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Travel, Tourism & Hospitality

Global tourism industry - statistics & facts

What are the leading global tourism destinations, digitalization of the global tourism industry, how important is sustainable tourism, key insights.

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Total contribution of travel and tourism to GDP worldwide 2019-2033

Number of international tourist arrivals worldwide 1950-2023

Global leisure travel spend 2019-2022

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Leading global travel markets by travel and tourism contribution to GDP 2019-2022

Travel and tourism employment worldwide 2019-2033

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• Hotel industry worldwide
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• Travel and tourism in the U.S.
• Travel and tourism in Europe

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• Basic Statistic Total contribution of travel and tourism to GDP worldwide 2019-2033
• Basic Statistic Travel and tourism: share of global GDP 2019-2033
• Basic Statistic Leading global travel markets by travel and tourism contribution to GDP 2019-2022
• Basic Statistic Global leisure travel spend 2019-2022
• Premium Statistic Global business travel spending 2001-2022
• Premium Statistic Number of international tourist arrivals worldwide 1950-2023
• Basic Statistic Number of international tourist arrivals worldwide 2005-2023, by region
• Basic Statistic Travel and tourism employment worldwide 2019-2033

Total contribution of travel and tourism to gross domestic product (GDP) worldwide in 2019 and 2022, with a forecast for 2023 and 2033 (in trillion U.S. dollars)

Travel and tourism: share of global GDP 2019-2033

Share of travel and tourism's total contribution to GDP worldwide in 2019 and 2022, with a forecast for 2023 and 2033

Total contribution of travel and tourism to GDP in leading travel markets worldwide in 2019 and 2022 (in billion U.S. dollars)

Leisure tourism spending worldwide from 2019 to 2022 (in billion U.S. dollars)

Global business travel spending 2001-2022

Expenditure of business tourists worldwide from 2001 to 2022 (in billion U.S. dollars)

Number of international tourist arrivals worldwide from 1950 to 2023 (in millions)

Number of international tourist arrivals worldwide 2005-2023, by region

Number of international tourist arrivals worldwide from 2005 to 2023, by region (in millions)

Number of travel and tourism jobs worldwide from 2019 to 2022, with a forecast for 2023 and 2033 (in millions)

• Premium Statistic Global hotel and resort industry market size worldwide 2013-2023
• Premium Statistic Most valuable hotel brands worldwide 2023, by brand value
• Basic Statistic Leading hotel companies worldwide 2023, by number of properties
• Premium Statistic Hotel openings worldwide 2021-2024
• Premium Statistic Hotel room openings worldwide 2021-2024
• Premium Statistic Countries with the most hotel construction projects in the pipeline worldwide 2022

Global hotel and resort industry market size worldwide 2013-2023

Market size of the hotel and resort industry worldwide from 2013 to 2022, with a forecast for 2023 (in trillion U.S. dollars)

Most valuable hotel brands worldwide 2023, by brand value

Leading hotel brands based on brand value worldwide in 2023 (in billion U.S. dollars)

Leading hotel companies worldwide 2023, by number of properties

Leading hotel companies worldwide as of June 2023, by number of properties

Hotel openings worldwide 2021-2024

Number of hotels opened worldwide from 2021 to 2022, with a forecast for 2023 and 2024

Hotel room openings worldwide 2021-2024

Number of hotel rooms opened worldwide from 2021 to 2022, with a forecast for 2023 and 2024

Countries with the most hotel construction projects in the pipeline worldwide 2022

Countries with the highest number of hotel construction projects in the pipeline worldwide as of Q4 2022

• Premium Statistic Airports with the most international air passenger traffic worldwide 2022
• Premium Statistic Market value of selected airlines worldwide 2023
• Premium Statistic Global passenger rail users forecast 2017-2027
• Premium Statistic Daily ridership of bus rapid transit systems worldwide by region 2023
• Premium Statistic Number of users of car rentals worldwide 2019-2028
• Premium Statistic Number of users in selected countries in the Car Rentals market in 2023
• Premium Statistic Carbon footprint of international tourism transport worldwide 2005-2030, by type

Airports with the most international air passenger traffic worldwide 2022

Leading airports for international air passenger traffic in 2022 (in million international passengers)

Market value of selected airlines worldwide 2023

Market value of selected airlines worldwide as of May 2023 (in billion U.S. dollars)

Global passenger rail users forecast 2017-2027

Worldwide number of passenger rail users from 2017 to 2022, with a forecast through 2027 (in billion users)

Daily ridership of bus rapid transit systems worldwide by region 2023

Number of daily passengers using bus rapid transit (BRT) systems as of April 2023, by region

Number of users of car rentals worldwide 2019-2028

Number of users of car rentals worldwide from 2019 to 2028 (in millions)

Number of users in selected countries in the Car Rentals market in 2023

Number of users in selected countries in the Car Rentals market in 2023 (in million)

Carbon footprint of international tourism transport worldwide 2005-2030, by type

Transport-related emissions from international tourist arrivals worldwide in 2005 and 2016, with a forecast for 2030, by mode of transport (in million metric tons of carbon dioxide)

Attractions

• Premium Statistic Market size of museums, historical sites, zoos, and parks worldwide 2022-2027
• Premium Statistic Leading museums by highest attendance worldwide 2019-2022
• Basic Statistic Most visited amusement and theme parks worldwide 2019-2022
• Basic Statistic Monuments on the UNESCO world heritage list 2023, by type
• Basic Statistic Selected countries with the most Michelin-starred restaurants worldwide 2023

Market size of museums, historical sites, zoos, and parks worldwide 2022-2027

Size of the museums, historical sites, zoos, and parks market worldwide in 2022, with a forecast for 2023 and 2027 (in billion U.S. dollars)

Leading museums by highest attendance worldwide 2019-2022

Most visited museums worldwide from 2019 to 2022 (in millions)

Most visited amusement and theme parks worldwide 2019-2022

Leading amusement and theme parks worldwide from 2019 to 2022, by attendance (in millions)

Monuments on the UNESCO world heritage list 2023, by type

Number of monuments on the UNESCO world heritage list as of September 2023, by type

Selected countries with the most Michelin-starred restaurants worldwide 2023

Number of Michelin-starred restaurants in selected countries and territories worldwide as of July 2023

Online travel market

• Premium Statistic Online travel market size worldwide 2017-2028
• Premium Statistic Estimated desktop vs. mobile revenue of leading OTAs worldwide 2023
• Premium Statistic Number of aggregated downloads of leading online travel agency apps worldwide 2023
• Basic Statistic Market cap of leading online travel companies worldwide 2023
• Premium Statistic Leading online travel companies worldwide 2020-2022, by revenue CAGR
• Premium Statistic Leading online travel companies worldwide 2022-2023, by EV/EBITDA

Online travel market size worldwide 2017-2028

Online travel market size worldwide from 2017 to 2023, with a forecast until 2028 (in billion U.S. dollars)

Estimated desktop vs. mobile revenue of leading OTAs worldwide 2023

Estimated desktop vs. mobile revenue of leading online travel agencies (OTAs) worldwide in 2023 (in billion U.S. dollars)

Number of aggregated downloads of leading online travel agency apps worldwide 2023

Number of aggregated downloads of selected leading online travel agency apps worldwide in 2023 (in millions)

Market cap of leading online travel companies worldwide 2023

Market cap of leading online travel companies worldwide as of September 2023 (in million U.S. dollars)

