Launched by WTTC President & CEO Gloria Guevara, the framework draws on the common characteristics of the world’s most successful tourism investment destinations. It provides a practical roadmap for governments seeking to create the conditions for long-term tourism growth.

The principles reflect WTTC’s vision of best practice for attracting long-term investment and are designed to help destinations unlock economic growth, job creation, infrastructure development, and sustainable tourism expansion.

The Seven Principles are:

Legal Certainty and Regulatory Stability – a transparent, predictable legal environment that gives investors confidence to commit for the long term.

One-Stop-Shop for Tourism Investment – a single, empowered point of contact that simplifies and accelerates the investment journey.

Tourism Strategy with Full Stakeholder Alignment – coordinated planning between government, industry, communities, and investors.

Competitive Fiscal and Investment Incentives – attractive tax and financing frameworks that improve project viability.

Strong Head of State Commitment – visible leadership that positions tourism as a national priority.

Comprehensive Destination Master Plans with a Visible Project Pipeline – long-term destination planning supported by clearly defined investment opportunities.

Sustained Demand Growth and Market Potential – strong tourism fundamentals supported by connectivity, demographics, market demand, and a skilled workforce.

Guevara said: “Around the world, the destinations attracting the greatest levels of tourism investment share a common set of characteristics: policy stability, long-term planning, strong leadership, and effective collaboration between government and the private sector.

“Our Seven Principles for Attracting Tourism Investment provide a practical framework for destinations looking to become investment-ready, strengthen competitiveness, and attract global capital.

Travel & Tourism has enormous potential to drive economic growth, create quality jobs, and support communities. By creating the right investment environment, destinations can unlock sustainable long-term development while enhancing their competitiveness in the global tourism market.”

WTTC’s Seven Principles for Attracting Tourism Investment have been developed to support governments and destination leaders in creating investment-ready environments that encourage sustainable private-sector investment across the Travel & Tourism sector.

(Source: WTTC)

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KLM offers direct flights from Stockholm, Gothenburg, and Linköping to Amsterdam Schiphol, and from there it is possible to fly on to more than 160 destinations worldwide.

SINGAPORE, 22 June 2026: KLM’s history in Stockholm dates back to 1936, when the airline first served the city. Today, travellers can fly between Stockholm and Amsterdam in about two hours, compared to about five hours in 1936, and easily continue onward via KLM’s hub in Amsterdam.

“KLM’s relationship with Sweden is something we are very proud of,” said Air France-KLM North Europe General Manager Tom Verbugt. “A lot has changed in the last 90 years, but our purpose remains the same: to connect people, companies and cultures.”

The anniversary comes as Air France-KLM continues to strengthen its presence in the Nordic region. At Stockholm Arlanda, KLM has continued to invest in capacity and has offered an average of 40 flights per week over the past three years to meet demand from both business and leisure travellers. The partnership with SAS has further expanded the offering to over 100 flights per week from 16 airports around Sweden.

For 90 years, KLM has been an important partner in strengthening and maintaining the connections between Stockholm and Amsterdam, but also by extension, with the rest of the world, says Elizabeth Axtelius, Director Aviation Business at Swedavia. – Strong connections make it possible for people to meet, whether for business, tourism, or to visit family and friends. We are very happy that KLM has helped Swedes discover the world, but above all, that they have helped the world discover Sweden all these years.

KLM is introducing more new-generation aircraft on its departures from Stockholm Arlanda. This winter, two out of three KLM flights from Arlanda are expected to be operated by new-generation aircraft, which means lower fuel consumption compared to previous-generation aircraft of similar size.

“The renewal of the aircraft fleet is one of the most important ways for us to improve the efficiency of our operations,” says Tom Verbugt. “By deploying more new generation aircraft on routes like Stockholm–Amsterdam, we can offer customers a modern travel experience while reducing fuel consumption and emissions per passenger.”

