
Shaikha Al Nowais Nominated as First Woman Secretary-General of UN Tourism as Executive Council Builds on Strong Legacy
The UN Tourism Executive Council has met again for a milestone session to build on the legacy of the last eight years. Meeting for its 123rd session, the Council assessed progress made around the priorities of innovation, investments and education and looked ahead with the nomination of Shaikha Al Nowais as new Secretary-General from 2026. Upon confirmation by the UN Tourism General Assembly, Ms. Shaikha Al Nowais will become the woman to hold the position.
According to the May 2025 World Tourism Barometer from UN Tourism, over 300 million tourists travelled internationally in the first three months of 2025, about 14 million more than in the same months of 2024. On the back of this positive data, Member States were given an overview of the progress made in key areas designed to build a more innovation, resilient and sustainable sector.
Over the last eight years, UN Tourism has embraced a transformative vision. We have put tourism at the forefront of the global agenda to enhance its competitiveness and economic value. And we have never lost sight of our key priorities: education, investments, sustainable and rural development, women empowerment, new technologies, and international expansion. Secretary-General Zurab Pololikashvili
Shaikha Al Nowais nominated to make history as first female UN Tourism head
Following protocol, the Council elected Shaikha Al Nowais as the next Secretary-General, to begin in January 2026. Her nomination will be put to the UN Tourism General Assembly for their approval. The nomination represents a landmark first for the sector, as the first woman leader of UN Tourism in its 50-year history.
Shaikha Nasser Al Nowais is an Emirati business leader with over 16 years of experience in global hospitality. As Corporate Vice President at Rotana Hotels, she has overseen owner relations across the Middle East, Africa, Eastern Europe, and Turkey. A graduate of Zayed University in Finance, she also chairs the Abu Dhabi Chamber's Tourism Working Group and serves on the boards of the Abu Dhabi Businesswomen Council and Les Roches Hospitality Academy.
Celebrating shared progress
In Segovia, Secretary-General Pololikashvili presented a comprehensive report reviewing the outcomes of his eight-year mandate. The report was built around the main outcomes of the approved Programme of Work, namely:
Tourism Insights, including Key data trends shaping the industry's future.
Tourism Knowhow, including the development of tourism products.
Investments and Innovation, supporting the core drivers of growth
Sustainability, with a focus on initiatives aligning with the SDGs.
Education and Human Capital development to build a strong, skilled workforce.
UN Tourism on the ground and its assistance to Member States.
Budget allocation and Human Resources.
Highlights included strengthened tourism data systems, expanded rural tourism initiatives (including the Best Tourism Villages and STAR tool), new programming in gastronomy, sports, and urban tourism, and the integration of Artificial Intelligence and social innovation into the Organization's broader agenda. Member States were also updated on the significant growth in the UN Tourism Online Academy, new International Academies in Association with UN Tourism, and record foreign direct investment figures.
Strengthening global presence and new Innovation Office for Africa
The Council also welcomed updates on the development of Thematic and Regional offices. On the eve of the Executive Council Secretary-General Zurab Pololikashvili and Tourism Minister of the Kingdom of Morocco Fatim-Zahra Ammor and UN Tourism formalized an agreement to create he first UN Tourism Thematic Office on Innovation for Africa in Rabat. The office will advance UN Tourism's 2030 Agenda for Africa, and aims to position tourism as a key driver of development through innovation across the region.
About UN Tourism
UN Tourism is the United Nations agency responsible for the promotion of responsible, sustainable and universally accessible tourism. An intergovernmental organization, UN Tourism has 160 Member States, 6 Associate Members, 2 Observers and over 500 Affiliate Members. The General Assembly is the supreme organ of the Organization. The Executive Council takes all measures, in consultation with the Secretary-General, for the implementation of the decisions and recommendations of the General Assembly and reports to the Assembly. UN Tourism headquarters are based in Madrid, Spain. The election for Secretary General will be in May 2025.
UN Tourism Communications Department
+34 91 567 8100
UN Tourism
Hashtags

Try Our AI Features
Explore what Daily8 AI can do for you:
Comments
No comments yet...