Leading online travel companies worldwide 2020-2022, by revenue CAGR

Revenue compound annual growth rate (CAGR) of leading online travel companies worldwide from 2020 to 2022

Leading online travel companies worldwide 2022-2023, by EV/EBITDA

Enterprise-value-to-EBITDA (EV/EBITDA) of selected leading online travel companies worldwide in 2022, with a forecast for 2023

Selected trends

• Premium Statistic Global travelers who believe in the importance of green travel 2022
• Premium Statistic Sustainable initiatives travelers would adopt worldwide 2022, by region
• Premium Statistic Airbnb revenue worldwide 2017-2023
• Premium Statistic Airbnb nights and experiences booked worldwide 2017-2023
• Premium Statistic Technologies global hotels plan to implement in the next three years 2022
• Premium Statistic Hotel technologies global consumers think would improve their future stay 2022

Global travelers who believe in the importance of green travel 2022

Share of travelers that believe sustainable travel is important worldwide in 2022

Sustainable initiatives travelers would adopt worldwide 2022, by region

Main sustainable initiatives travelers are willing to adopt worldwide in 2022, by region

Airbnb revenue worldwide 2017-2023

Revenue of Airbnb worldwide from 2017 to 2023 (in billion U.S. dollars)

Airbnb nights and experiences booked worldwide 2017-2023

Nights and experiences booked with Airbnb from 2017 to 2023 (in millions)

Technologies global hotels plan to implement in the next three years 2022

Technologies hotels are most likely to implement in the next three years worldwide as of 2022

Hotel technologies global consumers think would improve their future stay 2022

Must-have hotel technologies to create a more amazing stay in the future among travelers worldwide as of 2022

• Premium Statistic Travel and tourism revenue worldwide 2019-2028, by segment
• Premium Statistic Distribution of sales channels in the travel and tourism market worldwide 2018-2028
• Premium Statistic Inbound tourism visitor growth worldwide 2020-2025, by region
• Premium Statistic Outbound tourism visitor growth worldwide 2020-2025, by region

Travel and tourism revenue worldwide 2019-2028, by segment

Revenue of the global travel and tourism market from 2019 to 2028, by segment (in billion U.S. dollars)

Distribution of sales channels in the travel and tourism market worldwide 2018-2028

Revenue share of sales channels of the travel and tourism market worldwide from 2018 to 2028

Inbound tourism visitor growth worldwide 2020-2025, by region

Inbound tourism visitor growth worldwide from 2020 to 2022, with a forecast until 2025, by region

Outbound tourism visitor growth worldwide 2020-2025, by region

Outbound tourism visitor growth worldwide from 2020 to 2022, with a forecast until 2025, by region

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Economic Impact Research

• In 2023, the Travel & Tourism sector contributed 9.1% to the global GDP; an increase of 23.2% from 2022 and only 4.1% below the 2019 level.
• In 2023, there were 27 million new jobs, representing a 9.1% increase compared to 2022, and only 1.4% below the 2019 level.
• Domestic visitor spending rose by 18.1% in 2023, surpassing the 2019 level.
• International visitor spending registered a 33.1% jump in 2023 but remained 14.4% below the 2019 total.

Click here for links to the different economy/country and regional reports

Why conduct research?

From the outset, our Members realised that hard economic facts were needed to help governments and policymakers truly understand the potential of Travel & Tourism. Measuring the size and growth of Travel & Tourism and its contribution to society, therefore, plays a vital part in underpinning WTTC’s work.

What research does WTTC carry out?

Each year, WTTC and Oxford Economics produce reports covering the economic contribution of our sector in 185 countries, for 26 economic and geographic regions, and for more than 70 cities. We also benchmark Travel & Tourism against other economic sectors and analyse the impact of government policies affecting the sector such as jobs and visa facilitation.

Visit our Research Hub via the button below to find all our Economic Impact Reports, as well as other reports on Travel and Tourism. 

Reimagining the $9 trillion tourism economy—what will it take?

Tourism made up 10 percent of global GDP in 2019 and was worth almost $9 trillion, 1 See “Economic impact reports,” World Travel & Tourism Council (WTTC), wttc.org. making the sector nearly three times larger than agriculture. However, the tourism value chain of suppliers and intermediaries has always been fragmented, with limited coordination among the small and medium-size enterprises (SMEs) that make up a large portion of the sector. Governments have generally played a limited role in the industry, with partial oversight and light-touch management.

COVID-19 has caused an unprecedented crisis for the tourism industry. International tourist arrivals are projected to plunge by 60 to 80 percent in 2020, and tourism spending is not likely to return to precrisis levels until 2024. This puts as many as 120 million jobs at risk. 2 “International tourist numbers could fall 60-80% in 2020, UNWTO reports,” World Tourism Organization, May 7, 2020, unwto.org.

Reopening tourism-related businesses and managing their recovery in a way that is safe, attractive for tourists, and economically viable will require coordination at a level not seen before. The public sector may be best placed to oversee this process in the context of the fragmented SME ecosystem, large state-owned enterprises controlling entry points, and the increasing impact of health-related agencies. As borders start reopening and interest in leisure rebounds in some regions , governments could take the opportunity to rethink their role within tourism, thereby potentially both assisting in the sector’s recovery and strengthening it in the long term.

In this article, we suggest four ways in which governments can reimagine their role in the tourism sector in the context of COVID-19.

1. Streamlining public–private interfaces through a tourism nerve center

Before COVID-19, most tourism ministries and authorities focused on destination marketing, industry promotions, and research. Many are now dealing with a raft of new regulations, stimulus programs, and protocols. They are also dealing with uncertainty around demand forecasting, and the decisions they make around which assets—such as airports—to reopen will have a major impact on the safety of tourists and sector employees.

Coordination between the public and private sectors in tourism was already complex prior to COVID-19. In the United Kingdom, for example, tourism falls within the remit of two departments—the Department for Business, Energy, and Industrial Strategy (BEIS) and the Department for Digital, Culture, Media & Sport (DCMS)—which interact with other government agencies and the private sector at several points. Complex coordination structures often make clarity and consistency difficult. These issues are exacerbated by the degree of coordination that will be required by the tourism sector in the aftermath of the crisis, both across government agencies (for example, between the ministries responsible for transport, tourism, and health), and between the government and private-sector players (such as for implementing protocols, syncing financial aid, and reopening assets).

Concentrating crucial leadership into a central nerve center  is a crisis management response many organizations have deployed in similar situations. Tourism nerve centers, which bring together public, private, and semi-private players into project teams to address five themes, could provide an active collaboration framework that is particularly suited to the diverse stakeholders within the tourism sector (Exhibit 1).

We analyzed stimulus packages across 24 economies, 3 Australia, Bahrain, Belgium, Canada, Egypt, Finland, France, Germany, Hong Kong, Indonesia, Israel, Italy, Kenya, Malaysia, New Zealand, Peru, Philippines, Singapore, South Africa, South Korea, Spain, Switzerland, Thailand, and the United Kingdom. which totaled nearly $100 billion in funds dedicated directly to the tourism sector, and close to $300 billion including cross-sector packages with a heavy tourism footprint. This stimulus was generally provided by multiple entities and government departments, and few countries had a single integrated view on beneficiaries and losers. We conducted surveys on how effective the public-sector response has been and found that two-thirds of tourism players were either unaware of the measures taken by government or felt they did not have sufficient impact. Given uncertainty about the timing and speed of the tourism recovery, obtaining quick feedback and redeploying funds will be critical to ensuring that stimulus packages have maximum impact.

