dessert

as a creative collaboration with

High-end guests are no longer

Tasting at Mura Bar, pairing a

Studio Pen, the South African

only seeking accommodation,

curated tea selection with Bourgi’s

design studio known for its playful

privacy and dining. They are

signature KAYU pastries and the

visual language. The resort has also

seeking access — to people,

dessert created for the resort.

welcomed culinary artist Marie Yuki

processes, ideas and stories.

Méon for an art-immersive dining

A visiting chef residency, when

Together, the three experiences

experience, extending the idea

executed well, becomes a form of

formed a compact but complete

of creativity into gastronomy.

cultural and technical exchange.

residency: a debut, a masterclass

It gives the guest something to

and a tasting. Each offered

Seen in that context, Bourgi’s

participate in and something to

a different way to encounter

residency was not an isolated

take away beyond the plate.

Bourgi’s work. The sundowner

Eid activity. It was part of a

introduced the creative concept.

broader JOALI pattern: bringing

At the Pastry Atelier, that

The atelier revealed the technique.

creative individuals into the resort

takeaway was tangible. Guests

The high tea placed his pastries

environment and allowing their

did not merely taste an éclair;

within a slower tasting format,

craft to interact with the island. In

they understood it differently.

giving guests time to engage with flavour and form. The residency also fitted naturally into JOALI Maldives’ wider identity. The resort, located on Muravandhoo Island in Raa Atoll, has built its positioning around the “Joy of Creative Living”. Since opening, JOALI Maldives has stood apart in the Maldivian luxury segment through its artimmersive approach, integrating art, design, gastronomy and island life into the guest journey. Its villas and residences are part of a design narrative, while the island itself functions as a space where guests encounter creative works in open-air settings. This is not incidental to the guest experience. JOALI Maldives has consistently treated creativity as a pillar of hospitality. The resort has hosted and developed collaborations with artists, designers, culinary figures and creative practitioners, allowing guests to experience the island

Patisssier Karim Bourgi at JOALI Maldives. (PHOTO/JOALI MALDIVES)

hoteliermaldives.com

The session showed why pastry

to the person who made it, the

kitchens rely on accuracy, but

place in which it was served and

also why accuracy alone is not

the memory of the experience.

enough. The pastry chef must understand the behaviour of each

This is particularly relevant in

component. The shell, filling and

the Maldives, where resorts

finish must work together. A small change in handling can affect the final texture and presentation. For hospitality professionals observing the session, it also offered a reminder of the value of culinary storytelling. A dessert

For hospitality professionals observing the session, it also offered a reminder of the value of culinary storytelling.

compete not only through their physical assets, but through the depth of their programming. Culinary residencies, art events, wellness retreats and designled collaborations are now part of how properties define themselves. The strongest

can be served beautifully and still

examples are those that feel

remain distant from the guest.

aligned with the resort’s identity

But when the guest sees how it

rather than added for effect.

is made — when the technique is explained, demonstrated

Bourgi’s residency at JOALI

and shared — the dessert gains

Maldives achieved that alignment.

context. It becomes connected

The pastry atelier was refined but approachable, technical but engaging. It respected the craft while making it visible to guests. It also reflected JOALI Maldives’ broader commitment to experiences shaped by creativity, whether through art, design or cuisine. As the session ended, the éclair remained the central lesson. It was a simple form through which Bourgi demonstrated a complex discipline. Filling it properly required care, timing and restraint. In that moment, pastry became a language of precision. The experience stood out not because it was elaborate, but because it revealed what is often hidden. Behind a polished dessert is a sequence of decisions. Behind a guest experience is planning, craft and collaboration. At JOALI Maldives during Eid, Karim Bourgi brought those elements together, turning a pastry demonstration into a study of hospitality through technique.

