With its pristine beaches, Swahili culture, and rising appeal as a luxury destination, Zanzibar is positioning itself as a leading player in sustainable tourism.

In this exclusive interview with Gulf Business, Mudrick Ramadhan Soragha, Minister of Tourism of Zanzibar, outlines the island’s vision for high-value, low-impact tourism, discussing everything from strategic partnerships with Gulf nations and rising GCC visitor numbers to eco-resorts, cultural conservation, and a new digitally enabled airport terminal.

Zanzibar is gaining attention as a premium beach and cultural destination. How is your tourism strategy balancing luxury development with the need to preserve the island’s natural ecosystems and Swahili heritage?

Zanzibar’s tourism strategy is guided by the principle of “sustainability with authenticity”. We recognise that while luxury tourism is vital to our economic growth, it must not come at the expense of our fragile marine ecosystems or our centuries-old Swahili heritage.

To ensure this balance, we have implemented rigorous environmental impact assessments as a prerequisite for all developments. We actively encourage sustainable design, favoring vernacular, low-impact architecture that integrates seamlessly with the natural and cultural landscape.

We are also working closely with UNESCO to safeguard heritage assets and ensure that all tourism development aligns with Zanzibar’s unique cultural identity.

Finally, community engagement remains central, ensuring that development uplifts local livelihoods and reflects the essence of Zanzibari heritage.

Many GCC countries are investing in luxury coastal developments and year-round beach tourism. What lessons or partnerships can Zanzibar explore with Gulf nations to enhance its own beach tourism offerings sustainably?

The visionary transformation of the Gulf into a hub for year-round luxury tourism provides a compelling blueprint for Zanzibar. We are exploring bilateral partnerships with the UAE, Qatar, and Bahrain in areas such as hospitality investment, cultural exchange, and green infrastructure.

The Gulf region’s expertise in integrating climate-adaptive technologies, wellness and heritage experiences, and halal-friendly hospitality aligns well with Zanzibar’s ambitions. Already, we are in advanced discussions with entities like Qatar’s Retaj Group and other private investors in the region.

We want to ensure that future investors prioritise integrating the local community and that developments will directly benefit the local population. Ways to achieve this are to employ island staff for all hotel functions and to source furniture, arts and interior design from local artisans.

Our goal is to foster long-term Gulf-Zanzibar tourism investment corridors built on mutual values of innovation, sustainability, and respect for heritage.

With increasing tourism from the Middle East to East Africa, how is Zanzibar tailoring its tourism products to attract high-value travellers from the GCC while maintaining authentic experiences?

We are curating a suite of tourism experiences that speak directly to the preferences of Gulf travellers, particularly families, discerning couples, and faith-conscious tourists. These include ultra-private beachfront villas, halal culinary offerings, and bespoke cultural journeys that honor Zanzibar’s deep Islamic heritage.

We are also enhancing air connectivity and simplifying visa procedures for GCC nationals. This is why Zanzibar proactively pursued the opportunity to host the AVIADEV conference, as part of a broader strategy to attract more direct flights to the island.

Yet, even as we elevate our service offering to match the expectations of high-net-worth visitors, we remain committed to preserving Zanzibar’s soul, be it through traditional dhow sailing excursions, spice plantation tours, or immersive experiences.

Read: Middle East travel spend set to soar 50% by 2030

Over-tourism and climate change are placing strain on coastal destinations globally. What policies or infrastructure investments is your ministry prioritising to make Zanzibar’s beach tourism climate-resilient and environmentally sustainable?

We are acutely aware that Zanzibar’s future depends on ecological resilience. Central to our blue economy policy is our Marine Spatial Planning initiative, an ambitious coastal zoning project, in collaboration with various environmental partners, aimed at ensuring the sustainable use of marine and coastal resources.

In parallel, we are upgrading waste and water management infrastructure within major tourism zones and investing in the training of local communities on sustainable best practices. We are also establishing marine protected areas and implementing coral reef restoration projects, particularly around Pemba Island—a vital biodiversity hotspot.

Our long-term vision emphasises low-density, high-value tourism. By championing eco-conscious resorts over mass tourism models, we aim to protect both our environment and our cultural identity for generations to come.

How is Zanzibar leveraging digital tools, eco-certifications and smart tourism strategies to remain competitive in a global market?

Zanzibar is undergoing a digital transformation with the roll-out of smart visitor data systems, online licensing, and digital promotion platforms.

Through a UK-funded programme we are also piloting the introduction of eco-certifications for hotels and tour operators and promoting sustainable practices via capacity building for small enterprises.

By aligning with global sustainability benchmarks and embedding digital innovation, we aim to position Zanzibar as a regional leader in responsible tourism.