Within the entire Air France-KLM Group, fleet renewal is a central part of the group’s transformation plan, with the ambition that these aircraft will constitute a clear majority of the fleet by 2030.

KLM Royal Dutch Airlines is part of the Air France-KLM group and a member of the global SkyTeam alliance.

(Source: KLM Royal Dutch Airlines)

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After nearly two years of construction in Turku, Finland, more than 1,200 crew members and partners came together for a legendary delivery ceremony led by Royal Caribbean Group Chairman and CEO Jason Liberty, Royal Caribbean President and CEO Michael Bayley, and Meyer Turku CEO Casimir Lindholm. 

During the celebration, the team recognised the hard work of thousands of engineers, designers, architects and crew members who brought Legend to life, and marked the transfer of ownership from Royal Caribbean to Meyer Turku.

Legend will kick off the summer in Europe with seven-night Western Mediterranean adventures from Barcelona, Spain and Rome (Civitavecchia), Italy. before heading to Fort Lauderdale, Florida, in November, offering a mix of six-night Western Caribbean and eight-night Southern Caribbean vacations, with each itinerary visiting Royal Caribbean’s top-rated destination, Perfect Day CocoCay.

Legend features record-breaking experiences, including the most dining venues at sea with 28 options; all-new nightlife, edge-of-your-seat entertainment across stage, air, water and ice.

(Source Royal Caribbean)

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“Today, we are working together towards the delivery of the 700th aircraft for the Lufthansa Group, which is scheduled for later this year. This major milestone is just one example of how Airbus and Lufthansa jointly worked on making aviation one of the key industries for Germany”, said  Airbus CEO Commercial Aircraft Lars Wagner.

“As the world’s leading aviation groups, Airbus and the Lufthansa Group share a long-standing, trusting, and very special partnership. Over the past half-century, we have not only taken delivery of more aircraft from Toulouse and Hamburg than any other airline in the world, but have also supported the development of numerous aircraft models as launch customers. We intend to build on this foundation together to advance aircraft technology further and expand Europe’s leading role in the aviation sector”, says Lufthansa Group CEO Carsten Spohr.

The Lufthansa Group has been operating all Airbus aircraft families, including the A220, A300, A320, A330/A340, A350 and A380. For several aircraft, Lufthansa was the launch operator, continuously driving innovation forward in commercial aviation. Lufthansa has recently finalised a firm order for 10 additional A350-900 aircraft to complement its existing fleet of 43 of the type. In total, Lufthansa has now ordered 75 A350s — including the soon-to-be-delivered A350-1000.

The agreement, signed in the presence of Federal Chancellor Friedrich Merz at ILA, covered several areas. Lufthansa signed a component services agreement covering its entire Airbus A220 fleet, ensuring efficient operation of the smallest member of the Airbus aircraft family across the Lufthansa Group’s airlines.

Airbus and Lufthansa also reaffirmed their commitment to the future of sustainable aviation. Both companies also presented a SharkSkin aircraft coating for the A330 to reduce fuel consumption further.

(Source: Lufthansa Group)

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Supported by aviation safety regulators, including the European Union Aviation Safety Agency (EASA)  and the Federal Aviation Administration (FAA), the campaign reinforces what passengers must do when instructed to evacuate for their safety and the safety of all on board: follow crew instructions, leave all baggage behind, and move quickly to the nearest usable exit.

“Taking bags during an evacuation is not a minor issue—every second matters. Even taking one bag can affect the safe evacuation of everyone onboard. Crew instructions are clear and simple: leave everything behind and move quickly. “Save a Life, Not a Bag” is a message that passengers need to understand and act upon,” said Willie Walsh, IATA’s Director General.

The campaign responds to the growing number of cases in which travellers have stopped to collect their baggage or take photos during aircraft evacuations. Evidence of this is seen in many videos posted online. 