Patisssier Karim Bourgi at JOALI Maldives. (PHOTO/JOALI MALDIVES)

At JOALI Maldives, Pâtissier Karim Bourgi

Together, the three experiences formed a compact but complete residency: a debut, a masterclass and a tasting. Patisssier Karim Bourgi at JOALI Maldives. (PHOTO/JOALI MALDIVES)

Patisssier Karim Bourgi at JOALI Maldives. (PHOTO/JOALI MALDIVES)

hoteliermaldives.com

Conceptual drawing of guest facilities at Aura Maldives. (PHOTO/PULSE HOTELS)

Aura Maldives

Aura Maldives makes global debut ahead of 2026 opening Hosted in association with Reollo

elevated island living in one of

Maldives is where the optimal

Travel, the exclusive event drew

the most extraordinary natural

experience is guaranteed for

a curated audience of Maldives-

settings. Located within the

the modern luxury traveller.

focused luxury travel agents, as

UNESCO Biosphere Reserve

well as chosen media, journalists,

of Baa Atoll, Aura Maldives is

The resort will feature 71 expansive

and travel bloggers. Developed

conceived as a sanctuary in

private villas across beach and

as a next-generation resort

harmony with nature, offering

overwater settings, with one-to-

concept, Aura Maldives reflects

guests a slower, more meaningful

five-bedroom layouts ranging

Pulse Hotels & Resorts’ vision for

way to experience the Maldives.

from 246sqm to 1350sqm. Each

more intentional, experience-

villa is designed as a spacious,

led hospitality, and this is where

From the architectural language

all-ensuite sanctuary with a private

modern simplicity meets the

to the guest journey, every

pool and separate living areas,

living beauty of the Maldives.

element is thoughtfully curated

complemented by generous

to form an uplifted experience

indoor and outdoor spaces, ideal

Set to open its doors to welcome

at Aura Maldives, and to foster

for couples, families, and multi-

the first guests in Q4 2026,

connection—to self, to the

generational stays. The resort also

Aura Maldives brings together

environment, and to culture.

features a private island reserve

mindfulness, sustainability, and

With unrivalled standards, Aura

with five villas ranging from one-

hoteliermaldives.com

Conceptual drawing of guest facilities at Aura Maldives. (PHOTO/PULSE HOTELS)

to-five-bedroom layouts, as well

dining portfolio, spanning a

beyond hospitality. We believe

as a gym, padel court, spa, café,

beachfront grill rooted in elemental

in caring for the environment,

and a BBQ grill catering to guests

cooking, an overwater Asian-

honouring our natural heritage, and

seeking enhanced privacy and

fusion fine dining experience, and

showing that true luxury can coexist

exclusive-use experiences.

a refined teppanyaki concept,

with sustainability, not replace it.”

alongside a wood-fired pizzeria, a Wellness at Aura Maldives is

nomadic pop-up kitchen, a vibrant

“Aura Maldives has been

designed as a core rhythm of island

beach club and pool bar serving

thoughtfully positioned to meet

living. At the heart of the island,

craft cocktails and premium

the expectations of today’s

Solasta Spa will offer treatments

zero-proof alternatives, and an

luxury traveller. It offers a distinct

inspired by Maldivian traditions and

all-day dining restaurant. Across

balance between refined design

global wellness practices. Facilities

each venue, the culinary approach

and the natural rhythm of island

will include hammam experiences,

is guided by a commitment

life,” said Nuaas Mohamed,

hot- and cold-plunge pools,

to locally and responsibly

Group Director of Sales.

a lagoon-facing sauna, and a

sourced ingredients, brought

hyperbaric chamber. A thoughtfully

to life through flavour-forward,

As part of Pulse Hotels & Resorts’

curated programme of yoga,

wellness-conscious cuisine

expanding portfolio, Aura

mindfulness sessions and ocean-

designed to nourish and inspire.

Maldives signals the group’s

sound meditations invite guests

continued commitment to

to slow down and reconnect—

In his introductory remarks

innovation within the upper-

naturally and intuitively.

Mohamed Khaleel, Managing

upscale and luxury segments,

Director of Pulse Hotels & Resorts,

responding to the growing global

Aura Maldives will introduce a

mentioned: “Aura Maldives is

demand for more sustainable,

diverse and thoughtfully curated

founded on a vision that goes

meaningful travel experiences.

