How is TRSDC leading the sustainable, resilient recovery for tourism after COVID-19

"Behold the Turtle. He makes progress only when he sticks his neck out." James Bryant Conan

We began the year with COVID-19 in its full fury and we’re ending it in angst with an incredibly contagious variant. Yet, as we enter 2022, I believe that we can move forward again: More inclusively, more sustainably, more mindfully, and with more well-founded hope than we have felt in the last two years.

I’ve always believed that tourism can be a powerful catalyst for change. But I also know that the dysfunctionality in our society manifests in tourism and that it has become commoditized, broken and laden with extraction, exploitation and exclusion. It’s never been more important to challenge the status quo, question the well-intentioned tokenism and transition from sustainability to regeneration so we can not only restore damage already done but also evolve to leave things better.

The Red Sea Development Company has always had sustainability at its core. But rather wisely it has used the lockdown to reimagine the project and celebrate its transformative power. The recently announced nine management contracts with international hospitality chains was definitely newsworthy. But even more noteworthy for me are the many personal stories of transformations, the exchange of ideas I have had with people from the local communities who have entered the tourism value chain as active participants, and the beneficiaries of this transformation.

I feel optimistic because we have seen some incredible examples of adaptability, creativity and innovation at TRSDC. We have seen leadership and teams who have been able to deliver outcomes faster and with more impact and care than ever before.

Aradhana Khowala

On my last trip to the Red Sea Project site, I met a delightful Rawan, a young Saudi girl from Umluj working with TRSDC. Two years ago, she was home bound, never considered entering the workforce or stepping out of her home, let alone pursuing a career in tourism. Today, she is one of the 2,000 young Saudis local to Al-Wajh and Umluj who have joined the tourism sector inspired by the vision of TRSDC. I am so excited by what the future holds for her and the next generation of Saudis.

As the adage goes, “in the end promises are just words,” but TRSDC has done more than just talk. In the last year, the company has focused on delivering on its promises: Reporting progress, chasing concrete opportunities, forging partnerships, raising capital and not just kicking up dust on site but actively demonstrating how to lead the way.

This has allowed the project to build credibility and deliver results. There is a long-term vision for TRSDC to represent the vision and audacity of the Kingdom in becoming a global leader in the industry. But what I am most proud of is how the project is making great strides in doing all of its work through the lens of social justice, equity and mindfulness.

For customers, luxury tourism conjures up images of extravagant hotels, gastronomy and relaxation. But for the employees, the real deal is below the surface of the glossy interactions. For them, the reality typically is a dodgy service entrance, housing far away from the resorts, stuffy cafeterias, crowded transportation, horrible changing rooms, and unfinished and unpainted walls in back of the house areas. It is the paradox and tragedy of luxury tourism.

People are often called the sector’s biggest asset and are the beating heart of this industry. Yet they are the ones whose health, happiness and wellbeing finds itself ignored at the end of the value chain. No matter how luxurious the product, you have to make sure your employees are on board with the mission of your brand as the happiness of guests is directly proportional to the happiness of your employees.

TRSDC recognized this early on and they put a lot of care into creating a fun work environment so staff can enjoy working together, become a family unit and establish a sense of community. The staff housing units at TRSDC are done to a level which is not only unusual to the sector but also where you would feel comfortable checking-in your guests. The accommodation is set on the beach front and boasts a host of amenities such as play areas, restaurants, attractions and leisure parks, a beach club and other open-air public spaces.

This care for all stakeholders is not just reflected in TRSDC’s handling of its own staff but also the contracted construction workers. Imagine then a bespoke accommodation campus for construction workers which far exceeds the requirements. The camp is complete with sports and leisure areas alongside entertainment facilities and provides a wide variety of dining options. I think the efforts made to offer programs or a full-fledged medical clinic with an operation theater as opposed to the standard “nurse on duty” not only ensures the project experiences the best possible commitment during construction, but also reflects positively on its reputation.

My favorite anecdote is of construction workers deciding to squat outside the TRSDC’s head office refusing to leave the site when their contract was over, reluctant to move onto the more typical sites elsewhere.

This is a great example of leading the way to show how a destination needs to cater to the needs, perspectives and experiences of the people who will live and work there first and design around those human values. I hope what TRSDC is doing empowers other destinations to rethink this artificial divide between planning and development for staff and planning for visitors.

A lot of companies claim to be focused on purpose, but I think the key in leadership is to focus on customers, focus on employee engagement and turnover, on your partnerships, your impact on and reputation in the community, and on financial performance. In a world where there are too many alpha leaders, the CEO of TRSDC brings a calm, rational style of leadership with a clear intention to foster an environment in which others can be successful.

I feel optimistic because we have seen some incredible examples of adaptability, creativity and innovation at TRSDC. We have seen leadership and teams who have been able to deliver outcomes faster and with more impact and care than ever before.

The last year has been challenging, but this is the way the world changes: Starting with a marquee project; not with conventional solutions, but with ground breaking and inspiring approaches; not with empty promises but with bold breakthroughs and big commitments.

In a shrunken world, failures become viral much faster than successes. To the sceptics, I say see it for yourself to better understand it. Afterall, there is a bit of a reporter in every visitor. When we travel we listen, bear witness, remember and tell others what we’ve learned so you too can be, in your own way, an agent of change.

• Aradhana Khowala is a global authority on the luxury travel and tourism industries having worked across 75 countries. She is currently the Chair of the Global Advisory Board of the Red Sea Development Company.