Costa Rica is on course to become one of the most valuable middle‑income tourism markets in the Latin American region, with official projections stating that total tourism value will surpass US$500 million by 2031. This is not just a number; it reflects a strategic shift from “arrivals at any cost” to high‑value, low‑impact tourism. The country is deliberately targeting travelers who stay longer, spend more per day, and are willing to pay for premium nature, wellness and sustainability experiences. Canada, the United States, the United Kingdom, Germany, France and other major markets are being aligned with this vision as key sources of these high‑value visitors.

Luxury Eco‑Travel and Wellness as the Core Product

The heart of Costa Rica’s growth strategy is luxury eco‑travel and wellness. New boutique eco‑lodges, converted haciendas, and high‑end nature resorts are being developed across the cloud forests of Monteverde, the beaches of the Pacific, and the rainforests of the Caribbean. These properties combine:

• Private nature experiences (guided hikes, birding, private canopy tours)
• Wellness and recovery (spa treatments, yoga, meditation, digital detox programs)
• Sustainability as a premium (solar energy, water conservation, local sourcing, carbon‑neutral design)

Travelers from Canada, the US, Europe and beyond are increasingly choosing Costa Rica for these “quiet luxury” experiences, where privacy, nature and personal well‑being are the main selling points, rather than crowd‑based attractions or mass beaches.

Aligning With Major Markets: Canada, US, UK, Germany, France

Canada is aligning with the United States, United Kingdom, Germany, France and other key markets as primary sources of high‑value tourism. Marketing efforts are focused on:

• Targeted campaigns in Canada and Europe that highlight luxury eco‑lodges, wellness retreats and private nature experiences.
• Premium flight and alliance partnerships with airlines and operators that connect Costa Rica directly to major Canadian and European hubs.
• Collaboration with travel agencies and luxury tour operators that specialize in high‑end, sustainability‑driven itineraries.

The goal is not just to attract more tourists, but to attract more of the right tourists: those who are comfortable paying for premium, low‑impact experiences and who value long stays in nature and wellness settings.

Why This Changes the Regional Game

Costa Rica’s push toward a $500 million tourism value target by 2031 is quietly reshaping how the region thinks about tourism. Instead of competing purely on volume, Costa Rica is competing on quality, sustainability and experience. By aligning with major markets like Canada, the US, UK, Germany and France, the country is creating a model where:

• Value per visitor rises faster than visitor numbers.
• Environmental impact is managed through stricter controls on eco‑tourism and luxury development.
• Local communities benefit through higher‑end jobs, better services and more stable revenue.

This approach is setting a benchmark for other Latin American countries that are looking to move beyond “cheap holidays” and build a more resilient, high‑value tourism economy.

Key Points

1. Costa Rica targets over US$500 million in tourism value by 2031, shifting from volume to high‑value, low‑impact tourism.
2. Luxury eco‑travel and wellness are the core products, with private nature experiences, spa, yoga and sustainability as premium features.
3. Canada, US, UK, Germany, France and others are aligned as key source markets for high‑value, long‑stay travelers.
4. Marketing and partnerships focus on premium eco‑lodges, wellness retreats and direct flights to major international hubs.
5. The model prioritizes value over volume, with higher spending per visitor and stricter environmental controls.
6. Costa Rica is setting a regional benchmark for sustainable, high‑end tourism that other Latin American countries may follow.

Bottom Line

Costa Rica is aiming to surpass US$500 million in tourism value by 2031 by focusing on luxury eco‑travel, wellness experiences and high‑value visitors from Canada, the US, UK, Germany, France and other major markets. The country is moving away from mass tourism toward a model built on quality, sustainability and long stays, with premium eco‑lodges, private nature experiences and wellness retreats as its core product. By aligning with these key source markets, Costa Rica is setting a new benchmark for high‑value, low‑impact tourism in Latin America, where value per visitor grows faster than visitor numbers and local communities benefit from more stable, higher‑end revenue.

The Canary Islands have been the most visible driver of this change. They recently launched a voluntary tourism funding scheme that allows local businesses, hotels, and tour operators to contribute directly to projects that improve visitor experiences, reduce environmental impact, and support local infrastructure. The goal: reduce the pressure on public budgets while giving communities more control over how tourism money is used.