Aura Maldives

Conceptual drawing of guest facilities at Aura Maldives. (PHOTO/PULSE HOTELS)

Aura Maldives has been thoughtfully positioned to meet the expectations of today’s luxury traveller. Nuaas Mohamed, Group Director of Sales, Aura Maldives

Aura Maldives’ team at the event. (PHOTO/PULSE HOTELS)

Conceptual drawing of guest facilities at Aura Maldives. (PHOTO/PULSE HOTELS)

hoteliermaldives.com

Industry Highlights MATI forum explores innovative solutions for coastal protection – How AI is Transforming Beaches into Self-Improving Assets”, focusing on the role of artificial intelligence and innovative technologies in enhancing coastal resilience.

The Maldives Association of Tourism Industry (MATI) hosted the 4th Edition of the MATI Member Forum in May at H. Meerumaa, Malé’. Held under the theme “Coastal Protection and Island Dynamics”, the forum brought together representatives from relevant government ministries, MATI members, industry stakeholders, and experts to discuss key issues related to coastal protection, island dynamics, and innovative approaches to coastal management in the Maldives. The forum was also graced by the presence of Minister Ali Shareef, Minister of Climate Change, Environment and Energy, whose attendance underscored the government’s commitment to addressing the environmental challenges facing the Maldives. The event commenced with a recap of previous editions of the MATI Member Forum, along with discussions on unresolved issues and ongoing challenges affecting the tourism industry raised in previous forums. The Forum featured a series of presentations by industry experts and organisations working in the field of coastal management and sustainable development. Coastal Assembly delivered a presentation titled “Growing Coastlines with Intelligence

This was followed by a presentation by LAMER (Land & Marine Environmental Resource Group Pvt Ltd) titled “Application of Numerical Modelling in Coastal Protection and Island Reclamation”, highlighting the scientific modelling and forecasting tools utilised by them in supporting coastal engineering and reclamation projects. A panel discussion on “Coastal Protection and Island Dynamics” followed, moderated by Dr Ahmed Shaig, Director of CDE Consulting. The panel included Mohamed Aslam, Director of LAMER; Mohamed Inaz, Director of Climate Change & Sustainable Development at Nexia Maldives; and Asad Ali, Secretary General of MATI. The discussion focused on regulatory challenges, emerging technologies, practical solutions, and the importance of collaboration between the private and public sectors in addressing coastal protection, management, and environmental challenges faced by the Maldives. The session concluded with an open floor discussion, allowing participants to raise additional concerns and share insights on matters affecting the tourism industry. The Forum concluded with a networking lunch, providing an opportunity for further engagement among participants.

The Forum featured a series of presentations by industry experts and organisations working in the field of coastal management and sustainable development.

Industry Highlights

Visit Maldives strengthens China market presence at ITB China 2026 important source market, ITB China provided a key platform for destination positioning and trade collaboration.

Visit Maldives participated in ITB China 2026, one of the leading B2B travel trade exhibitions focused on the Chinese outbound market, which was held from 26 to 28 May 2026 at the Shanghai World Expo Exhibition & Convention Center in Shanghai. The participation aimed to strengthen the Maldives’ visibility within the Chinese travel trade sector and reinforce engagement with key industry stakeholders, including tour operators, travel agencies, online travel platforms, and MICE planners. As China remained a strategically

Visit Maldives engaged in prescheduled B2B meetings with international travel trade partners to present the latest destination updates, including tourism products, connectivity developments, and travel experiences tailored to the Chinese market. The Maldives stand also facilitated discussions across key segments such as luxury travel, family holidays, honeymoon travel, wellness, diving, and cultural experiences. The stand featured destination promotional materials and digital content highlighting the Maldives’ diverse tourism offerings, supporting direct engagement with trade visitors throughout the event. Industry stakeholders were provided with updated destination information

and insights into seasonal travel products and experiences. Visit Maldives also facilitated media engagements during the fair to further enhance destination visibility within the Chinese market. In addition, targeted digital activities across key Chinese platforms complemented the participation, supporting sustained brand presence and engagement. China remained one of the most important source markets for the Maldives, contributing significantly to overall tourist arrivals and longhaul travel demand. Visit Maldives continued to prioritise engagement in the market, which consistently ranked among the top contributors to visitor arrivals, reflecting its strong potential for further growth and strategic importance to the destination.