2. Experimenting with new financing mechanisms

Most of the $100 billion stimulus that we analyzed was structured as grants, debt relief, and aid to SMEs and airlines. New Zealand has offered an NZ $15,000 (US $10,000) grant per SME to cover wages, for example, while Singapore has instituted an 8 percent cash grant on the gross monthly wages of local employees. Japan has waived the debt of small companies where income dropped more than 20 percent. In Germany, companies can use state-sponsored work-sharing schemes for up to six months, and the government provides an income replacement rate of 60 percent.

Our forecasts indicate that it will take four to seven years for tourism demand to return to 2019 levels, which means that overcapacity will be the new normal in the medium term. This prolonged period of low demand means that the way tourism is financed needs to change. The aforementioned types of policies are expensive and will be difficult for governments to sustain over multiple years. They also might not go far enough. A recent Organisation for Economic Co-operation and Development (OECD) survey of SMEs in the tourism sector suggested more than half would not survive the next few months, and the failure of businesses on anything like this scale would put the recovery far behind even the most conservative forecasts. 4 See Tourism policy responses to the coronavirus (COVID-19), OECD, June 2020, oecd.org. Governments and the private sector should be investigating new, innovative financing measures.

Revenue-pooling structures for hotels

One option would be the creation of revenue-pooling structures, which could help asset owners and operators, especially SMEs, to manage variable costs and losses moving forward. Hotels competing for the same segment in the same district, such as a beach strip, could have an incentive to pool revenues and losses while operating at reduced capacity. Instead of having all hotels operating at 20 to 40 percent occupancy, a subset of hotels could operate at a higher occupancy rate and share the revenue with the remainder. This would allow hotels to optimize variable costs and reduce the need for government stimulus. Non-operating hotels could channel stimulus funds into refurbishments or other investment, which would boost the destination’s attractiveness. Governments will need to be the intermediary between businesses through auditing or escrow accounts in this model.

Joint equity funds for small and medium-size enterprises

Government-backed equity funds could also be used to deploy private capital to help ensure that tourism-related SMEs survive the crisis (Exhibit 2). This principle underpins the European Commission’s temporary framework for recapitalization of state-aided enterprises, which provided an estimated €1.9 trillion in aid to the EU economy between March and May 2020. 5 See “State aid: Commission expands temporary framework to recapitalisation and subordinated debt measures to further support the economy in the context of the coronavirus outbreak,” European Commission, May 8, 2020, ec.europa.eu. Applying such a mechanism to SMEs would require creating an appropriate equity-holding structure, or securitizing equity stakes in multiple SMEs at once, reducing the overall risk profile for the investor. In addition, developing a standardized valuation methodology would avoid lengthy due diligence processes on each asset. Governments that do not have the resources to co-invest could limit their role to setting up those structures and opening them to potential private investors.

3. Ensuring transparent, consistent communication on protocols

The return of tourism demand requires that travelers and tourism-sector employees feel—and are—safe. Although international organizations such as the International Air Transport Association (IATA), and the World Travel & Tourism Council (WTTC) have developed a set of guidelines to serve as a baseline, local regulators are layering additional measures on top. This leads to low levels of harmonization regarding regulations imposed by local governments.

Our surveys of traveler confidence in the United States  suggests anxiety remains high, and authorities and destination managers must work to ensure travelers know about, and feel reassured by, protocols put in place for their protection. Our latest survey of traveler sentiment in China  suggests a significant gap between how confident travelers would like to feel and how confident they actually feel; actual confidence in safety is much lower than the expected level asked a month before.

One reason for this low level of confidence is confusion over the safety measures that are currently in place. Communication is therefore key to bolstering demand. Experience in Europe indicates that prompt, transparent, consistent communications from public agencies have had a similar impact on traveler demand as CEO announcements have on stock prices. Clear, credible announcements regarding the removal of travel restrictions have already led to increased air-travel searches and bookings. In the week that governments announced the removal of travel bans to a number of European summer destinations, for example, outbound air travel web search volumes recently exceeded precrisis levels by more than 20 percent in some countries.

The case of Greece helps illustrate the importance of clear and consistent communication. Greece was one of the first EU countries to announce the date of, and conditions and protocols for, border reopening. Since that announcement, Greece’s disease incidence has remained steady and there have been no changes to the announced protocols. The result: our joint research with trivago shows that Greece is now among the top five summer destinations for German travelers for the first time. In July and August, Greece will reach inbound airline ticketing levels that are approximately 50 percent of that achieved in the same period last year. This exceeds the rate in most other European summer destinations, including Croatia (35 percent), Portugal (around 30 percent), and Spain (around 40 percent). 6 Based on IATA Air Travel Pulse by McKinsey. In contrast, some destinations that have had inconsistent communications around the time frame of reopening have shown net cancellations of flights for June and July. Even for the high seasons toward the end of the year, inbound air travel ticketing barely reaches 30 percent of 2019 volumes.

Digital solutions can be an effective tool to bridge communication and to create consistency on protocols between governments and the private sector. In China, the health QR code system, which reflects past travel history and contact with infected people, is being widely used during the reopening stage. Travelers have to show their green, government-issued QR code before entering airports, hotels, and attractions. The code is also required for preflight check-in and, at certain destination airports, after landing.

4. Enabling a digital and analytics transformation within the tourism sector

Data sources and forecasts have shifted, and proliferated, in the crisis. Last year’s demand prediction models are no longer relevant, leaving many destinations struggling to understand how demand will evolve, and therefore how to manage supply. Uncertainty over the speed and shape of the recovery means that segmentation and marketing budgets, historically reassessed every few years, now need to be updated every few months. The tourism sector needs to undergo an analytics transformation to enable the coordination of marketing budgets, sector promotions, and calendars of events, and to ensure that products are marketed to the right population segment at the right time.

Governments have an opportunity to reimagine their roles in providing data infrastructure and capabilities to the tourism sector, and to investigate new and innovative operating models. This was already underway in some destinations before COVID-19. Singapore, for example, made heavy investments in its data and analytics stack over the past decade through the Singapore Tourism Analytics Network (STAN), which provided tourism players with visitor arrival statistics, passenger profiling, spending data, revenue data, and extensive customer-experience surveys. During the COVID-19 pandemic, real-time data on leading travel indicators and “nowcasts” (forecasts for the coming weeks and months) could be invaluable to inform the decisions of both public-sector and private-sector entities.

This analytics transformation will also help to address the digital gap that was evident in tourism even before the crisis. Digital services are vital for travelers: in 2019, more than 40 percent of US travelers used mobile devices to book their trips. 7 Global Digital Traveler Research 2019, Travelport, marketing.cloud.travelport.com; “Mobile travel trends 2019 in the words of industry experts,” blog entry by David MacHale, December 11, 2018, blog.digital.travelport.com. In Europe and the United States, as many as 60 percent of travel bookings are digital, and online travel agents can have a market share as high as 50 percent, particularly for smaller independent hotels. 8 Sean O’Neill, “Coronavirus upheaval prompts independent hotels to look at management company startups,” Skift, May 11, 2020, skift.com. COVID-19 is likely to accelerate the shift to digital as travelers look for flexibility and booking lead times shorten: more than 90 percent of recent trips in China  were booked within seven days of the trip itself. Many tourism businesses have struggled to keep pace with changing consumer preferences around digital. In particular, many tourism SMEs have not been fully able to integrate new digital capabilities in the way that larger businesses have, with barriers including language issues, and low levels of digital fluency. The commission rates on existing platforms, which range from 10 percent for larger hotel brands to 25 percent for independent hotels, also make it difficult for SMEs to compete in the digital space.

