Tourism challenges in the new year: tourists in Crete consume three times as much water as locals, climate change and changing needs.
Tourism in Greece is growing strongly. Of course, more visitors and higher revenues sound good at first, but they also bring their own problems.
Economic consequences
- Higher revenues open up opportunities for local companies.
- Unevenly distributed profits cause tensions between regions.
- Long-term investment security is often lacking, which slows down larger projects.
Infrastructure and basic services
- Many islands struggle with water shortages.
- Old sewage systems and waste disposal are reaching their limits.
- Ports and power grids are often overloaded.
Environment and congestion
- Overcrowded beaches and sensitive ecosystems suffer from too many people.
- Some places are losing visitors because travellers avoid overcrowded destinations.
- Climate change is bringing more extreme weather, which is affecting coastal areas and agriculture.
Season extension and labour force
- The strong seasonality makes it difficult for employees and businesses.
- There is a shortage of skilled workers in hotels, restaurants and services outside the peak season.
- Better working conditions and more training are urgently needed.
Planning and spatial planning
- There is no nationwide, modern plan for tourism development.
- Unplanned construction causes uncertainty among investors.
- Regional planning is often non-existent or poorly coordinated.
Mobility and transport
- Roads, car parks and ferries are often overcrowded.
- Traffic jams and a lack of parking spaces make staying in the area stressful.
- Public transport is inadequate in many areas.
Quality and experience
- Many visitors want authentic experiences, not just mass tourism.
- Some well-known islands are losing visitors because what they offer is no longer competitive.
- The quality of service must improve so that visitors want to come back.
Regulation and governance
- There is a lack of uniform rules for sustainable tourism.
- Local authorities need clearer tasks and more resources.
- Greater transparency in approvals and environmental regulations would be helpful.
Financing and investment
- Short-term profits are often the focus, while long-term investments fall by the wayside.
- Small businesses need better access to credit and support programmes.
- Public funds should be targeted at infrastructure and protection.
Social impact
- Higher prices for housing and basic services put pressure on locals.
- Jobs in tourism are important, but they also bring social change.
- Communication between communities, businesses and authorities often remains poor.
Technology and digitalisation
- Digital solutions could improve booking, transport and information.
- Many regions need better network access and digital education.
- Data-based planning helps to better match demand and capacity.
Security and crisis management
- Crisis plans for natural disasters, power failures or health emergencies are often lacking.
- More robust infrastructure and clear communication channels are needed.
- The state, local authorities and private providers must work more closely together.
Measures that can help
- Investments in water, sewage, energy and transport should be prioritised.
- Regional development plans with clear rules and incentives are useful.
- More events, better infrastructure and more flexible working arrangements could extend the season.
- Small businesses need support with financing and digitalisation.
- Introducing environmental regulations, managing visitor flows and designating protected areas would be a start.
- More education and training for local workers would certainly not hurt.
Short-term steps
- Quickly remedy bottlenecks in water and sewage.
- Draw up emergency plans for ports and electricity.
- Review capacity limits for heavily visited locations and communicate them openly.
Medium-term steps
- Adopt regional spatial planning schemes.
- Better coordinate public and private investment.
- Expand digital platforms for transport, booking and visitor management.
Long-term steps
- Develop sustainable models that take the environment, economy and society into account.
- Promote research, training and innovation in tourism in the long term.
- Create a stable legal framework for investment.
Key indicators for monitoring
- Visitor numbers per region and month.
- Water consumption, wastewater utilisation, waste volumes.
- Employment in the tourism sector outside the peak season.
- Investment in infrastructure projects.
Examples of good practice (brief)
- Regions with visitor management and capacity management are often better off.
- Good spatial planning attracts more stable investment.
- Small communities that focus on authentic offerings grow more sustainably.
Tourists in Crete consume three times as much water as locals
Tourists staying in Crete consume up to three times as much water as the island’s permanent residents, which is adding to concerns about water shortages as the island experiences one of the worst droughts in recent years.
According to the Deputy Regional Governor for the Environment, Nikos Xylouris, daily water consumption in five-star hotels can reach 450 litres per tourist and around 350 litres in four-star accommodation. By comparison, the average resident of Heraklion consumes around 130 litres of water per day at home.
Given the rapid expansion of hotel capacity across the island and the continuing lack of rainfall, water supply has become a critical challenge. ‘Water supply and management in the hotel sector is one of the most serious issues we are currently dealing with,’ Xylouris explained, emphasising the need for immediate and responsible action.
Most hotels are connected to the municipal water network, while others rely on boreholes, water tankers or desalinated seawater, especially for swimming pools. The authorities now require new hotel projects to clearly outline how they intend to meet their water needs before granting approval.
