By
Dr. Maryam Ficociello, Chief Governance Officer at Red Sea Global
The global tourism industry is at a critical
juncture. As the impacts of climate change are felt more keenly around the
world, the conversation around sustainable tourism too often focuses on
environmental footprints and resource conservation. While this is important, it
paints an incomplete picture. Long-term success in sustainable tourism hinges
not only on robust environmental planning, but equally as important is embedding
ethical frameworks, transparency, and inclusive governance structures into the
very DNA of destination development.
For too long, tourism governance has been widely
perceived as the exclusive remit of governments. This assumption is not only
flawed but also limits our potential for truly responsible development.
Developers, as the creators of future destinations, have a duty to embed clear
principles of good governance into their destination planning, design, business
conduct, and local engagement.
Our unique, vertically integrated development model
at Red Sea Global (RSG) underscores this belief: we own and operate the entire
value chain from concept to delivery, making transparent governance an
intrinsic part of our mandate. While not all developers operate with this level
of integration, the core lesson remains the same: whether through contractual
agreements with partners, co-created governance frameworks, or shared oversight
committees, the commitment to integrity, accountability, and ethical conduct
must be woven into every facet of the development process. The aim is to foster
a culture of collective responsibility that upholds these governance principles
across the entire ecosystem, regardless of the operational model.
Traditional models frequently fail to ask the
foundational questions that determine the steps needed to achieve truly
responsible development for sustainable tourism outcomes. Who really decides
what 'success' looks like in a new tourism destination? Whose voices are heard
in the planning and execution phases? And critically, who is ultimately held
accountable for outcomes – whether environmental degradation, social
displacement, or economic inequality?
When these questions go unanswered, even the most
well-intentioned projects risk unravelling, leading to displacement, ecological
devastation, or social backlash. From
cities experiencing local protests due to overtourism or residents being priced
out by short-term rentals, to cherished natural sites suffering irreparable
damage from being 'loved to death.' These examples underscore the need for a
new approach in which governance and accountability are not afterthoughts but
are embedded from the outset.
A New Blueprint for Responsible Development
This is precisely why, at RSG, we are striving to
be a global pioneer in destination governance. Our commitment goes beyond
compliance; it is about co-designing governance frameworks that align with international
best practices, so that our destinations benefit all stakeholders fairly and
equitably. Our commitment to transparent reporting is exemplified by our annual
sustainability report, which aligns with the GRI Standards and the UN SDGs and
directly addresses these critical questions.
The good news is that innovative governance
mechanisms are already being piloted and implemented across global
destinations. At RSG, we integrate diverse environmental and operational
databases into live dashboards that our teams use for continuous oversight and
external stakeholders for transparent public reporting. These dashboards
provide robust monitoring of critical factors such as water quality, waste
generation, and fuel consumption, alongside natural capital accounting tools
that deliver real-time data.
Beyond data, applications like our Jewar app
facilitate two-way communications with local communities. This functions as a
direct conduit for feedback and engagement, akin to local advisory boards,
empowering local partners and ensuring their voices are heard in our ongoing
development and operations – a direct mechanism for inclusive governance.
Furthermore, to proactively address the risks of overtourism, we chose from the
beginning to limit growth to accommodate no more than 1 million visitors a year
to The Red Sea and 500,000 at AMAALA – despite the opportunity to go further.
This deliberate choice ensures the preservation of our pristine environment and
the exclusive guest experience.
Ultimately, destination developers must be held to
the same rigorous standards as any major institution delivering change on a
global scale. Through building resorts and attractions, we are shaping
landscapes, economies, and communities for generations to come. Without good
governance as a core operating principle, even the most meticulously planned
infrastructure risks becoming devoid of the trust and legitimacy it needs to
thrive.
It is time for the global tourism sector to
integrate governance into the core of its operations – not as a reactive
measure to avert disaster, but as a proactive, foundational pillar of
responsible destination development. Only then can we ensure that our pursuit
of sustainable tourism genuinely delivers enduring benefits for people, planet,
and prosperity.
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