Why Amsterdam and Other Cities Are Changing the Game

Amsterdam, Edinburgh, and Venice have all faced intense pressure from overtourism, rising costs, and host community backlash. In each case, traditional tourist taxes have been criticized for being too blunt, too centralized, and not always going back to the people or places that need it most.

By backing the voluntary funding model, these cities are trying to:

• Reduce the burden on public funds by letting tourism businesses and operators fund destination improvements directly
• Increase transparency so contributors can see exactly how their money is being used
• Empower local communities to decide which projects—beaches, bike paths, cultural festivals—should get priority
• Encourage responsible tourism by linking funding to environmental and social goals

The REGNEXT Framework

REGNEXT is the European network that brings together regional and local authorities to share best practices, test new policies, and scale successful models. The voluntary tourism funding model is one of its flagship pilots, and the Canary Islands are acting as the lead region.

Under the framework, participating destinations can:

• Design bespoke funding schemes that fit their local context
• Set clear contribution levels for hotels, tour operators, and other tourism actors
• Track and report on how funds are used, with public dashboards and community feedback
• Link funding to outcomes such as reduced congestion, improved waste management, or better accessibility

What’s Next for Tourists and Hosts?

For travelers, the shift may mean seeing new options at checkout—such as optional contributions to local projects, or marks on accommodation that show how their stay helped fund community initiatives. For hosts, it means more hands-on control over tourism planning and a clearer way to show residents that tourism is a partner, not a burden.

The voluntary model is not yet mandatory, but as more cities join, the pressure on Europe’s traditional tourist tax system will grow. The Canary Islands are betting that if the model works, it will set a new standard for how Europe funds and manages tourism in the years ahead.

Bottom Line:

Amsterdam, Edinburgh, and Venice are joining the Canary Islands in embracing a voluntary tourism funding model backed by REGNEXT, challenging Europe’s traditional tourist tax system. The push aims to make tourism funding more sustainable, transparent, and community-driven, giving local people and businesses more control while reducing pressure on public funds. As more destinations join, this model could reshape how Europe manages and finances tourism in the coming years

Mayor Simone Venturini announced the proposal to the city council, which is also evaluating whether to extend the fee to the entire year or include more dates beyond the current 54 peak days (mostly weekends and holidays from April to July). The move comes after experts and opposition councillors labeled the existing €5 fee a “total failure,” with data showing an average of 75,000 daily visitors during the trial period — 10,000 more than on similar days in 2023.

The Controversy: €50 vs. €5 Fee Debate

The push for a €50 fee has sparked fierce resistance from traders and critics alike. Traders complain about lack of revenue from the current low fee, while opponents warn of creating a “Venice only for the rich” that would exclude average tourists and damage the city’s accessibility. Tourism assessor Simone Venturini himself acknowledged that a €100 fee proposal is not legally feasible, as Italian law sets the upper limit at €10.

However, Venturini remains open to a dynamic fee scale where prices vary depending on visitor numbers. Opposition councillor Giovanni Andrea Martini, one of the most vocal critics, dismissed the current fee as a “grand bluff, artfully created to generate media buzz” and a revenue-generating measure rather than an effective overtourism solution.

Why the Fee Failed to Curb Overtourism

Despite the city’s hopes, the €5 fee has had no impact on tourist numbers arriving in the city, according to economics professor Jan Van Der Borg from Ca’ Foscari University in Venice. He argues that the low amount requested, combined with many exemptions — particularly for visitors from the wider Veneto region — make the ticket “absolutely useless in terms of possibly reducing the flow of tourists”.

The current fee applies to 54 specific dates in 2025, nearly doubling from the previous year’s 29 peak days. Last-minute visitors who purchase within three days of arrival face a doubled charge of €10, with reservations available online. Yet official data shows tourist numbers are continuing to rise despite the policy.