Governments are well-positioned to overcome the digital gap within the sector and to level the playing field for SMEs. The Tourism Exchange Australia (TXA) platform, which was created by the Australian government, is an example of enabling at scale. It acts as a matchmaker, connecting suppliers with distributors and intermediaries to create packages attractive to a specific segment of tourists, then uses tourist engagement to provide further analytical insights to travel intermediaries (Exhibit 3). This mechanism allows online travel agents to diversify their offerings by providing more experiences away from the beaten track, which both adds to Australia’s destination attractiveness, and gives small suppliers better access to customers.

Governments that seize the opportunity to reimagine tourism operations and oversight will be well positioned to steer their national tourism industries safely into—and set them up to thrive within—the next normal.

Download the article in Arabic  (513KB)

Margaux Constantin is an associate partner in McKinsey’s Dubai office, Steve Saxon is a partner in the Shanghai office, and Jackey Yu  is an associate partner in the Hong Kong office.

The authors wish to thank Hugo Espirito Santo, Urs Binggeli, Jonathan Steinbach, Yassir Zouaoui, Rebecca Stone, and Ninan Chacko for their contributions to this article.

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Tourism has massively increased in recent decades. Aviation has opened up travel from domestic to international. Before the COVID-19 pandemic, the number of international visits had more than doubled since 2000.

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And in many countries, many people rely on tourism for their income. In some, it is one of the largest industries.

But tourism also has externalities: it contributes to global carbon emissions and can encroach on local environments and cultures.

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Travel Will Inject a Record $11 Trillion Into the Global Economy This Year: Report

Tourism is expected to become a $16 trillion industry by 2034, the world travel & tourism council says., rachel cormack.

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All your jet-setting and hotel-hopping is having a significant effect on the global economy.

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The 14-figure sums can be broken down into three types of travel transactions, Bloomberg notes. Direct travel spending includes things like hotels, tours, and transportation, as well as public investment in these types of services. Indirect travel spending covers the expenses of those businesses, such as sheets and towels or the ingredients for the breakfast buffet. Finally, induced spending accounts for the trickle-down effects of hospitality employees.

In total, 142 out of the 185 surveyed countries are expected to exceed their 2019 tourism performance levels in 2024. Almost all nations are expected to see year-over-year growth, too. As a result, records are likely to be broken on a local level as well as a global.

Rachel Cormack is a digital editor at Robb Report. She cut her teeth writing for HuffPost, Concrete Playground, and several other online publications in Australia, before moving to New York at the…

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Travel and tourism to break records, bring over $11 trillion in 2024: report

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TSA Administrator David Pekoske discusses air travel demand, flight disruptions, his experience going through TSA and firearm detections at checkpoints.

Travel and tourism is expected to be a boon for the global economy this year.

Countries around the world will see travel and tourism produce $11.1 trillion in 2024, according to a report released Thursday by the World Travel & Tourism Council.

The group said the forecasted global economic contribution would mark an "all-time high" from the roughly $10 trillion the industry brought in pre-pandemic 2019.

Countries around the world will see travel and tourism produce $11.1 trillion in 2024, according to a report. (  / iStock)

The coronavirus hit many industries hard, with travel and tourism in particular seeing negative impacts from the lockdowns and restrictions instituted in the early days of the pandemic.

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This year,   both international and domestic tourists are expected to splash out during their travels.

The report, which involved a partnership with Oxford Economics, projected a record $5.4 trillion in spending would come from domestic travelers. That would set a record, according to the WTTC.

Meanwhile, international tourists will reportedly contribute $1.89 trillion.

The report projected a record $5.4 trillion in spending from domestic travelers. (Jeffrey Greenberg/Universal Images Group via Getty Images / Getty Images)

And the WTTC had an even rosier outlook for a decade from now, when it predicted global tourism and travel will be responsible for nearly $16 trillion and 449 million jobs.

ECLIPSE TOURISM EXPECTED TO BRING BIG BUCKS TO AREAS IN PATH OF TOTALITY

The travel and tourism industry’s performance in 2023 provided momentum for this year, the group said.

In 2023, it produced $9.9 trillion around the world .

"This isn’t just about breaking records, we’re no longer talking about a recovery – this is a story of the sector back at its best after a difficult few years, providing a significant economic boost to countries around the world and supporting millions of jobs," WTTC CEO Julia Simpson said in a Thursday statement. "There’s a risk however, we need the U.S. and Chinese governments to support their national Travel & Tourism sectors."

Passengers walk past a flight status board in Terminal C at Orlando International Airport, Jan. 11, 2023, after the FAA grounded all U.S. flights, reportedly due to an FAA computer system failure. (Joe Burbank/Orlando Sentinel/Tribune News Service via / Getty Images)

The head of the WTTC warned the U.S . and China could "continue to suffer whilst other countries are seeing international visitors return much faster" if they don’t.

CRUISE LINES SAILING INTO 2024 SEEING STRONG DEMAND, AAA SAYS

The group pegged 2023’s U.S. international visitor spending at "more than a quarter below the peak of 2019" and China’s "almost 60% down."

In August, the WTTC issued a prediction that the U.S. travel and tourism industry would provide $2.2 trillion in 2023. It was responsible for $2 trillion the year prior to that.

• Tourism boosts Fiji's economic growth, says ADB

SUVA, April 12 (Xinhua) -- Continued recovery in tourism has boosted Fiji's economic growth in 2023, with visitor arrivals exceeding pre-pandemic levels, according to the Asian Development Bank (ADB) in its April outlook.

The bank said pent-up demand led to record visitor arrivals despite high global inflation and tight monetary policies in key tourism markets, reported Fiji Broadcasting Corporation on Friday.

It added that services buoyed by the tourism industry continued as the main driver of economic activity, which had positive spillover effects on wholesale and retail trade, transportation, construction and finance.

Tax reforms and increased demand supported robust government revenue despite tight labor market conditions from worker migration, according to the ADB.

However, it said Fiji's economic outlook is sluggish due to a projected slowdown in travel demand and significant capacity limits in tourism.

Major government-led reforms are likely to generate new private sector investment but their full impact may not be felt for several years, the ADB added. Enditem

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• A new global BCG study reveals that during the past two decades, only 26% of corporate transformations successfully created value in both the short and long terms.
• We highlight five truths about corporate transformation—and refute one lie that executives like to tell themselves.

BCG Henderson Institute Newsletter: Insights that are shaping business thinking.

Business Transformation

/ article, five truths (and one lie) about corporate transformation.

By  Martin Reeves ,  Christian Gruß ,  Kristy Ellmer ,  Adam Job ,  Gabe Bouslov , and  Paul Catchlove

Key Takeaways

In an era of technological advancements, geopolitical tensions, and economic turmoil, standing still is akin to moving backward. As the durability of competitive advantage has dwindled , the average tenure of companies on the S&P 500 index has more than halved since the late 1970s. 1 1 S. Patrick Viguerie, Ned Calder, and Brian Hindo, 2021 Corporate Longevity Forecast , May 2021, Innosight website. Notes: 1 S. Patrick Viguerie, Ned Calder, and Brian Hindo, 2021 Corporate Longevity Forecast , May 2021, Innosight website.