In response to the worsening crisis, the municipal water and sewage company of Agios Nikolaos, in collaboration with the Lasithi Hoteliers Association, will launch a joint awareness campaign in 2026 to promote water-saving practices throughout the tourism sector.
Proposed measures include daily monitoring of water consumption, setting reduction targets, staff training, the use of water-saving landscaping, awareness campaigns for guests and the installation of water-saving devices such as flow restrictors for showers, dual-flush toilets and flow restrictors for taps.
As tourism remains the economic backbone of Crete, the authorities emphasise that sustainable water management is essential to ensure reliable access to this increasingly scarce resource for both residents and visitors.
Tourism in transition – climate crisis shifts destinations, seasons and investments
The climate crisis has long been changing where and when people travel. Coastal regions are particularly affected by the consequences: erosion, storms, damage to roads and hotels are on the rise.
Many attractions are becoming more difficult to protect or preserve. The costs of doing so are often rising rapidly.
Travellers are now increasingly drawn to cooler areas. Higher-altitude regions and mountains are becoming more popular.
Demand outside the traditional peak season is also growing. Summer heat and crowded places deter many.
Investors are increasingly moving their capital from endangered coastal areas to safe inland regions. Valleys, hills and foothills are considered more stable locations for new hotels and leisure facilities.
This makes the range of options more diverse, perhaps even more exciting. New recreational infrastructure is emerging in places where there was previously little activity.
Those who fail to replan in time will struggle with rising costs. Insurance is becoming more expensive, repairs are becoming more frequent, and operational breaks are almost an everyday occurrence.
Small providers with tight margins are particularly vulnerable to pressure in this area. Flexibility is required, but not always feasible.
The industry often reacts slowly. Many players tend to think in the short term rather than the long term.
There is a lack of coordination, and major adjustments take a long time. Those who wait usually end up paying the price.
Destinations are adapting their products and marketing. The classic ‘sun and beach’ packages are losing importance.
Instead, nature experiences, wellness, culture and year-round activities are coming to the fore. That sounds like a breath of fresh air, doesn’t it?
Local authorities and regions are working on new plans. Some are investing in coastal protection and robust infrastructure.
Others are focusing on hiking tourism, sustainable mobility and nature-based offerings. Decisions are increasingly based on risk assessment and scenarios.
Risks that are now more in focus:
- Storm damage, flooding, erosion.
- Shorter high season, fluctuating demand.
- Insurance and financing gaps for risky properties.
- Bad weather experiences damage reputation.
Examples of adaptation strategies:
- Expand product mix so as not to rely solely on summer.
- Shift investments to higher altitudes or cities.
- Build resilient infrastructure, create buffer zones.
- Promote travel in the off-season with discounts and events.
- Authorities, businesses and communities work more closely together.
Some short-term adjustments have a direct impact on guest behaviour:
- When visitors spread out in terms of time and space, this takes the pressure off hotspots.
- Local service providers adapt opening hours and offers to new seasons.
- Many operators invest in air conditioning and weatherproof facilities.
In the long term, operators will have to restructure their business models. Climate risks must now be included in all planning.
Public support programmes and clear rules help in this regard. Without them, change will remain difficult.
Important points for decision-makers:
- Assess risk and vulnerability using climate projections.
- Create incentives for sustainable and adapted investments.
- Strengthen networks for information and crisis management.
- Include climate risks in insurance and financing.
The climate-induced shift in tourist destinations creates opportunities for new local value chains. Outdoor activities, regional gastronomy and cultural offerings can grow.
However, this will only work with investment in training, infrastructure and marketing. Nothing happens by itself.
Smaller operators should take a closer look:
- Is the location secure in the long term?
- What protective measures are sensible and affordable?
- Can the range of services be expanded seasonally?
- Can cooperation with others reduce risks?
Technical measures and planning aids that provide support:
- Early warning systems and emergency plans.
- Robust construction methods, elevated locations for important facilities.
- Green spaces and natural buffers against storm surges.
- Energy-saving systems, establishing local supply.
Marketing and communication play a major role. Honest information about risks and protective measures creates trust.
Promotions for travel outside the peak season help to spread demand. A little creativity never hurts.
Politics can steer change through:
- Spatial planning and building regulations that promote climate resilience.
- Funding for adaptation and relocation of at-risk infrastructure.
- Transparency rules for climate risks for investors and operators.
Employees are also feeling the changes. Seasonal jobs are shifting, and some are becoming longer.
Retraining and further education are necessary to get new offers off the ground. Those who adapt will stay in the game.
Table: Examples of shifts and measures
Change |
Typical measure |
|---|---|
Less demand at beaches in midsummer |
Development of indoor and year-round offerings |
Coastal infrastructure at risk |
Investment in coastal protection or relocation |
Increased interest in mountains and nature |
Expansion of trails, accommodation and services |
Higher insurance costs |
Federal support or risk-sharing solutions |
Changed investment flows |
Promotion of regional projects and sustainable concepts |
Nothing can be achieved without cooperation. The state, the economy and local communities must plan together.