Maldives to host expanded World Travel Awards Gala Ceremony 2026 on World Tourism Day from Velana International Airport, the resort is designed in the spirit of an island community, drawing inspiration from the nation’s history as an ancient trading hub, connecting Asia, Africa and the Middle East.

The Maldives is set to become the centre of global travel recognition on World Tourism Day, 27 September 2026, following the announcement that World Travel Awards (WTA) will expand its Gala Ceremony to include winners from across Asia and Oceania. The blockbuster event will take place at CROSSROADS Maldives, the first and only multi-island integrated lifestyle destination in the Maldives. Located just 15 minutes by boat

The expanded ceremony will bring together winners from dozens of markets spanning Asia, the Pacific, Australasia and the Indian Ocean – markets that together represent one of the world’s most dynamic tourism regions. Graham Cooke, Founder, World Travel Awards, says: “By bringing together winners from the Indian Ocean, Asia and Oceania, we are creating a powerful platform that reflects the dynamism and global influence of the Maldives. CROSSROADS Maldives

The expanded ceremony will bring together winners from dozens of markets spanning Asia, the Pacific, Australasia and the Indian Ocean

hoteliermaldives.com

perfectly captures the innovation and ambition shaping the future of travel.” CROSSROADS Maldives features three distinct resorts – SAii Lagoon Maldives, Hard Rock Hotel Maldives and SO/ Maldives – creating a multiexperience destination complemented by world-class dining, leisure and entertainment across four connected islands in a tropical paradise. Alexandre Traeger, General Manager, SAii Lagoon Maldives, Curio Collection by Hilton and CROSSROADS Marina, says: “It is a true privilege

for CROSSROADS Maldives to host the World Travel Awards on World Tourism Day. This milestone reflects our vision of bringing diverse experiences together in one seamless destination, and we look forward to welcoming the industry’s finest.” The Maldives last hosted the World Travel Awards in 2017. Since then, the nation has consistently secured top honours at the World Travel Awards for sustainability and hospitality excellence, and currently holds the title of ‘World’s Leading Destination’.

Ibrahim Shiuree, Managing Director, Visit Maldives, says: “We are tremendously proud to bring the World Travel Awards back to the Maldives. The Gala Ceremony will allow us to showcase not only the natural beauty and hospitality that define the Maldives experience, but also our enduring commitment to responsible and sustainable tourism. We look forward to welcoming industry leaders to our shores and sharing with them the warmth, culture and wonder that make the Maldives truly one of a kind.”

MATATO, NHGAM urge govt action as Maldives tourism losses exceed $500 million under pressure, while industry stakeholders continue to face growing operational and financial challenges.

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

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. 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.

Industry Highlights

Visit Maldives signs partnership with Luxury Escapes to boost Australia and New Zealand markets

Visit Maldives Corporation (VMC) has signed a Memorandum of Understanding (MoU) with Luxury Escapes Pty Ltd, one of Australia’s leading travel and lifestyle platforms, to officially represent the destination in Australia and New Zealand, with a view to expand the Maldives’ visibility across both markets. The agreement was signed on 16 May 2026 at the Luxury Escapes headquarters in Melbourne by Ibrahim Shiuree, Chief Executive Officer and Managing Director of Visit Maldives Corporation, and Adam Schwab, CoFounder and CEO of Luxury Escapes. The partnership reflects a shared commitment to enhancing destination marketing initiatives and strengthening tourism engagement within Australia, a key source market for the Maldives. Through the collaboration, both organisations will implement coordinated trade, consumer, media, and retail marketing initiatives aimed at increasing awareness of the Maldives as a leading travel destination. Planned activities include trade engagement events, retail campaigns, destination showcases, and integrated consumer marketing initiatives across key Australian markets. Luxury Escapes will lead a series of activations including travel trade events, retail store campaigns, and destination-focused showcases featuring Maldives promotional content, destination videos, and curated travel offers. The programme will also include a dedicated Maldives feature on Luxury Escapes TV, supporting destination storytelling for Australian audiences.