Key Points

1. €50 day-tripper fee proposal — New mayor Simone Venturini pushing to hike entrance fee to €50 on select days, requiring Italian government permission
2. €5 fee failed to curb overtourism — Trial generated €2.4 million but had no impact on visitor numbers, with 75,000 daily visitors during trial (10,000 more than 2023)
3. Legal limit cap at €10 — Italian law sets upper fee limit at €10, making €100 proposal not legally feasible, but dynamic fee scale possible
4. 54 peak days extended — Fee applies on nearly double the days from previous year (29 to 54), mostly weekends and holidays April-July
5. Last-minute charge doubled — Visitors booking within 3 days of arrival face €10 fee (double the €5 standard charge)
6. “Venice only for the rich” concern — Critics warn €50 fee would exclude average tourists, traders complain low fee generates no revenue

Bottom Line

Venice’s new mayor Simone Venturini is proposing a radical €50 day-tripper fee on select days to combat persistent overtourism, but the plan faces fierce opposition from traders and critics warning of creating “Venice only for the rich.” The current €5 fee has been labeled a “total failure” despite generating €2.4 million, with 75,000 daily visitors during the trial — 10,000 more than 2023. Experts say the low fee and exemptions make it “absolutely useless” for reducing tourist flow. While Italian law caps the fee at €10, Venturini is open to a dynamic fee scale varying by visitor numbers. The council is also evaluating extending the fee year-round. Venice’s overtourism crisis remains unresolved, with the city struggling to balance tourism revenue with livability for its 55,000 residents.

Core environmental strategy

At the heart of the argument is Air France’s ACT program, which targets a 30% reduction in CO₂ emissions per passenger‑kilometer by 2030 versus 2019, across three pillars: reducing direct emissions from flights, indirect emissions from ground operations and supply chains, and supporting carbon‑removal projects. The airline is pursuing this through fleet‑renewal (new‑generation, 20–25%‑more‑efficient aircraft), eco‑piloting techniques, and a multi‑year push to scale up sustainable aviation fuel (SAF), aiming for 10% SAF by 2030 and 63% by 2050. SAF, produced from non‑fossil feedstocks such as used cooking oil or agricultural waste, can cut life‑cycle CO₂ by up to 75–80% compared with conventional kerosene, and the Air France–KLM Group already ranks among the world’s top SAF users.

Beyond fuels, Air France highlights operational efficiencies such as lighter cabin materials, electric‑ramp vehicles, and single‑engine taxiing, as well as a strong waste‑reduction drive that has cut single‑use plastics by about 90% since 2018 and targets a 50% reduction in non‑recycled waste by 2030 versus 2011 levels. On‑board, the narrative extends to local, seasonal catering, pre‑selected meals to reduce food waste, and broader partnerships with conservation and renewable‑energy projects in Brazil, Martinique, and India, through its collaboration with climate‑advisory firm EcoAct.

Making sustainability a passenger‑facing product

The Travel Weekly thought‑leadership angle underscores how Air France is turning environmental commitments into tangible guest choices, rather than abstract CSR targets. Passengers can contribute to reforestation or SAF‑development funds at the point of sale, with Air France matching certain contributions during flagship events such as the Paris 2024 Olympics, effectively doubling the impact of individual donations. The airline also frames “responsible travel” as a co‑creation: it supplies tools, transparency, and infrastructure, while travelers are encouraged to rethink trip frequency, routing, and even cabin‑choice behavior in line with a cleaner footprint.

For corporate and MICE clients, Air France positions sustainable‑travel policies as a strategic lever—helping companies set carbon‑reduction targets, adjust travel‑mix (e.g., virtual options, longer but fewer trips), and select greener routes while still delivering commercial outcomes. By embedding sustainability into product design, policy guidance, and marketing, the airline is attempting to normalize low‑carbon travel as a default, not a niche, within France’s tourism‑centric economy.

Tourism‑sector implications

From a tourism‑development perspective, the essay suggests that sustainable aviation is a prerequisite for long‑term destination growth, especially in markets highly dependent on inbound flyers like France. Rather than seeing climate targets as a constraint on flows, Air France and the French tourism authorities are treating them as a catalyst for higher‑value, longer‑staying, and more experience‑driven trips, where visitors choose France not just for its heritage and gastronomy but also for its environmental stewardship.

Key Points

• Air France’s sustainable‑tourism thought leadership centers on its ACT program, targeting a 30% CO₂ reduction per passenger‑km by 2030 versus 2019 through fleet renewal, eco‑piloting, and SAF expansion.
• The airline aims to ramp up sustainable aviation fuel to 10% by 2030 and 63% by 2050, supported by test flights and matching‑donation schemes for SAF and reforestation.
• It is cutting on‑board and airport waste (e.g., 90% fewer single‑use plastics), sourcing more local‑seasonal food, and funding biodiversity and renewable projects via EcoAct.
• Thought‑leadership messaging emphasizes that sustainability is a shared project, with passengers and corporates given tools and incentives to travel more responsibly without sacrificing access to global destinations.