Related Articles

Hospitality Net
12 hours ago
- Hospitality Net
EHL Innovation Rewind: Michael Levie on Middleware, Microdata and the Jam Session Spirit of CitizenM
At the Open Innovation Summit hosted by EHL Innovation Hub, we sat down with Michael Levie, Founding Partner at CitizenM. We asked him a few questions about where he sees the biggest tech shifts coming in hospitality and what makes CitizenM stand out in the way they work. Michael talked about middleware, microdata and why moving to the cloud is not enough. He also explained how the culture at CitizenM is like a jam session and how that energy still lives on today. Which technology or innovation do you think will have the most impact in our industry over the next 5 to 10 years? In the digital age, everyone is trying to get their digital connect with their customer and focus on AI. But what I have found is that our legacy systems are not capable of dealing with the golden profile of guests appropriately. Digital and AI applications will be transformative, but we can only get there if we clean up our tech architecture. Middleware will play a major role. Moving systems to the cloud is not enough. Our industry has insufficient data in general and lousy data on our guests. We are not unlocking the power of micro data and general data, and until we do that, we cannot properly support our digital, commercial, and revenue strategies. Is there anything CitizenM did or does that should become an industry standard, and is there something that should remain unique to your DNA? CitizenM is about inclusion. All our constituencies are part of it and excited about our brand. The key component is human interest and human connection. That is the essence of hospitality. Our product is extremely consistent and recognizable, but the service is what brings comfort and kindness. People feel at home. That is not proprietary to us. Many companies express it in their own way. I do not think anything should become an industry standard. I do not believe in that. Let everyone have their own DNA. I am just proud of what we have accomplished. How would you describe the unique rhythm or flow of CitizenM, and how does that contribute to the guest and team experience? It is like a jam session. A jam session still involves instruments that need to be played well. You need to be trained and experienced. But there is freedom for everyone to contribute. We all want to belong to something, to contribute, and to be recognized for our contribution. That is true for guests, employees, suppliers, partners. Everyone finds their own piece of the music. If you do not play an instrument, sing or tap or whatever. It is very inclusive. Yet there are strict rails. That combination is what makes it work and what makes it beautiful. Now that CitizenM is under the Marriott umbrella, how do you keep the rebel DNA intact? Marriott is a big company with a strong culture and values. When I say Marriott family, I do not just mean those with the Marriott last name. Their teams believe in the values. Each child in the family is different. Maybe we are a different child. But they respect that. Kids grow up. We took CitizenM as far as we could as owner-operators. Now the brand is in safe hands and will take on new dimensions. They respect what we have built. Being a rebel is not about being rebellious. It is about being curious. Be humble. Be agile. Be collaborative. We are very excited for this next stage, and yes, we will stay ourselves. About the EHL Open Innovation Summit 2025 This interview was recorded during the EHL Open Innovation Summit in Lausanne, where Hospitality Net joined as official media partner. The event brought together a global mix of thinkers and doers to explore the future of hospitality, food, and travel through open innovation. What made it special was the mix of ideas, formats, and people. It was not only about tech or talks. It was also about people showing up, working together, and sharing energy in real time. Key Figures 385 participants 48 speakers and contributors from more than 20 countries 7 innovation challenges collectively addressed 45 sessions 25 student volunteers 15 F&B startups letting us taste the future 1.5 days of connection, learning, and co-creation Key Insights from the Summit

Hospitality Net
19 hours ago
- Hospitality Net
James Ferdinando has been appointed sustainable development lead at Zeal Hotels
Zeal Hotels has appointed James Ferdinando as sustainable development lead, as the group expands around the UK. The newly-created role follows the successful opening of the voco Zeal Exeter Science Park, IHG's first branded net zero carbon hotel. The hotel has the target of being the first in Western Europe to achieve a BREEAM Outstanding rating in recognition of its sustainable approach to design, construction and overall fit out. It has been designed to operate with industry-leading benchmark-setting Energy Use Intensity levels, a critical measure that ensures the buildings sustainable future. Zeal Hotels will draw on Ferdinando's extensive experience in sustainable construction practices and sustainable development. He joins the group from RED Construction, which constructed the voco Zeal at Exeter Science Park, where he was group head of sustainability. Prior to that he worked at a number of world leading global organisations within the electronics and pharmaceuticals industries, as well as construction-related companies including roofing specialists SIG Roofing and BMI. The group is currently involved in a pilot testing scheme for a new benchmark across the built environment, the UK Net Zero Carbon Buildings Standard. The Standard is a response to the need for consistent rules around net zero carbon, to both validate net zero claims and accelerate the design, construction and use of buildings that deliver lower-carbon outcomes in line with the UK's legally-binding 2050 carbon targets.