As part of its media and consumer outreach efforts, Luxury Escapes will facilitate a familiarisation programme for media representatives, including participation in an inaugural direct flight experience to the Maldives. The partnership will further include travel agent training sessions, webinars, destination presentations, and targeted digital and print marketing campaigns directed at the company’s extensive consumer network. Under the agreement, Visit Maldives Corporation will support destination coordination, stakeholder engagement, and industry communications to facilitate collaboration between Luxury Escapes and Maldives tourism stakeholders. VMC will also support efforts to strengthen engagement between tourism partners in both markets and enhance awareness of the Maldives among Australian travel professionals and consumers. The MoU represents a valuein-kind strategic collaboration, with both parties contributing expertise, marketing reach, and industry resources to support joint promotional activities. Luxury Escapes notes that the Maldives has long captured the imagination of Australian travellers, and that the exclusive partnership with Visit Maldives comes at an exceptionally exciting time for the destination. He highlighted that the launch of new direct flights from Melbourne to the Maldives, commencing this week, represents a significant milestone for the Australian market. “This new accessibility will drive not only visitation but also destination desirability,” said Adam Schwab.”Luxury Escapes is excited to be working alongside Visit Maldives to amplify the destination’s presence in the market through integrated consumer, trade and media initiatives that will inspire travellers as we together

to showcase the very best of the spectacular Maldives experience.” “Australia remains a key focus market for the Maldives, and this partnership with Luxury Escapes strengthens our efforts to expand destination visibility and engagement across Australia and New Zealand,” said Ibrahim Shiuree. “Through this collaboration, we aim to inspire more travellers and deepen connections with the trade and consumer markets. As Australia’s winter travel season aligns with the Maldives’ shoulder season, this partnership also presents an important opportunity to support more balanced yearround arrivals and enhance tourism flows during off-peak periods.” Through this partnership, Visit Maldives and Luxury Escapes aim to further strengthen the Maldives’ presence in the Australian market, expand destination visibility, and support sustained tourism growth through coordinated marketing and trade engagement initiatives.

Luxury Escapes will lead a series of activations including travel trade events, retail store campaigns, and destinationfocused showcases featuring Maldives promotional content, destination videos, and curated travel offers.

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Appointments Harish Gopalakrishnan

Keith Tomkies

General Manager at The Westin Maldives Miriandhoo Resort

General Manager at NH Collection Maldives Havodda Resort

An accomplished hospitality leader with more than two decades of experience across India and the Middle East, Harish brings strong expertise in hotel operations, strategic leadership, guest experience, and commercial performance. He joins The Westin Maldives Miriandhoo Resort following his most recent role as General Manager of The Westin Goa, making this appointment his second leadership role within the Westin brand.

Özgür Cengiz General Manager at The St. Regis Maldives Vommuli Resort Renowned for his pioneering approach to luxury hospitality, Özgür has built a distinguished global career across premier destinations including the Maldives, Thailand, Azerbaijan, Turkey, and Europe. His leadership is defined by a rare ability to seamlessly blend strategic vision, operational excellence, and purpose-driven hospitality, consistently elevating properties to award-winning status.

Akira Shiota General Manager at Soneva Secret

Shiota brings more than 25 years of hospitality experience, including leadership positions across the Maldives, Japan and Indonesia. His background spans resort openings, hotel operations, food and beverage, commercial strategy, revenue management, asset management and property development.

Keith brings nearly three decades of hospitality experience to the Maldives resort, having led some of the world’s most respected hotels and resorts. His journey has spanned the bustling cities of London, Hong Kong, Tokyo, Bangkok, Shanghai, Shenzhen, Guangzhou and Beijing, and the tropical shores of Penang and Sri Lanka. Along the way, he has held leadership positions with renowned hospitality brands including Shangri-La, Mandarin Oriental, Dusit International, Regent Hotels and Claridge’s London.