Give us a breakdown of people visiting Zanzibar from the GCC, highlighting perhaps the UAE as well as Saudi Arabia and other key source markets.

The Middle East, particularly the Gulf region, is emerging as a high-potential source market for Zanzibar. In 2024, arrivals from the UAE reached approximately 11,000, while Saudi Arabia accounted for 9,500 visitors.

Collectively, Qatar, Kuwait, and Bahrain contributed an additional 6,000 tourists. These numbers place the GCC firmly within our top ten non-African source markets.

Our objective is to double this volume by 2027, supported by strategic airline partnerships, destination marketing, and tailored hospitality offerings.

Overall, 71.6 per cent of arrivals into Zanzibar were from Europe, with Italy, Germany, France, and Poland leading. African arrivals also grew strongly, with South Africa and Kenya showing double-digit growth.

The majority of travellers (86 per cent) are Millennials and Gen Z, with an average stay of eight nights. At 98.3 percent, leisure remains the primary purpose of travel to the island.

Tell us about the investment from the government towards tourism.

The government of Zanzibar is making transformative investments to unlock the full potential of the tourism sector, which has witnessed record growth. Last year Zanzibar welcomed 736,755 international visitors, a 15.4 per cent increase over 2023 and well above pre-pandemic levels, with hotel occupancy reaching 79.3 per cent in peak months.

Key investments to support the island’s continued tourism growth include the construction of the new international airport terminal at Abeid Amani Karume International Airport, which has expanded the airport’s capacity to 1.5 million annual passengers and enhanced air connectivity to the destination.

With tourism now contributing over 27 per cent to Zanzibar’s GDP, accounting for 80 per cent of its foreign exchange earnings, and sector revenues exceeding $1bn in 2024, we are also developing state-of-the-art Tourism Training Institutes to equip the local workforce with the skills needed to meet international hospitality standards.

Moreover, substantial public-private investment is being directed toward eco-resorts, wellness centers, and sustainable marinas. Our heritage conservation initiatives are equally robust, and we are restoring architectural treasures in Stone Town and other cultural sites.

To protect travellers and reinforce market confidence, we are introducing tourism insurance schemes and launching digital service platforms.

All of these are anchored in our national vision of building a resilient, inclusive, and globally competitive tourism economy, grounded in sustainability and driven by innovation.

In a major step toward revolutionising digital customer service, Aramex recently expanded its strategic partnership with Sprinklr, the Unified-CXM platform for modern enterprises. The collaboration is designed to deliver AI-powered, seamless customer interactions across more than 65 countries, using advanced tools like Sprinklr’s Case Management, Sprinklr Voice, and Conversational AI.

Since 2022, Aramex has modernised its customer service framework with AI-driven automation and WhatsApp integration, automating 90 per centof cases and saving over a million agent hours annually.

Here, Françoise Russo, chief digital and technology officer at Aramex, and Amjad Al Sabbah, group VP for the Middle East and Africa at Sprinklr, discuss how the partnership is transforming last-mile delivery, enhancing customer satisfaction, and redefining what great service looks like in the AI era.

Amjad Al Sabbah, group VP MEA at Sprinklr

How does Sprinklr’s unified CXM platform uniquely enable global logistics players like Aramex to scale personalised, real-time customer support?

Our Unified-CXM platform brings all communication channels and customer data into a single, integrated architecture. For global logistics players like Aramex, this means no more siloed systems — agents and AI bots alike operate from a unified console that handles everything from WhatsApp messages and social media queries to voice calls.

Since partnering with Sprinklr, Aramex has automated 90 per cent of customer service cases, saving over one million agent hours per year. Routine tracking inquiries are handled by AI-powered chatbots, and customers now receive proactive delivery updates, like via WhatsApp. The result is consistent, scalable, always-on customer support—a clear competitive advantage that piecemeal platforms can’t match.

What are some of the most impactful features of Sprinklr Voice and Conversational AI for enterprise clients?

Sprinklr Voice is a cloud-based contact centre that, combined with our Conversational AI, offers smart, seamless customer engagement. For instance, our AI voice bots can carry out human-like, 24/7 conversations to answer common logistics queries — like “Where is my order?”— without needing an agent.

What sets us apart is Sprinklr AI+, which uses generative AI (powered by OpenAI’s GPT models) to build intelligent chatbots in days. These bots understand intent, ask clarifying questions, and retrieve data instantly. For live calls or chats, AI assists agents in real time—suggesting next steps or drafting responses.

Plus, features like real-time call transcription and sentiment analysis help supervisors intervene when needed, ensuring a higher level of service quality and agent productivity.

How is Sprinklr evolving its product roadmap to meet rising expectations in logistics and e-commerce, especially in the Middle East?