Hospitality Net
19 hours ago
- Hospitality Net
Hotel Market & Feasibility Studies: Connecting Vision with Viability in Untapped Markets
Since the COVID-19 pandemic, macroeconomic trends have helped breathe new life into secondary and tertiary hotel markets. The shift to hybrid and remote work, an increase in highway tourism, and a strengthening of the logistics and manufacturing sectors have supported a resurgence of leisure and commercial hotel demand in many small and medium-sized communities. These factors, among others, have generated interest in new hotel development in these areas, often by local municipalities and/or economic development organizations. However, these smaller markets often fly under the radar of well-established hotel development groups, many of which are facing significant headwinds from rising construction and capital costs in today's market. A hotel market or feasibility study can be a key tool in bridging the gap between these communities and developers, but the usefulness of such a study is highly dependent on the consultant's ability to understand the perspectives and motivations of both public and private interests. Balancing Local Lodging Needs with Hotel Development ROI In my numerous conversations with municipal stakeholders, I've found they often speak of a 'need' for hotel rooms, asking me to evaluate and quantify that need. This perception of 'need' is typically based on anecdotal observations of a lack of quality hotel rooms during periods of peak demand, such as special events or summer weekends. However, community residents and stakeholders do not often consider lodging demand during off-peak travel periods, such as a Tuesday night in January. On the other hand, one of the fundamental concerns of a private developer is the depth and diversity of hotel demand in a given market and its potential to support a profitable operation throughout the year. As a result, the concept of 'need' can be somewhat of a distraction, as it does not necessarily correlate to the viability of hotel development. Orienting the discussion and evaluation of a potential hotel development around its possible benefits, both to the local community and a potential developer, is the first step in bridging the gap between public and private stakeholders. The potential benefit to a private developer is the expected return on investment (ROI), a relatively straightforward metric to evaluate. As profit-oriented private business enterprises, hotel development firms actively seek out projects that will produce an adequate return for the work and risk required to undertake the development. In other words, a developer needs to know if the expected profitability of the hotel operation will justify the cost of construction, including the cost of debt and equity capital. From a municipal perspective, the benefits of a hotel may be less direct and tangible. Hotels generate a variety of direct taxes for a community, including property, sales, and occupancy taxes. They also accommodate visitors to the area who spend money at other local businesses. Additionally, hotels can serve as an amenity to residents and area businesses, allowing them to conveniently host visitors near their homes or offices. The Role of Incentives Numerous hotel development groups throughout the country are actively searching for their next projects. There is a high likelihood that these private developers are already involved in most communities with strong enough lodging demand to produce adequate returns on new hotel development. There are also many other communities that could support profitable hotel operations but not a strong enough ROI level to entice private development. In these locations, many municipalities attract hotel development by offering development incentives to offset project costs and/or improve operational profitability. The same factors come into play in markets where private development is targeting a different hotel class or product type than what would most benefit the community. These incentives frequently include the following: — Source: HVS The potential impact of incentives can be evaluated by comparing the stabilized profitability and cost of a proposed project under both a private development scenario and an incentivized scenario. This is illustrated in the following table, which shows two proformas for a hypothetical select-service hotel development under these different scenarios. — Source: HVS Without incentives, the project would produce a capitalization rate below 7.0%, which would not meet investor return expectations in most markets. However, an abatement of property taxes on the improvements and a partial rebate of sales and/or transient occupancy taxes would increase the cap rate above 8.0%, resulting in an attractive investment. Let Market Intelligence Guide Your Community's Next Hotel Project From a municipal standpoint, adding new hotel rooms to an area may attract and accommodate additional visitors during peak periods, but they may also cannibalize demand from other hotels in the same market during off-peak periods, negatively impacting tax revenue from those properties. In order to accurately assess potential benefits of a hotel development for a community, it is important to focus on net new demand to the market as the driver for tax growth, not just the anticipated performance of the newly constructed property. Additionally, the quality and scope of hotel facilities should be evaluated in relation to the needs and desires of community stakeholders to ensure the incentivized project is truly providing community benefits. In order to properly examine these potential benefits to a community, as well as the return on investment for a private developer, a hotel market and feasibility study should thoroughly evaluate the nature of hotel supply and demand in the local market, in addition to the performance, profitability, and return on investment for an individual proposed hotel project. When the perspectives and motivations of both public entities and private developers are addressed, such a study can serve as a key tool in bridging the gap between private and public stakeholders to support mutually beneficial hotel developments. At HVS, we turn data into powerful insights that drive your success. Our unique methodology involves conducting primary interviews within local markets, capturing real-time insights and data. This ensures a deep understanding of each market we operate in to give you a distinct competitive edge. When you partner with HVS, you gain access to the most current data, unlocking the nuances of local dynamics and empowering you to make confident, strategic decisions. For more information about a new hotel development in your market, or for assistance in making investment decisions that align with your specific goals and risk tolerance, we invite you to reach out to Dan McCoy, MAI.