Andrew Drummond General Manager at Kandooma Maldives Drummond’s return comes as HPL prepares to usher in a new era for the resort. Following the conclusion of its management agreement with InterContinental Hotels Group on 30 September 2026, the property will relaunch as Kandooma Maldives, operated HPL Hotels & Resorts, a subsidiary of Hotel Properties Limited.

Audra Arul Director of Sales & Marketing at Sheraton Maldives Full Moon Resort & Spa A seasoned sales and marketing professional, Audra has built an impressive international career with some of the world’s leading hospitality brands, including Marriott International, Banyan Tree Hotels & Resorts, Dusit Hotels & Resorts, Hyatt Hotels Corporation, and Hilton- affiliated properties. Her extensive portfolio spans landmark luxury resorts, city hotels, and high-profile pre-opening projects across Malaysia, Indonesia, Vietnam, Thailand, China, Morocco, Saudi Arabia, Oman, and the Maldives.

Appointments

Ibrahim Riyaz

Jean Claire Riveral Sumayod

Front Office Manager at Finolhu

Director of Spa and Wellness at InterContinental Maldives

Bringing more than 18 years of experience in luxury hospitality, Riyaz joins Finolhu from The Ritz-Carlton Maldives, where he most recently served as Guest Experience Manager, overseeing bespoke guest journeys and delivering the elevated, personalised service standards synonymous with one of the world’s most prestigious luxury hospitality brands. Throughout his career, he has also held key roles at renowned Maldivian resorts including Huvafen Fushi, Ozen Reserve Bolifushi and Amilla Maldives, building extensive expertise across Front Office operations, guest relations and luxury service delivery.

InterContinental Maldives Maamunagau Resort has announced the promotion of Jean Claire Riveral Sumayod to Director of Spa and Wellness, effective June 2026, recognising her contribution to the resort’s spa and wellness offering. Having been a valued member of the InterContinental Maldives family for over two and a half years, Jean has played a pivotal role in evolving the resort’s wellness and spa offering, helping to shape a more holistic and guest-centric approach to relaxation.

Masdhooq Saeed Aminath Nadheema Executive Housekeeper at Sheraton Maldives Full Moon Resort & Spa Sheraton Maldives Full Moon Resort & Spa has announced the appointment of Aminath Nadheema as its new Executive Housekeeper. With more than two decades of hospitality experience and a career shaped by passion, perseverance, and leadership, Nadheema joins the resort to lead the housekeeping department and further enhance the guest experience through operational excellence and heartfelt service.

Ibrahim Jaaweedh Operations Manager at Olhuveli

Jaaweedh began his career with Sun Siyam Resorts in 2010 at Sun Siyam Iru Fushi and has since held a number of guest-facing and management positions, including Butler, Front Office Supervisor and Guest Services Manager. With more than 15 years of experience in hospitality, he brings expertise in guest services, resort operations and team development to his new role. As Operations Manager, he will support the delivery of service standards and operational performance at Sun Siyam Olhuveli.

General Manager at Sun Siyam Iru Veli and Vilu Reef Sun Siyam Resorts has promoted Masdhooq Saeed to the position of Cluster General Manager for Sun Siyam Iru Veli and Sun Siyam Vilu Reef, effective from 22 May 2026. In his new role, Masdhooq will oversee the strategic direction, operational performance, guest experience and overall success of both resorts. The appointment forms part of a series of leadership changes announced by Sun Siyam Resorts as the company continues to strengthen its operations and develop talent from within the organisation.

Ibrahim Baasith Director of Operations at Vilu Reef

Baasith is a long-serving member of the Sun Siyam family, having begun his career with the company in 2009 as a receptionist at Sun Siyam Iru Fushi. Over the years, he progressed through several positions, including Front Office Manager, before serving as Operations Manager at Sun Siyam Olhuveli. In his new role at Sun Siyam Vilu Reef, Baasith will focus on strengthening operational performance, enhancing the guest experience and supporting the resort’s ongoing development.

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