“Rapid evacuation in an emergency saves lives. Aircraft are certified to stringent evacuation standards, and crews are extensively trained for emergencies to ensure every passenger has the best possible chance of survival in an acute situation. For this to work in a real emergency, all passengers must play their part too. And it is very simple: follow the crew’s instructions, leave all baggage behind, and move quickly to the nearest usable exit. Not only will this save your life, but you will have done your very best to allow everyone to get out of danger,” said EASA Executive Director Florian Guillermet. 

Valuable seconds can be lost when retrieving baggage from overhead bins. Carrying bags can cause people to fall or damage the slides that all passengers need to use. Most concerningly, some passengers have been seen attempting to evacuate while carrying both infants and bags or other personal items, compromising safety at a critical moment.

“We are seeing an increasing number of passengers not following flight crew instructions during emergencies. In those moments, compliance is critical. Passengers must act quickly, follow instructions without hesitation, and leave all belongings behind. Safety is a shared responsibility, and informed, attentive passengers help ensure a faster, safer evacuation for everyone on board,” said FAA Administrator Bryan Bedford.

Passenger research helps quantify the need for action

As part of the campaign development, IATA commissioned a survey of recent air travellers in four representative markets (the US, UK, UAE, and Singapore), supported by input from behavioural experts.  

The research found some critical gaps:

• While 80% of those surveyed said they knew what to do during an emergency evacuation, only 61% correctly answered that they should leave all personal items and exit the aircraft. 
• 33% said that they had seen reports of people taking their baggage during an evacuation. Of these, 22% indicated that they are likely to do the same. 
• Many passengers overestimate the time needed for an evacuation. Only 18% know that aircraft evacuation procedures are designed around a 90-second safety benchmark, whereas 38% indicate it could be three minutes or more.
• One in ten passengers admitted they might still take their baggage during an evacuation or follow others who do, even when instructed not to.
• 60% say they would be less likely to take baggage if essential small items were already secured on their person.

“The majority of passengers know what to do in an accident. There is, however, a significant knowledge gap among some travellers that could result in disaster. Even just a passenger or two taking a few extra seconds to gather personal items can endanger lives. That’s why it’s essential to build good habits for all travellers, like paying attention to safety demonstrations each time and keeping essential items, such as a passport, money, and medication, on your person. It’s also important that passengers understand the consequences of not listening to the crew. Save a life, not a Bag is meant to be a blunt reminder of what is at stake for everyone in the rare event of an evacuation,” said  IATA’s Senior Vice President Operations, Safety, and Security. Nick Careen,

Taking baggage creates risks for everyone on board

Taking baggage during an evacuation can slow movement through the cabin, block aisles and exits, prevent passengers from using their hands, and injure others. Bags can also puncture evacuation slides, obscure exit path lighting, become caught on seats or fixtures, and create hazards for crew and rescue personnel outside the aircraft.

The risk is not limited to the person carrying the bag. A single passenger stopping to retrieve luggage can delay others, disrupt crew commands, and affect the use of exits and slides.

Prepare before take-off and landing

The campaign video was developed with input from human behavioural specialists to help ensure the message is clear, memorable, and effective with passengers. It deliberately uses surreal imagery and exaggerated scenarios to leave a lasting impression on viewers.

The campaign encourages passengers to think ahead by keeping essential items such as a passport, money, and medication secure on their person before take-off and landing. The campaign’s core messages for passengers are:

• Pay attention to the crew
• Leave all baggage behind
• Do not film or photograph
• Keep moving
• Exit quickly

(Source: IATA)

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“It looks to be another disappointing year for SAF production. Five years after committing to achieve net-zero by 2050, SAF production will account for only 0.8% of airline fuel use this year.

“The path to meeting 65% of our needs in 2050 is growing more difficult with each year of ineffectively sequenced government policies and oil companies’ manifest lack of interest. The current energy shock should add even more urgency to the development of renewables, including SAF. But we have yet to see either the energy shock, the need to develop energy independence and jobs, or the urgency to mitigate climate change materialise in the incentives needed to create a viable SAF market,” said IATA’s Director General Willie Walsh.