Today’s customers demand real-time updates, proactive communication, and hyper-personalisation, especially in logistics. That’s why we’re investing heavily in AI and automation. Our roadmap includes advanced AI alerts, proactive outreach, and deeper integration with emerging messaging platforms.

We’ve also addressed data residency concerns by launching local data hosting in the UAE and Saudi Arabia, which is critical for enterprise adoption in this region.

Sprinklr is also embedding logistics-specific use cases directly into our platform. Our partnership with Aramex shows how breaking the wall between backend logistics and customer experience leads to stronger outcomes. It’s where the industry is headed, and we’re proud to be leading that charge.

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Francoise Russo, CTO at Aramex

Aramex has automated 90 per cent of customer service cases and saved over a million agent hours. What impact has this had on customer satisfaction and delivery efficiency?

One key example is our Sprinklr WhatsApp BOT, which allows customers to schedule deliveries via a channel that’s secure, familiar, and always available. This self-service option lets customers share precise location data and preferred delivery times—dramatically improving first-time delivery success and overall satisfaction.

Those million agent hours saved come from deflecting high-volume inquiries—like tracking requests—through AI. This frees up human agents to handle more complex issues with greater care.

With AI now central to operations, how does Aramex maintain a human touch in its customer service?

AI is here to complement, not replace, human agents. We use AI to summarise cases, suggest context-specific responses, and surface solution options so that agents are more informed and effective.

But we also recognise not every case is complex. For simpler queries, the AI bot handles the interaction end-to-end. If escalation is needed, the handover is seamless, ensuring the customer feels understood and valued throughout.

As e-commerce grows, what’s next for Aramex in digital engagement and innovation?

We’re expanding AI use to streamline multi-shipment handling within a single conversation, so customers don’t need to repeat themselves. Another area of focus is onboarding new customers through conversational AI, helping them access Aramex services with zero friction.

We’re also looking at enhancing predictive logistics—using AI to anticipate delays or issues and inform the customer proactively.

Our goal is to evolve from being a responsive service provider to a predictive and proactive logistics partner.

Dubai has climbed significantly to rank as the seventh most expensive city globally for high-net-worth individuals (HNWIs) in Julius Baer’s Global Wealth and Lifestyle Report 2025, marking a notable ascent from its 12th position in the previous year.

This rise, the largest within the Europe, Middle East, and Africa (EMEA) region, occurred despite only a marginal 1 per cent increase in average local currency prices, according to the report published by Julius Baer.

Global shifts in wealth and lifestyle

The report, released at a juncture of slowing global consumption and rising geopolitical tensions, indicates a shift in priorities for HNWIs towards longevity, both physical and financial.

Globally, the Julius Baer Lifestyle Index recorded an exceptional 2 per cent decline in prices in US dollar terms, with goods falling by 3.4 per cent and services modestly by 0.2 per cent.

Christian Gattiker, head of Research at Julius Baer, commented, “In light of ongoing uncertainty, trade tensions, and tariffs, our findings represent the final moment ‘before’ the current situation, and next year’s Global Wealth and Lifestyle Report will likely provide a fascinating ‘after’ perspective.”

The city ranking remains highly competitive. Singapore retained its position as the most expensive city for HNWIs globally, followed by London, which moved into second place, and Hong Kong in third.

Regional dynamics: EMEA’s strong showing

Within EMEA, cities now account for more than half of the global top ten, with London leading the region, climbing to second place globally. Monaco and Zurich both moved up one position to fourth and fifth respectively. Dubai’s five-place jump to seventh consolidates its position as a serious challenger among traditional wealth hubs.

Milan and Frankfurt held their positions, while Paris fell slightly in the rankings. Johannesburg remained at the bottom despite some price increases.

Price developments within EMEA have been moderate overall, with local currency prices remaining stable or even falling in cities such as Zurich.

The region’s most notable price increase came in Paris, where rising travel and hospitality costs led to a 5 per cent year-on-year rise. Private education costs in London also surged, driven by recent legislative changes.

Dubai’s ascent: A magnet for HNWIs

The cost of living for wealthy residents in Dubai saw notable increases in specific “big-ticket items.” Car prices rose by 13 per cent, and residential property values increased by 17 per cent. This aligns with Dubai’s real estate market experiencing exceptional growth in 2024, with property sales values rising 27 per cent year-on-year.

This surge reflects the city’s increasing appeal as a long-term residence for HNWIs and their families, many of whom have already relocated to the emirate.

The report highlights a continuing momentum of millionaires relocating to Dubai, a trend that began during the pandemic and is predicted to surpass inflows to all other countries.

According to a Henley & Partners report, the number of millionaires living in Dubai has risen by 102 per cent over the last decade due to increased residency applications.