But changing with the times is difficult: A new global BCG study reveals that during the past two decades, only 26% of corporate transformations successfully created value in both the short and long terms. (See “ About Our Research .”)

So how can change leaders beat the odds? We use our empirical insights to highlight five truths about corporate transformation —and refute one lie that executives like to tell themselves.

Truth #1: You Can (and Should) Fix Things Before They Break

In transformations, timing matters: Pre-emptive transformations are initiated while total shareholder return (TSR) is in line with or ahead of industry averages. These transformations create significantly more value in the medium and long run (+2.7 percentage point TSR over a three-year horizon) than reactive transformations (initiated after TSR has already dipped below the peer group).

Transforming preemptively—before a performance gap has opened up—means transforming from a position of strength, subject to less pressure and scrutiny: leaders are empowered to focus on identifying options for future advantage , rather than on purely defensive moves, such as divestments.

Consider, for example, Microsoft’s remarkable trajectory over the past decade: After stagnating performance from 2009 to 2012, the company managed to achieve some momentum between 2012 and 2014 (achieving 36% annualized TSR). Not content with this recovery, Microsoft’s then-incoming CEO Satya Nadella made changes to lay the groundwork for future success: He oriented the company toward the new dominance of cloud , even though this trend had not yet damaged the bottom line. This move set Microsoft up to nearly triple its stock price in the first four years of Nadella’s tenure. Nevertheless, he announced yet another restructuring in 2018, setting up an AI division, which was soon bolstered by Microsoft’s early $1 billion investment in OpenAI. 2 2 Don Reisinger, “Microsoft Is About to Undergo a Major Reorganization: Here’s How It Breaks Down,” Fortune website, March 29, 2018. Notes: 2 Don Reisinger, “Microsoft Is About to Undergo a Major Reorganization: Here’s How It Breaks Down,” Fortune website, March 29, 2018. Today, Microsoft is the most valuable company in the world—illustrating how preemptive transformation with heavy investment allows sustaining performance in an evolving competitive environment and amid significant technology changes.

Truth #2: Leadership Will Make or Break Your Transformation

Microsoft’s story also highlights the importance of leadership. The firm’s successful transformations were not only driven by Nadella’s anticipation of future trends, but also his willingness to question and change the mental models and organizational structures that underlay the company’s historic success. For example, since the 2018 restructuring, Microsoft no longer has a division dedicated to its Windows operating system. Contrast this with Blockbuster’s leadership rejecting the opportunity to acquire a fledging Netflix, Swissair continuing to invest in its failing airline, or Kodak not embracing the digital photography technology it pioneered—and the importance of leadership commitment to change becomes crystal clear.

When leaders present an obstacle to change, their removal can improve transformation outcomes.

• Our data shows that a leadership change during a transformation is associated with a 4.1 percentage points higher TSR performance over the five-year time horizon (compared to the previous downturn period).
• The positive TSR impact is even higher (an additional 3.7 percentage points over the five-year period) if the new leadership comes from outside of the company.

However, a change in leadership is not a guaranteed success driver; it is also associated with a high variance in TSR outcomes. As such, this effect is less driven by the leader per se than by their willingness and commitment to making a change—particularly at a time when leadership engagement in transformations is on the decline . Consistent with this, we find that preemptive transformations—in which leaders act to fix things before they break, demonstrating their initiative and commitment—are associated with higher leadership stability than reactive ones (4.7 percentage point lower frequency of CEO change during the transformation period). Moreover, we know from other research that stability in leadership teams can also drive a company’s long-term growth potential.

Truth #3: You Cannot Cut Your Way to Greatness

Our analysis shows that, in the short term, investor expectations are the most significant driver of value creation in a transformation contributing more than two thirds of TSR outperformance over industry peers in the first year after a transformation is initiated. (See Exhibit 1). Efficiency improvements drive 13% of the outperformance, while the remaining factors (revenue growth and margin improvements) play even smaller roles.

As such, it is crucial for companies to craft a compelling transformation plan and narrative at the outset of their journey, and to define a clear communication agenda toward their shareholders. Moreover, firms must signal discipline and momentum by executing on quick wins for cost reductions.

In the long term (five years), value creation drivers are flipped, such that the lion’s share of TSR outperformance is driven by successful cost reductions (32%) and revenue growth (43%), while investor expectations play a smaller role (25%). This indicates that, in the long-term, execution is key, as investors will keep executives to their promises. Moreover, it shows that you cannot cut your way to greatness: differential growth is critical to sustained value creation .

Truth #4: Transformations Require a Long-Term Orientation

Achieving sustainable growth and a future-proof operating model requires entering transformations with a long-term orientation, rather than merely focusing on addressing performance woes or catching up to peers in terms of technology stack or organizational best practices.

Our data shows that having a long-term strategic orientation exhibits a strong positive impact on transformation performance, being associated with a 12.5 percentage points higher TSR impact over a five-year horizon. 3 3 Measured leveraging a proprietary algorithm that quantifies the strategic orientation of companies based on semantic patterns in 10-K filings. Notes: 3 Measured leveraging a proprietary algorithm that quantifies the strategic orientation of companies based on semantic patterns in 10-K filings. A long-term orientation can be achieved by creating an entrepreneurial culture, in which new ideas are constantly developed and leaders are willing to take chances on unproven models. To support a forward-orientation, companies need to complement traditional, backward-looking performance metrics with future-oriented ones. For example, 3M pioneered the New Product Vitality Index (NPVI), a metric that tracks the share of sales from products that didn’t exist five years ago.

Beyond mindset, culture, and metrics, a long-term orientation also means investing in the exploration of new ideas that could be the basis of future advantage: above industry-average R&D spending is associated with a 2.9 percentage point improvement in TSR performance over the course of a transformation.

Above industry-average capital expenditures are also linked to better transformation outcomes—to the tune of 3.7 percentage point TSR over a five-year horizon. This indicates that leaders must find the right balance between identifying new sources of growth and improving their existing model, for example, by upgrading production machinery. It also underlines that operational effectiveness needs to be tied not only to cuts, but also to selective investments.

Truth #5: You Cannot Make Things Up as You Go

Transformations are complex and require simultaneously delivering on several objectives—usually under immense pressure from the outside and inside. As a result, companies cannot make transformation up as they go.

Putting a formal transformation program in place—which we identify based on a combined analysis of corporate announcements and restructuring spend—has a positive impact (5.9 percentage points) on long-run TSR during transformation periods. Moreover, the scale of the program and the willingness to invest in change matter, with our results further showing a strong, positive correlation between above industry-average restructuring spend and TSR outcomes (+5.7 percentage points over five years).

Formalizing the transformation entails defining a clear governance and process—or setting up a dedicated transformation office—for coordinating and tracking progress on change initiatives, as well as regularly communicating it to the executive leadership team so that roadblocks can be addressed promptly. Moreover, it may mean putting in place a chief transformation officer to helm an ambitious change effort, which our prior research shows can improve transformation odds significantly. However, simply having a CTO on staff is not a panacea. The role must be designed appropriately and filled by someone who is persistent, vigilant, and flexible —and who is trained for the job.