IATA is calling for coordinated action across four priorities:

• Expand renewable energy supply to underpin SAF production and ensure sufficient feedstocks and clean energy are available.
• Ensure open access to fuel infrastructure, including pipelines, storage, and airport fuel systems, to enable fair competition and efficient distribution.
• Strengthen policy support by effectively sequencing production incentives and investment frameworks to provide certainty and reduce risk before any mandates are imposed.
• Enable a global SAF market with sufficient volumes at commercially viable prices, critical for an airline’s financial and economic sustainability. 

A book-and-claim system is essential for transforming the SAF market from local to global by making it accessible to airlines and SAF producers regardless of domicile. A global SAF market must also be supported by harmonised standards that create enduring rules and fair competition.

The e-SAF problem

Along with SAF (from biofuel sources), e-SAF (electro-SAF) will also play an increasingly important role in the decarbonisation of air transport. Converting renewable electricity via a power-to-liquid (PtL) process can produce e-SAF. E-SAF does not require biomass or waste oils, but does require large amounts of renewable electricity, green hydrogen, water, and CO2.

The EU and the UK have mandated e-SAF production of around 0.6 million tonnes by 2030. However, global production capacity currently operating and under construction stands at around 0.02 million tonnes, with only one production site in operation. It would take approximately 20 commercial-scale refineries to achieve the mandated volume. Moreover, no new final investment decisions for e-SAF facilities have been made over the past year.

“The 2030 e-SAF targets by the UK and the EU are beyond unrealistic – they are utterly detached from reality. It is a reckless energy market creation strategy to impose mandates before production is enabled. Such a strategy will only drive up the price. Coupled with penalties, it diverts scarce resources from being allocated to actual CO2 emissions reductions. The strategy is also bewildering, given that Europe has the highest renewable energy prices in the world. A serious strategy would first scale up renewable energy production to drive down its price and build e-SAF production capacity on sound economic grounds. Only at that point can mandates achieve the desired results,” said IATA’s Senior Vice President, Sustainability and Chief Economist Marie Owens Thomsen.

Passenger support for decarbonisation

The latest IATA passenger survey (April 2026) shows strong and consistent support for decarbonising air transport. 89% of passengers believe the industry should continue reducing emissions even if governments scale back their efforts, and a similar share sees flying as essential and as something that must be made sustainable, rather than restricting its use.

This support is backed by a willingness to act: about two-thirds of passengers (66%) say they are willing to pay more to compensate for emissions, and nearly 88% expect ticket prices to rise as a result of sustainability investments.

Passengers also clearly favour “real” decarbonisation solutions, with 25% prioritising SAF funding and 23% prioritising emissions-reduction technologies, far ahead of taxes (10%).

Importantly, sustainability is already influencing behaviour: nearly half of travellers (48%) look at carbon emissions when choosing flights, and among those who do, over 85% say it affects their decision, while around three-quarters say they prefer airlines with stronger environmental performance.

Overall, the data points to a clear message: passengers expect air transport to decarbonise, are broadly supportive of the transition, and increasingly factor sustainability into their choices, even if cost and convenience remain important.

(Source: IATA)

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WTTC emphasises that this is a localised public health challenge, and at this stage, the overall risk to international travellers remains low. The organisation underscores the need for calm, coordinated and evidence-based responses, warning that misinformation and unnecessary alarm can have far-reaching social and economic consequences for destinations across Africa.

Travellers are encouraged to stay informed through trusted official sources and to follow destination-specific health guidance when travelling to affected areas.

WTTC also highlights that Africa is a diverse continent of 54 countries with very different health systems and tourism realities, cautioning against broad generalisations that could harm millions of livelihoods dependent on Travel & Tourism.