Dubai’s attractiveness is further strengthened by its favourable tax environment, high quality of life, and forward-thinking residency programmes, including the golden and entrepreneur visas.

Its status as a leading global financial centre is also noted, with the Dubai International Financial Centre (DIFC) recording a 25 per cent increase in active companies operating there during 2024.

Read: 6,700 millionaires relocated to the UAE in 2024, report reveals

Middle East luxury and economic resilience

Middle Eastern HNWIs continue to demonstrate a strong appetite for both experiential and material luxury, particularly in premium hotels, luxury menswear, and fine dining. Business and leisure travel in the region also surged, with 53 per cent and 47 per cent of respondents, respectively, reporting increased activity.

Read: GCC luxury market has defied global slowdown, says Chalhoub Group’s Jasmina Banda

Rishabh Saksena, co-head Global Asset Class Specialists at Julius Baer, stated that GCC economies remain resilient amidst global macroeconomic uncertainty. “While oil-related growth has moderated, the broader outlook for 2025 is positive, supported by robust non-oil performance, strong fiscal buffers, and a continued commitment to economic reform,” he said.

In the UAE, non-oil economy growth remains strong, with Abu Dhabi’s non-oil economy grew by 8.6 per cent in 2024, contributing over 55 per cent of GDP. Dubai continues to lead the region’s services and tourism rebound, with visitor numbers projected to exceed 22 million in 2025.

Dubai Airports, serving 92.3 million passengers in 2024, remains the world’s busiest for international travel, with an extensive upgrade to the city’s second airport underway.

The rise of financial centres like DIFC and Abu Dhabi Global Market (ADGM) underscores the UAE’s growing role as a regional hub for investment, private capital, and global finance.

These centres are increasingly at the forefront of innovation, particularly in the fields of digital assets, fintech, and AI, serving as new building blocks for diversified, future-ready economies.

The region is also experiencing a significant inflow of global talent and capital, recognising the GCC, particularly the UAE, as a safe and stable jurisdiction for families and wealth preservation, supported by long-term residency programs, advanced healthcare, high-quality education, and a pro-business environment.

Overall, the report showed that the Middle East, led by the GCC, is set to maintain strong fiscal and current account positions, even amidst external headwinds. Inflation remains among the lowest in emerging markets, while the region’s proactive approach to innovation, infrastructure, and investor confidence positions it as a key destination for growth in an increasingly fragmented global economy.

Shifting priorities: Longevity and experiences

The Julius Baer lifestyle survey findings reveal a near-universal focus on longevity among HNWIs, with 87 per cent (North America) to 100 per cent (APAC) actively taking steps to extend their lifespan.

Financial longevity has also gained critical importance. Wealth creation remains the top priority globally, but wealth preservation has gained importance, especially in Europe and North America.

In contrast, HNWIs in APAC, the Middle East, and Latin America continue to embrace higher risk levels and diversify portfolios, with real estate (18 per cent) and equities (13 per cent) being preferred asset classes in the Middle East.

Overall, the report confirms an ongoing shift from material consumption towards experiences, with demand for fine dining, exclusive travel, and curated experiences remaining robust. This reflects a broader evolution in how HNWIs define luxury, focusing increasingly on lifestyle, wellbeing, and meaningful experiences over possessions.

Emirates secured the top spot in YouGov’s Most Recommended Global Brands 2025 rankings, becoming the only airline to feature in the global top 10 list.

The airline scored 88.4 per cent in recommendation rates, based on over one million customer surveys conducted across 28 markets between June 1, 2024, and May 31, 2025.

The rankings, powered by YouGov BrandIndex, measure the percentage of a brand’s customers who would recommend it to others.

Emirates outperformed all other brands globally, reinforcing the reach and resonance of its “Fly Better” brand promise.

“This recognition underscores the deep connection and loyalty we’ve built with passengers all over the world,” said Sir Tim Clark, president of Emirates Airline. “We will continue to evolve our already exceptional experience and set new benchmarks in travel.”

Emirates: Key highlights this year

This year, Emirates expanded its network, introduced the A350 to 10 destinations, launched nine reimagined retail stores, and became the world’s first Autism Certified Airline.

By year-end, Emirates plans to serve over 70 cities with next-generation cabin interiors across its Boeing 777, A380, and A350 fleet, and offer more than two million Premium Economy seats.

The airline previously topped YouGov’s UAE Recommend 2024 rankings and was named the most satisfying airline among US travellers in YouGov’s US airlines report.

YouGov, a global analytics firm, bases its rankings on aggregated and weighted scores that reflect actual brand perception and loyalty across diverse demographics.

Read: Emirates soars to further success: CCO Adnan Kazim on its growth and global reach