Bottom Line: Air France’s Travel Weekly piece argues that sustainable tourism depends on airlines acting as systemic enablers rather than just technical operators, aligning decarbonization, product innovation, and policy‑shaping to keep international travel compatible with climate goals while still serving France’s tourism‑led economy.

Future pipelines include new wellness‑forward facilities at lodges such as Silky Oaks Lodge in the Daintree Rainforest and The Louise in the Barossa Valley, plus premium‑suite expansions at Tierra Patagonia, reinforcing Beckons’ focus on high‑touch, low‑density luxury. The brand is also backed by private‑equity firm KSL, which has used the combined Baillie–Tierra platform as a springboard for targeted expansions and curated acquisitions rather than mass‑market resort development.

Key Points

• Beckons is a new luxury‑lodge brand unifying Baillie Lodges (Australia/New Zealand/Canada) and Tierra Hotels (Chile) into a single collection of nine intimate, adventure‑focused lodges.
• Properties average about 25 suites and emphasize remote, World Heritage‑adjacent locations, experiential itineraries, and high‑end dining.
• The brand is guided by a regenerative‑travel philosophy, investing in conservation‑linked renovations and local‑impact projects.
• Expansion plans center on wellness‑integrated lodges, suite upgrades, and strategic additions to the portfolio, backed by KSL’s private equity infrastructure.

Bottom Line: Beckons consolidates two highly regarded boutique‑lodge brands into a single, nomadic‑style luxury label that treats the journey itself as the core product, positioning wilderness‑driven, small‑group stays as the next frontier in experiential luxury travel.

The move is explicitly aimed at reducing noise, crowding, and human disturbance that can stress tigers and other wildlife, especially when large convoys of vehicles cluster around visible animals to capture photos and reels. By limiting digital distractions, authorities hope to restore the natural rhythm of the forest, discourage risky behaviour such as selfie‑hunting near animals, and preserve the integrity of core‑habitat areas. The policy has drawn broad support from conservationists, who see it as a long‑overdue step toward “responsible tourism” that prioritizes animal welfare and ecological balance over instantly shareable content.

For travelers, the phone‑free safari is reshaping the tiger‑park visit from a photo‑hunt into a more immersive, sensory‑driven experience: listening to birds, learning from guides, and observing behaviour without the pressure to broadcast in real time. Operators and tour companies are now adapting by emphasizing “no‑phone‑zone” briefings, printed guides, and journal‑style storytelling, while hotels near the reserves highlight the policy as part of a broader push to make wildlife tourism more respectful and sustainable. In 2026, India’s “no more phones in the wild” rule is becoming a symbol of how the country is re‑defining its relationship with its flagship species, placing the tiger—not the tourist’s feed—at the heart of the safari.

Key Points

• Major Indian tiger reserves now ban mobile phones during safari drives, requiring visitors to deposit devices before entering core zones.
• The aim is to reduce noise, crowding, and disturbance to tigers and other wildlife, especially in core‑habitat and tightly sized reserves.
• The rule reflects a broader shift toward “responsible tourism,” emphasizing immersion, conservation, and guided observation over social‑media‑driven photo‑hunting.

Bottom Line: With phones barred from the wild, India’s tiger reserves are trading digital spectacle for a more mindful, low‑disturbance safari experience, signaling that wildlife protection and habitat integrity are now non‑negotiable pillars of the country’s flagship wildlife‑tourism model.

This Marunouchi landmark—overlooking the Imperial Palace moat where cherry blossoms drift in spring, elegant lounges serve kaiseki artistry amid minimalist elegance, and skyline views blend ancient gardens with Tokyo’s neon pulse—elevates hospitality through eco-chic, fusing LED-lit halls, plastic-free amenities, and farm-to-table menus from Tokyo-area growers in serene ryokan-inspired suites.

The milestone spotlights trailblazing efforts: slashing single-use plastics with refill stations, crafting dishes from food-rescue ingredients, sourcing local veggies to preserve urban farmlands, disaster-ready protocols, and staff-driven “Welcoming the Future” ethos that nurtures guests, environment, and neighborhood harmony.

Key Points

• First Japanese-owned GSTC certified.

• Zero single-use plastic amenities.