Recent developments, including the temporary suspension of some international flights to Uganda due to precautionary travel restrictions, underscore how responses that are misaligned with actual risk levels can create unnecessary disruption. Authorities and tourism leaders in the region have stressed that affected areas are limited and that conflating countries or imposing broad measures can unfairly impact unaffected destinations and communities.

 WTTC, President & CEO Gloria Guevara said: “This situation must be approached with facts, not fear. Ebola remains contained to specific areas, and the risk to international travellers is low. Today, our sector is far better prepared than ever before. With the right measures, collaboration, and responsible behaviour, travel can continue safely while supporting the communities that rely on it.”

WTTC commends the swift, transparent, and collaborative response from Africa CDC, national governments, the WHO, and international health partners, noting that their leadership provides strong confidence in the management of the situation.

Preparedness based on the COVID-19 experience 

During the COVID-19 pandemic, WTTC worked alongside governments, international organisations, and industry leaders to develop the Safe Travels protocols, a globally recognised framework designed to ensure safe and seamless travel while protecting both travellers and local communities.

These protocols demonstrated that coordinated global standards and practical health measures make it possible to maintain travel even during periods of heightened concern. As a result, the global Travel & Tourism sector is now significantly better equipped to respond to public health events than in the past. 

WTTC continues to advocate for simple, evidence-based measures aligned with WHO guidance, including good hand hygiene, respiratory etiquette, sensible distancing in crowded areas, and compliance with health screening when required. These actions have already proven effective and remain key to reducing risk while preserving traveller confidence. 

WTTC reiterates that travel remains a powerful force for connection, resilience, and economic opportunity, and that responsible travel can continue safely.

(Source: WTTC)

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Morning flight

AZ806 will depart from Rome Fiumicino airport at 0910 and arrive in Tel Aviv at 1330 local time. 
AZ807 will depart from Tel Aviv at 1430 and arrive in Rome Fiumicino at 1715 local time.

Thursday services will operate on a slightly different schedule, with flight AZ806 departing Rome Fiumicino at 0930 and arriving in Tel Aviv at 1350 local time.
Flight AZ807 will depart Tel Aviv at 1450 and arrive in Rome Fiumicino at 1735  local time.

Late-night flight

AZ810 will depart from Rome Fiumicino at 2250 and will arrive in Tel Aviv at O310 local time the following day.
AZ809 will depart from Tel Aviv at 0515 local time and will arrive in Rome Fiumicino at 0800 local time.

The schedule offers seamless connections through ITA Airways’ hub at Rome Fiumicino, providing convenient access to destinations across the airline’s domestic, European and intercontinental network.

The Rome–Tel Aviv service will be operated with the Airbus A321neo, configured with three distinct cabins — business class, premium economy and economy — delivering environmental and operational benefits, with more than 20% lower fuel consumption and CO₂ emissions per seat compared with previous-generation aircraft.

Tickets are already on sale through the airline’s website and travel agencies.

Meanwhile, the airline has introduced new seasonal services from Rome Fiumicino to Malaga, Valencia and Marseille to strengthen its summer offering across the Mediterranean.

The new flights started on 1 June and operate through to 30 September 2026, with daily frequencies offering passengers direct connections to some of the most popular European summer destinations, as well as connections to ITA’s domestic and international network via its Rome Fiumicino hub.

The launch of the new seasonal routes was celebrated earlier this week with three inaugural ceremonies held at the airports of Malaga, Valencia and Marseille, attended by airport authorities and the airline’s commercial teams.

Among the other key highlights of the summer 2026 season are the launch of the Rome Fiumicino–London Heathrow route, operated twice daily, and the opening of the new Rome–Houston direct service, the first-ever nonstop connection between the two hubs. The Houston route will increase to five weekly frequencies from June to September, further strengthening the airline’s presence in the North American market, which is strategic for the development of ITA Airways’ intercontinental network.

Looking towards Asia, ITA Airways continues to invest in connections to the region, increasing the Rome–Bangkok service to five weekly frequencies during August and operating the Rome–Delhi route daily, in response to growing demand for long-haul travel to destinations of significant tourist and cultural interest.