A Lie: You Are Special—and These Insights Don’t Apply to You

The empirical patterns of transformation are quite stable: At any point in the past 20 years, roughly 30% of companies significantly underperformed their sector for a period of multiple years, making transformation a necessity for performance reasons. 4 4 Underperformance is identified as an annualized deterioration in TSR, relative to the company’s industry average, of 10 p.p. or more over a two-year period. Notes: 4 Underperformance is identified as an annualized deterioration in TSR, relative to the company’s industry average, of 10 p.p. or more over a two-year period. (See Exhibit 2.) However, successful transformations are the exception, rather than the norm, even when measured on very modest criteria. More than 70% of companies fail to outperform their industry peer group average in both the short (one year) and long term (five years), after a previous performance downturn period. These number are quite similar to the findings in our 2018 report—showing that while the world has changed significantly in the last few years, the challenges of keeping up with that change have remained remarkably persistent.

Just as crucially, these patterns are remarkably universal, with our data showing that no region, sector, or size group is an outlier on transformation need and success rates. The success factors of transformations discussed throughout this article also have directionally similar effects across all subgroups of our sample.

Put briefly: When it comes to transformations, no one is special. Change leaders have no reason to be overconfident, given that only half of the companies we studied employed more than two of the key success factors we identified. Sustainable value creation through transformation remains so rare. 5 5 This includes: above-industry average R&D spending, CapEx investments, or restructuring costs (each scaled by sales); a long-term strategic orientation; setting up a formalized change program; bringing in a new CEO, or even a new external CEO. Notes: 5 This includes: above-industry average R&D spending, CapEx investments, or restructuring costs (each scaled by sales); a long-term strategic orientation; setting up a formalized change program; bringing in a new CEO, or even a new external CEO.

About Our Research

This study is an extension of BCG’s earlier work, “ The Truth About Corporate Transformation ,” published in MIT Sloan Management Review . Here, we broadened the research to a global scope, updated to cover the recent period of enormous turbulence, and deepened the analysis of factors and segments. Our empirical study covers the period 2001 to 2022, with the sample including nearly 2,000 public companies from around the globe that generated at least $10 billion in revenue in 2022 or had a market capitalization of $10 billion at the end of that year. To identify transformations, we assess firms’ total shareholder returns (TSR) relative to their industry peers, as transformations are regularly initiated in reaction to performance downturns. We combine this with a predictive model, which leverages information from corporate announcements and data on restructuring spend to identify whether a formal transformation program has been set up. Depending on data availability across variables in a given analysis, our study covers between 1,000 and 2,000 transformations.

In an increasingly turbulent world, changing with the times is crucial—but the odds of success are slim. To beat them, change leaders must heed these truths about corporate transformations.

The BCG Henderson Institute is Boston Consulting Group’s strategy think tank, dedicated to exploring and developing valuable new insights from business, technology, and science by embracing the powerful technology of ideas. The Institute engages leaders in provocative discussion and experimentation to expand the boundaries of business theory and practice and to translate innovative ideas from within and beyond business. For more ideas and inspiration from the Institute, please visit our website and follow us on LinkedIn and X (formerly Twitter) .

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Senior Director – BCG Transform

ABOUT BOSTON CONSULTING GROUP

Boston Consulting Group partners with leaders in business and society to tackle their most important challenges and capture their greatest opportunities. BCG was the pioneer in business strategy when it was founded in 1963. Today, we work closely with clients to embrace a transformational approach aimed at benefiting all stakeholders—empowering organizations to grow, build sustainable competitive advantage, and drive positive societal impact.

Our diverse, global teams bring deep industry and functional expertise and a range of perspectives that question the status quo and spark change. BCG delivers solutions through leading-edge management consulting, technology and design, and corporate and digital ventures. We work in a uniquely collaborative model across the firm and throughout all levels of the client organization, fueled by the goal of helping our clients thrive and enabling them to make the world a better place.

© Boston Consulting Group 2024. All rights reserved.

For information or permission to reprint, please contact BCG at [email protected] . To find the latest BCG content and register to receive e-alerts on this topic or others, please visit bcg.com . Follow Boston Consulting Group on Facebook and X (formerly Twitter) .

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How abu dhabi is bringing the world’s first esports island into its future.

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Aerial view of Abu Dhabi, United Arab Emirates, high-rise buildings and some of the emirate's ... [+] 200-plus islands.

In Abu Dhabi, two modern high-rises bookend a cluster of multi-story, low-lying buildings. At the moment, the structures appear in renderings for what would be the world’s first esports island. But while investments in esports have been cooling off in many places around the globe, plans for the industry-defining megaproject are heating up in the capital city of the United Arab Emirates.

News of the esports island emerged as True Gamers, an operator of a global network of gaming lounges and clubs, announced intentions for a $280 million investment in what is projected to be a $1 billion development. The island would include a digital technology and innovation workspace in one tower, a resort hotel in another tower, a complex of training and meeting spaces, and an arena designed for hosting multi-format events and exhibitions. Even in concept, the project advances Abu Dhabi among regional destinations that are rapidly growing as global centers for sports and sports-led development.

The location being eyed for the esports island is in the centrally-located Al Raha district of residential, retail, commercial, and recreational properties nearby the city’s Zayed International Airport. It sits across a waterway from the sports- and leisure-focused Yas Island .

Yas is renowned for hosting prestigious sports events like the Formula 1 season finale, UFC mixed martial arts cards, NBA exhibition games, and DP World Tour golf tournaments. It welcomes hundreds of thousands of visitors to its Ferrari World, Waterworld, Warner Bros. World, and SeaWorld theme parks. Luxury hotels, shopping malls, golf courses, restaurants, and nightlife venues lend to an entertaining year-round atmosphere. For most of the time since opening in 2009, Yas has also presented a range of health and fitness sessions for the public, including making the entire F1 track available twice weekly for walking, running, or bicycling by people of all ages, abilities, and interests.

While Yas may stand out as a prominent destination for sports-related amenities among Abu Dhabi's array of 200 islands, it is not alone. Another is Huydayriat Island , a 3000-hectare (approximately 7500-acre) fitness- and nature-focused island that includes a surf park, cycling tracks, a velodrome, football pitches, basketball and tennis courts, running and walking trails, skate parks, an obstacle course, watersports, and sixteen kilometers (about ten miles) of beaches. Saadiyat Island has cultural, heritage, educational, residential, recreational, hospitality, and tourism offerings, including kayaking routes that wind around and into the Louvre Abu Dhabi museum.

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Department of Culture and Tourism Abu Dhabi chairman Mohamed Khalifa Al Mubarak recently shared that the emirate’s tourism strategy considers more than $10 billion in state-sponsored and public-private partnership infrastructure investments between now and the end of the decade . The results of those projects figure to add $24.5 billion to the nation's annual gross domestic product. An island that caters to esports and gaming would fit in among those plans and the range of nature preserves, cultural sites, leisure spots, tourist attractions, and commercial centers across the emirate’s existing islands.

But an esports investment wouldn’t come into being for purposes of economic opportunism or public relations gains. It would be because it aligns with the objectives and goals of Abu Dhabi Vision 2030 , the roadmap set forth by the government in 2006 to ensure a sustainable economy.

During the past two decades, governments of cities and nations across the Gulf region have been making massive investments into transforming their economies from a reliance on oil-based operations to an interest in knowledge-based organizations. The strategy aims to enable self-sustaining industries in anticipation of the day in the middle of this century when the bulk of oil reserves are figured to run dry.