• Local Tokyo farm-fresh cuisine.

• LED lighting, food waste reduction.

• Community, staff sustainability focus.

Bottom Line: Palace Hotel Tokyo’s green glow fuses moat-side sakura, kaiseki artistry, and palace vistas—inviting global luxury seekers to harmonious elegance and eco-omotenashi, leading Japan’s sustainable tourism renaissance amid eternal Imperial charm.

Chichen Itza/Teotihuacan add entry fees; Cozumel/Cabo cruise tax rises $5→$10; non-resident duty hits $10 Aug.​
Riviera Maya caps daily visitors; eco-taxes fund marine parks/reefs amid 45M arrivals. Advance bookings ensure quality access.
Quality stays preserved for eco-conscious travelers.

Canada raises Toronto hotel tax to 8.5%; Vancouver/Quebec add levies pre-FIFA 2026.​
Cruise fees hit Vancouver/Victoria ports; Banff/Jasper national parks cap entries with advance reservations.
Eco-taxes support wildlife/climate resilience in reserves. Funds upgrade infrastructure without overwhelming sites.
Balanced growth benefits locals long-term.

Caribbean nations formalize sustainable models: Jamaica’s $20 air/$2 cruise TEF preserves Dunn’s River/Blue Mountains.​
Barbados $10 entry/cruise levies protect Bridgetown; DR $10 airfare fee, Punta Cana caps fund reefs.
Collaborative approach favors eco-travelers over crowds. Regional unity sets global example.
Future tourism prioritizes preservation.

Key Points

• Mexico: Chichen fees, $10 cruise/duty, Riviera caps.​
• Canada: 8.5% Toronto tax, Banff caps.​
• Jamaica: $20 TEF air/$2 cruise.​
• Barbados/DR: $10 entry fees, eco-taxes.​
• Goal: Sustainability pre-FIFA 2026.

City Strengths and Challenges

Barcelona fights overtourism with strict regs, ideal for balanced policy but risky for mass-tourism advocates. Dubai excels in connectivity and luxury but faces human rights scrutiny over labor. Geneva’s diplomatic neutrality suits cross-sector talks, lacking vibrant tourism vibe. Milan leverages BIT trade shows for business synergy, Madrid pairs with UN-Tourism for public-private harmony, and Paris pushes green initiatives amid post-Olympics glow.​

Tourism Leadership Implications

The decision elevates the winner’s prestige, drawing events and investment while shaping WTTC’s agenda on ethics and recovery. Travelers note varying impacts: Barcelona’s caps, Dubai’s efficiency, Paris’s eco-focus—affecting future visits and industry standards.​

Key Points:

• Bidders balance culture (Barcelona/Paris), hubs (Dubai/Milan), neutrality (Geneva), governance (Madrid).
• Highlights SME-corporate divide, sustainability tensions.
• Boosts host city’s tourism profile, policy influence.
• Potential for enhanced public-private collaboration (Madrid).
• Raises ethics questions on labor/diversity (Dubai).
• Aligns with anti-overtourism trends (Barcelona).
• Supports trade/business tourism (Milan/BIT).
• Promotes diplomatic neutrality for global talks (Geneva).
• Emphasizes green recovery post-events (Paris).

Economic and Cultural Impact

The project diversifies the local economy, building on East Arnhem’s $75 million annual visitor spend supporting 470 jobs, with 28% Aboriginal workforce involvement creating skills in construction, maintenance, and tourism services. Managed by Ngarrariyal Aboriginal Corporation, Gumatj, and Gove Boat Club, it promotes Yolngu cultural exchanges, ecotours to sacred sites, and wildlife viewing, easing mining dependency while preserving heritage.​

Tourism Growth Potential

Ministers Malarndirri McCarthy and Marie-Clare Boothby emphasize youth pathways and community resilience, positioning the precinct as a gateway to East Arnhem’s pristine reefs, waterfalls, and art centers for domestic and international adventurers. It aligns with NT’s Destination Management Plan, fostering sustainable growth through authentic Indigenous-led experiences.​

Key Points:

• $9M upgrade enables yacht/cruise access with 60m pontoon, amenities.

• 28% Indigenous jobs boost $75M economy, 470 roles amid mining shift.

• Promotes ecotourism, cultural tours in Yolngu lands.

• Collaborative model ensures long-term community benefits.