(Source: ITA Airways).

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Littman will lead the group’s expansion efforts across Europe, the Middle East and Africa, with a focus on securing new hotel and branded residence contracts for The Langham Hotels & Resorts, Cordis Hotels & Resorts, Eaton and Ying’nFlo.

“The opportunities we’re seeing across the EMEA region continue to strengthen as owners and developers increasingly seek brands with clear positioning and long-term relevance,” Langham Hospitality Group CEO Bob van den Oord said. “With landmark openings such as The Langham, Venice and The Langham, Diriyah already helping to build momentum for the group across the region, Josh’s broad range of experience, which extends across the luxury, upscale, resorts and branded residences segments, makes him exceptionally well placed to help us capitalise on these opportunities. His track record of working with owners and investors across a wide range of projects and markets will be a major asset as we expand our portfolio.”

Littman brings over two decades of experience spanning hospitality development, investment advisory and mixed-use property planning. He most recently served as Vice President of Development, EMEA for Starwood Hotels, where he oversaw regional growth for Baccarat Hotels, 1 Hotels and Treehouse Hotels. Before that, Littman held senior development positions with InterContinental Hotels Group and Hard Rock Hotels & Casinos, where he played a key role in advancing the companies’ growth strategies across Europe and the Middle East.

(Source: Langham Hospitality Group)

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Flights operate four times per week in the summer and will reduce to three weekly flights during the winter season.

With this new connection, LOT strengthens its presence in Central Asia and offers passengers from Kazakhstan convenient transfers in Warsaw.

For many travellers, this will be their first opportunity to discover Kazakhstan’s largest city — a modern metropolis nestled at the foot of the Tian Shan Mountains. For many years, the region remained outside the mainstream of European tourism, but is now increasingly attracting the attention of business and tourist travellers, as well as digital nomads.

During the summer season, passengers will be able to enjoy LOT Polish Airlines flights to the former capital of Kazakhstan four times a week – on Tuesdays, Thursdays, Saturdays and Sundays. Flights take off from Warsaw at 2240 PM. On the return leg, flights depart from Almatt every Monday, Wednesday, Friday, and Sunday at 0920 local time. 

During the winter season, flights from Warsaw are reduced to three times a week — on Tuesdays, Thursdays, and Saturdays. The return flights to Warsaw depart on Wednesdays, Fridays, and Sundays. Flight time on the outbound route is around six hours and 30 minutes, and the return trip to Warsaw is approximately one hour longer, using Boeing 737 MAX 8 aircraft.

“The launch of operations to Almaty confirms the continued expansion of LOT Polish Airlines’ route network and the growing importance of the Central Asian region. This part of the world is playing an increasingly important economic and business role, and the new route is a response to the growing demand for direct connections between Europe and Kazakhstan. Almaty is a city that perfectly reflects the country’s modern spirit – a dynamic destination open to new investment opportunities and international cooperation. Thanks to our transfer hub in Warsaw, we can provide our passengers arriving from Kazakhstan with convenient access to LOT Polish Airlines’ extensive flight network, covering Europe and North America,” said LOT Polish Airlines Board Member Chief Commercial Officer, Robert Ludera.

At the  heart of modern Central Asia

Kazakhstan is the ninth-largest country in the world, the largest economy in the region, and one of the European Union’s most important trading partners in this part of the globe. Despite the relocation of the capital to Astana, Almaty remains the country’s financial and business centre where major banks and numerous international companies are headquartered.

Its strength lies not only in its economic importance, but also in its exceptional tourism potential. Few global metropolises can boast such a spectacular location nestled in southeastern Kazakhstan, at the foot of the Tian Shan Mountains. Within less than an hour of leaving bustling boulevards and cafes, travellers can enjoy mountain trails, resorts, and spectacular vista points located over 2,000 metres above sea level.

(Source: LOT Polish Airlines)

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