The model that the UAE is following to achieve that is “unique and novel,” says Robert Salomon, dean of the NYU Stern School of Business at NYU Abu Dhabi and a professor of management at NYU Stern. “The traditional model in the developing world has been export-led growth. For Abu Dhabi, it’s ‘let's just jump from an oil-based, developing economy and go straight toward services and a knowledge-based economy.’”

The trillions of dollars of investment being committed to these changes are not being driven primarily by economic development, though. They are being powered more so by social impact.

The Abu Dhabi economy is fashioned around a society designed for living, working, and connecting. In terms of approach, it bucks the classical model that puts economics over society. In terms of culture and worldview, it places a premium on improving social pursuits as a means to stirring economic opportunities. Sports and sports-led development are part of that ambition.

“One of the features that defines a developed country is leisure time. And one of the things that people do when they have leisure time is they dedicate more time to sport,” Salomon says. “Sport is one of the markers of a society that has developed.”

From Salomon’s perspective, Abu Dhabi’s local and global investments in sports, the arts, entertainment, film, and creative services are indicators that the emirate has arrived at an inflection point in its evolution. That opens its leadership and people into a new round of thinking-through the questions about what developed countries do and what developed countries can do. “A project like the esports island is consistent with that happening,” he says.

As the esports island emerges on the horizon, Abu Dhabi has a well-established track record of hosting esports events. For example, it recently welcomed back the Blast Premier World Final, an international tournament with a $1 million prize pool, for the second time. Events like that highlight the region’s growing presence in the esports industry.

Esports-related revenue in the region had an annual increase of nearly eight percent to almost $2 billion last year and is on pace to continue rising through the end of the decade, according to a report by Niko Partners . Saudi Arabia generated more than half of the revenue, followed by the UAE with almost one-third of it. This surge in esports, alongside Abu Dhabi's increasing focus on gaming and digital entertainment, is evident decisions such as the integration of Abu Dhabi Gaming—a government-led initiative that aggregates the local gaming ecosystem around talent development, game development, digital education, and esports—into the portfolio of the Department of Culture and Tourism Abu Dhabi late last year.

From ancient times through the middle of the past century, the Abu Dhabi economy was fueled by fishing and pearl diving. Then came oil and trade. Now and in the foreseeable future, it is knowledge and culture. With plans for projects like the world’s first esports island on the rise, Abu Dhabi is primed to further its status as a global sports hub.

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The largest country in the world at 17,075,400 square kilometres (or 6,592,800 sq mi), Russia has accumulated quite an impressive reputation. Covering more than an eight of the Earth's land area, 142 million people live there making it the ninth largest nation by population . Still known for its impressive days as the expansive Union of Soviet Socialist Republics (USSR), Russia was the world's first and largest constitutionally socialist state. A recognized superpower, the USSR was known for its excellence in both arts and science winning many awards in both fields.

Russia changed drastically after the dissolution of the Soviet Union in 1991, but it continues to be a powerful and important nation. It has one of the world's fastest growing economies and the world's eight largest GDP by nominal GDP. Russia is also one of the five countries which officially recognized nuclear weapons states. In conjunction with this title, Russia is also a permanent member of the United Nations Security Council, the G8, APEC and the SCO, and is a leading member of the Commonwealth of Independent States.

A European city in a country that lies over a vast part of Asia, Moscow holds one-tenth of all Russian residents . The city is located in the western region of Russia and is the capital and epicentre of political, economic, cultural, religious, financial, educational, and transportation happenings. "Muscovites" , as residents are known, tend to be cultured and worldly. This may be due to the many scientific, educational, and artistic institutions that are based here. An intoxicating mix of the exotic and the familiar, it is the largest city in Europe with the Moscow metropolitan area ranking among the largest urban areas in the world.

The city is situated on the banks of the Moskva River which flows through much of central Russia. Moscow is actually located in a basin for the Volga, Oka, Klyazma, and Moscow rivers. The city of Moscow is 994 sq. km with 49 bridges spanning the rivers and canals that criss-cross the city.

Forests are another part of Moscow's make-up. They coveer over a third of the territory in the region. A variety of animals like elk, wild boar, deer, foxes, weasels, lynx, martens, and birds make their home here.

Located in the UTC+3 time zone , Moscow has a humid continental climate. The summers tend to be warm and humid and the winters are long, cold, and hard. High temperatures occur during the warm months of June, July and August at about 23 °C (73 °F). Heat waves sometimes grip the city anywhere between May to September with temperatures spiking up to 30 °C (86 °F). Winters are harshly chilly with temperatures dropping to approximately 9 °C (15.8 °F). There is consistent snow cover for 3 to 5 months a year, usually from November to March.

Update 10/07/2009

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40 facts about elektrostal.

Written by Lanette Mayes

Modified & Updated: 02 Mar 2024

Reviewed by Jessica Corbett

Elektrostal is a vibrant city located in the Moscow Oblast region of Russia. With a rich history, stunning architecture, and a thriving community, Elektrostal is a city that has much to offer. Whether you are a history buff, nature enthusiast, or simply curious about different cultures, Elektrostal is sure to captivate you.

This article will provide you with 40 fascinating facts about Elektrostal, giving you a better understanding of why this city is worth exploring. From its origins as an industrial hub to its modern-day charm, we will delve into the various aspects that make Elektrostal a unique and must-visit destination.

So, join us as we uncover the hidden treasures of Elektrostal and discover what makes this city a true gem in the heart of Russia.

Key Takeaways:

• Elektrostal, known as the “Motor City of Russia,” is a vibrant and growing city with a rich industrial history, offering diverse cultural experiences and a strong commitment to environmental sustainability.
• With its convenient location near Moscow, Elektrostal provides a picturesque landscape, vibrant nightlife, and a range of recreational activities, making it an ideal destination for residents and visitors alike.

Known as the “Motor City of Russia.”

Elektrostal, a city located in the Moscow Oblast region of Russia, earned the nickname “Motor City” due to its significant involvement in the automotive industry.

Home to the Elektrostal Metallurgical Plant.

Elektrostal is renowned for its metallurgical plant, which has been producing high-quality steel and alloys since its establishment in 1916.

Boasts a rich industrial heritage.

Elektrostal has a long history of industrial development, contributing to the growth and progress of the region.

Founded in 1916.

The city of Elektrostal was founded in 1916 as a result of the construction of the Elektrostal Metallurgical Plant.

Located approximately 50 kilometers east of Moscow.

Elektrostal is situated in close proximity to the Russian capital, making it easily accessible for both residents and visitors.

Known for its vibrant cultural scene.

Elektrostal is home to several cultural institutions, including museums, theaters, and art galleries that showcase the city’s rich artistic heritage.

A popular destination for nature lovers.

Surrounded by picturesque landscapes and forests, Elektrostal offers ample opportunities for outdoor activities such as hiking, camping, and birdwatching.

Hosts the annual Elektrostal City Day celebrations.

Every year, Elektrostal organizes festive events and activities to celebrate its founding, bringing together residents and visitors in a spirit of unity and joy.

Has a population of approximately 160,000 people.

Elektrostal is home to a diverse and vibrant community of around 160,000 residents, contributing to its dynamic atmosphere.

Boasts excellent education facilities.

The city is known for its well-established educational institutions, providing quality education to students of all ages.

A center for scientific research and innovation.

Elektrostal serves as an important hub for scientific research, particularly in the fields of metallurgy, materials science, and engineering.

Surrounded by picturesque lakes.