This is the only way to reduce risks and exploit new opportunities. Those who wait will lose out.
Tomorrow’s tourism will not be won with all-inclusive deals and more sun loungers
Pelekanakis believes Greece is at a turning point. He feels that natural beauty and hospitality alone are no longer enough to remain competitive.
He calls for clear strategies, better quality and resilient offerings. Countries that were once considered peripheral destinations are now investing heavily in infrastructure, service and technology.
Today’s travellers expect sustainability, authenticity and digital simplicity. Mediocrity no longer cuts it, and sloppy service is mercilessly punished.
That is why guest services need to be rethought – from the airport to the use of natural resources. Everything is being put to the test.
He lists the following important measures:
- Better transport connections, smarter cities.
- Environmentally friendly hotels, regular training for staff.
- Functioning institutions, modern products, forward-thinking entrepreneurs.
He warns that higher prices can only be justified with genuine added value. It is inconsistent to demand responsible guests but not manage the destination responsibly yourself.
He addresses problems openly: infrastructure bottlenecks, overcrowded hotspots, skills shortages, technological backwardness. For him, less tourism is not the solution, but rather an improvement in quality.
Practical steps that could help:
- Invest in water and energy management.
- Promote local, authentic offerings instead of mass packages.
- Simplify digital processes – booking, check-in, guest information.
- Expand vocational training and continuing education for employees.
- Better plan and stagger visitor flows.
He sees opportunities for Greece if everyone changes their mindset. The country has the resources and culture to stay ahead – provided that politicians and business leaders act in a targeted and forward-looking manner.
His conclusion? Only quality-oriented, sustainable and technology-supported development will make tourism truly sustainable.
Tourists prefer fun to museums — ‘Fun, fun, fun’
Many travellers today prefer short, entertaining experiences to extended museum visits. In the past, there were challenging programmes, but today there is often a lack of time and patience.
Groups want quick highlights, good photo stops and moments that are easy to share. Social media has significantly shifted priorities.
Often, no one asks about historical details anymore, but only about the best place for a selfie. Places with iconic photo motifs score higher than large collections.
For many, the souvenir photo now counts more than the story behind it. Nevertheless, the role of the tour guide remains important.
Sure, a device displays facts, but a guide can answer questions, tell anecdotes and create genuine impressions. People usually remember meeting a person, not a monument.
With celebrities in particular, you notice how different people’s interests can be. Some ask lots of questions, others simply enjoy the experience.
The popularity of short trips and experience formats has side effects. Popular islands and major attractions often suffer from overcrowding and real infrastructure problems.
Too many cruise tourists at once cause congestion. Sometimes there is a shortage of water, or not enough space or paths to distribute the crowds.
Time slots and visiting regulations help a little, but they don’t completely solve the problem. He also sees differences depending on the origin of the guests.
Some nations want above all to have fun and few fixed programme items. Others are looking for more background information.
This influences which places are included in tours. Large museums are often left out because tours prefer to visit short, popular destinations.
The pandemic has not changed people’s desire to travel. Demand has remained high, with many people travelling just as much as before.
This sounds like an economic boom, but it also raises questions about sustainability. Too many visitors to sensitive sites can damage heritage in the long term.
Multimedia offerings and apps complement guided tours, but do not replace them. Technology provides facts, but not the same connection as a human being.
A guide can respond spontaneously to questions, share stories and bring local culture to life. A recurring problem: indifferent visitors.
They show little curiosity and often make the job exhausting. Engaged guests, on the other hand, ask questions and remember details – that’s what makes it enjoyable.
For guides, direct encounters with guests are actually the best part of the job. Some travellers experience visits as a personal journey or even a pilgrimage.
Sometimes such moments trigger surprising reactions, especially when celebrities are involved. Public discussions show how emotional tourism can be.
Practical adjustments are necessary to cater to both groups. Short, attractive offers for the general public – and more in-depth programmes for the curious.
Slot bookings, staggered timing and better planning for cruise ships help to avoid overcrowding. Museums and guides can develop special offers for different target groups.
Strengths of personalised tours:
- Direct answers to questions
- Local anecdotes and context
- Personal memories
Weaknesses he observes:
- Some superficiality among visitors
- Overcrowding at popular sites
- Pressure to get through everything quickly
Unusual tours often arouse curiosity. Underground tours or little-known places sometimes attract a very interested audience.
This shows that not all visitors are just looking for quick photos. Travellers will continue to change.
Guides and museums must remain flexible without forgetting their cultural heritage. The challenge remains to design experiences that benefit both short-stay visitors and those who are eager to learn.