The city is blessed with numerous beautiful lakes, offering scenic views and recreational opportunities for locals and visitors alike.

Well-connected transportation system.

Elektrostal benefits from an efficient transportation network, including highways, railways, and public transportation options, ensuring convenient travel within and beyond the city.

Famous for its traditional Russian cuisine.

Food enthusiasts can indulge in authentic Russian dishes at numerous restaurants and cafes scattered throughout Elektrostal.

Home to notable architectural landmarks.

Elektrostal boasts impressive architecture, including the Church of the Transfiguration of the Lord and the Elektrostal Palace of Culture.

Offers a wide range of recreational facilities.

Residents and visitors can enjoy various recreational activities, such as sports complexes, swimming pools, and fitness centers, enhancing the overall quality of life.

Provides a high standard of healthcare.

Elektrostal is equipped with modern medical facilities, ensuring residents have access to quality healthcare services.

Home to the Elektrostal History Museum.

The Elektrostal History Museum showcases the city’s fascinating past through exhibitions and displays.

A hub for sports enthusiasts.

Elektrostal is passionate about sports, with numerous stadiums, arenas, and sports clubs offering opportunities for athletes and spectators.

Celebrates diverse cultural festivals.

Throughout the year, Elektrostal hosts a variety of cultural festivals, celebrating different ethnicities, traditions, and art forms.

Electric power played a significant role in its early development.

Elektrostal owes its name and initial growth to the establishment of electric power stations and the utilization of electricity in the industrial sector.

Boasts a thriving economy.

The city’s strong industrial base, coupled with its strategic location near Moscow, has contributed to Elektrostal’s prosperous economic status.

Houses the Elektrostal Drama Theater.

The Elektrostal Drama Theater is a cultural centerpiece, attracting theater enthusiasts from far and wide.

Popular destination for winter sports.

Elektrostal’s proximity to ski resorts and winter sport facilities makes it a favorite destination for skiing, snowboarding, and other winter activities.

Promotes environmental sustainability.

Elektrostal prioritizes environmental protection and sustainability, implementing initiatives to reduce pollution and preserve natural resources.

Home to renowned educational institutions.

Elektrostal is known for its prestigious schools and universities, offering a wide range of academic programs to students.

Committed to cultural preservation.

The city values its cultural heritage and takes active steps to preserve and promote traditional customs, crafts, and arts.

Hosts an annual International Film Festival.

The Elektrostal International Film Festival attracts filmmakers and cinema enthusiasts from around the world, showcasing a diverse range of films.

Encourages entrepreneurship and innovation.

Elektrostal supports aspiring entrepreneurs and fosters a culture of innovation, providing opportunities for startups and business development.

Offers a range of housing options.

Elektrostal provides diverse housing options, including apartments, houses, and residential complexes, catering to different lifestyles and budgets.

Home to notable sports teams.

Elektrostal is proud of its sports legacy, with several successful sports teams competing at regional and national levels.

Boasts a vibrant nightlife scene.

Residents and visitors can enjoy a lively nightlife in Elektrostal, with numerous bars, clubs, and entertainment venues.

Promotes cultural exchange and international relations.

Elektrostal actively engages in international partnerships, cultural exchanges, and diplomatic collaborations to foster global connections.

Surrounded by beautiful nature reserves.

Nearby nature reserves, such as the Barybino Forest and Luchinskoye Lake, offer opportunities for nature enthusiasts to explore and appreciate the region’s biodiversity.

Commemorates historical events.

The city pays tribute to significant historical events through memorials, monuments, and exhibitions, ensuring the preservation of collective memory.

Promotes sports and youth development.

Elektrostal invests in sports infrastructure and programs to encourage youth participation, health, and physical fitness.

Hosts annual cultural and artistic festivals.

Throughout the year, Elektrostal celebrates its cultural diversity through festivals dedicated to music, dance, art, and theater.

Provides a picturesque landscape for photography enthusiasts.

The city’s scenic beauty, architectural landmarks, and natural surroundings make it a paradise for photographers.

Connects to Moscow via a direct train line.

The convenient train connection between Elektrostal and Moscow makes commuting between the two cities effortless.

A city with a bright future.

Elektrostal continues to grow and develop, aiming to become a model city in terms of infrastructure, sustainability, and quality of life for its residents.

In conclusion, Elektrostal is a fascinating city with a rich history and a vibrant present. From its origins as a center of steel production to its modern-day status as a hub for education and industry, Elektrostal has plenty to offer both residents and visitors. With its beautiful parks, cultural attractions, and proximity to Moscow, there is no shortage of things to see and do in this dynamic city. Whether you’re interested in exploring its historical landmarks, enjoying outdoor activities, or immersing yourself in the local culture, Elektrostal has something for everyone. So, next time you find yourself in the Moscow region, don’t miss the opportunity to discover the hidden gems of Elektrostal.

Q: What is the population of Elektrostal?

A: As of the latest data, the population of Elektrostal is approximately XXXX.

Q: How far is Elektrostal from Moscow?

A: Elektrostal is located approximately XX kilometers away from Moscow.

Q: Are there any famous landmarks in Elektrostal?

A: Yes, Elektrostal is home to several notable landmarks, including XXXX and XXXX.

Q: What industries are prominent in Elektrostal?

A: Elektrostal is known for its steel production industry and is also a center for engineering and manufacturing.

Q: Are there any universities or educational institutions in Elektrostal?

A: Yes, Elektrostal is home to XXXX University and several other educational institutions.

Q: What are some popular outdoor activities in Elektrostal?

A: Elektrostal offers several outdoor activities, such as hiking, cycling, and picnicking in its beautiful parks.

Q: Is Elektrostal well-connected in terms of transportation?

A: Yes, Elektrostal has good transportation links, including trains and buses, making it easily accessible from nearby cities.

Q: Are there any annual events or festivals in Elektrostal?

A: Yes, Elektrostal hosts various events and festivals throughout the year, including XXXX and XXXX.

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UN Tourism | Bringing the world closer

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Statistics of tourism

The United Nations recognizes the World Tourism Organization as the appropriate organization to collect, to analyse, to publish, to standardize and to improve the statistics of tourism, and to promote the integration of these statistics within the sphere of the United Nations system.

“Official statistics provide an indispensable element in the information system of a democratic society, serving the government, the economy and the public with data about the economic, demographic, social and environmental situation.”

Fundamental Principles of Official Statistics

The UNWTO Statistics Department is committed to developing tourism measurement for furthering knowledge of the sector, monitoring progress, evaluating impact, promoting results-focused management, and highlighting strategic issues for policy objectives. 

The department works towards advancing the methodological frameworks for measuring tourism and expanding its analytical potential, designs practical guidance for their implementation in countries, supports statistical strengthening in countries through capacity building, and compiles and disseminates tourism statistics of countries all over the world.

The United Nations recognizes the World Tourism Organization as the appropriate organization to collect, to analyses, to publish, to standardize and to improve the statistics of tourism , and to promote the integration of these statistics within the sphere of the United Nations system.

Tourism Statistics Database

UNWTO systematically gathers tourism statistics from countries and territories around the world into a vast database that constitutes the most comprehensive statistical information available on the tourism sector. 

COVID-19 AND TOURISM STATISTICS

With new situations emerging from the unprecedented COVID-19 pandemic, some clarifications need to be made to the UN statistical standards on tourism to maintain as far as possible data consistency and international comparability