Purpose: The aim of the paper is to explore the challenges and opportunities that the Indian Tourism and Hospitality faces to rebuild itself. The questions discussed include: what is to be done, the role of the Government at the Federal and Provincial level and how should the stakeholders of the tourism ecosystem play out?Design/methodology/approach: The 2020 expectation for Indian Tourism was for a bumper year, a year that would be remembered, but then the pandemic proved to be devastating. This article is based on secondary literature and discussions with industry representatives, which provide guidance and pointers for future preparedness.Findings: The industry went from a difficult situation during the lockdowns, to a scenario of hope and opportunity initiated by domestic travellers, who provided a ray of hope for tourism stakeholders.Social implications: In the wake of the pandemic, businesses suffered from a lack of business; people lost jobs, travel came to a standstill and so it was mitigation that was important. The way the tourism ecosystem sought to return to normal and build on it for future has a number of implications for relevant changes to society.Originality/value: Resilience, restructuring and renewal have characterised the tourism business in India and this paper investigates new dimensions for innovatively managing the situation.

Sustainable tourism and hospitality are no longer just buzzwords; they have become integral components of the modern hospitality industry. Whether for small independent establishments or large hotel chains, adopting sustainable practices is essential for long-term success and global betterment. Green sustainability certifications play a crucial role in driving operational improvements, providing a competitive advantage, and enhancing the reputation of hotels, resorts, and hospitality businesses worldwide. India and Sri Lanka, two prominent tourism destinations in South Asia, are pursuing unique yet converging paths toward achieving green sustainability certifications in the hospitality sector. This qualitative study utilized a desk review to gather secondary data from academic and industry sources. Primary data was collected through semi-structured interviews with academics, certification bodies, hoteliers, and tourism officials. The data was then analyzed using content analysis to identify key themes related to green certification adoption and its impact on the hospitality industry. This paper provides valuable insights into the green certification landscape of India and Sri Lanka, offering a comparative analysis that benefits academics, researchers, and hospitality practitioners. By understanding the dynamics of sustainability certifications and eco-labeling, stakeholders can navigate the complexities of implementing green initiatives and contribute to the long-term sustainability of the tourism and hospitality industries. The paper supports in providing what is to done for the future, considering that, western nations are adopting and adhering to norms, and failing which the stakeholders will be the ones who will lose out in the hospitality business. This research paper explores the role of eco-labeling in promoting sustainable tourism and the opportunities it presents for the hospitality industry in both India and Sri Lanka. The study examines the current state of sustainability certification, the roles of governments, industry stakeholders, and certifying organizations, as well as the broader environmental, social, cultural, economic, and political impacts of green certifications. India’s tourism and hospitality sector faces unique challenges due to its federal governance structure, where tourism policies are primarily determined at the state level. The involvement of multiple stakeholders results in varying levels of sustainability adoption across different regions. In contrast, Sri Lanka follows a more centralized approach to tourism governance, which may facilitate policy implementation but also poses challenges in ensuring compliance at the grassroots level. Despite these structural differences, both countries share a common objective - advancing sustainable hospitality practices to create a more responsible and environmentally conscious tourism industry.

Alexander Osterwalder’s Business Model Canvas (BMC) is one of trusted and used business frameworks among entrepreneurs, strategists, start-ups, large corporations, and innovators. The BMC in fact, has created ample opportunities to usher in business transformation and help leverage organizations of all hues to greater heights. The framework has used in the manufacturing, services and even the social sector which has ensured its applicability and acceptability. In the current research the BMC is being applied on the tourism sector, with specific reference to Community-based Ecotourism (CBET), wherein a community, in a heavily forested tribal area, have adopted a business model under the guidance of the Forest Department (FD) of the state of Tamil Nadu and have made the best of efforts to i) create livelihood options, ii) capacity building for tourism and hospitality activities, iii) preservation, protection, conservation of the forest area which is part of a UNESCO designated Biodiversity site (Nilgiris Biosphere Reserve (NBR), iv) promote Ecotourism, which has its impacts on the Environment, Society (Social) and Economy (Economic); thereby creating ample opportunities for business transformation. The CBET model has in fact, created benchmarks through the Ecodevelopment Committees (EDC) and Ecotourism Management Committees (ETMC), which are managed at the grassroot level. Every business no doubt requires and plan and strategy, the EDC and ETMC business models have transformed and showcased to the world, what can be done by a community who are not exposed to the world of business, but are affluent about their existence and contribution to protection, preservation, and conservation. The authors have worked with the community over a period, are juxtaposing the thoughts as propounded in the BMC, which will further support in helping in the business transformation of the Community and its tryst with Ecotourism.

Sustainable ecotourism, its promotion, and its impacts have a bearing on the world considering the fact that tourism, travel, and hospitality moved millions around the world and ensured a way of life for the local communities, governments, and businesses. But what drives sustainable ecotourism? Is it the destination, the product on offer, or anything else? It is the people, maybe the community, maybe one individual, who provides a phenomenal direction and ensures all others follow in the right spirit. The chapter is a tribute to four Indians who have contributed to sustainable ecotourism leadership and ensured various products that have helped ecotourism promotion and impacted the lives of the communities they have served. The work of these leaders has been mapped to two frameworks, which itself provide ample food for thought for the multitudes to adopt and move forward.

Local communities stand at the forefront of management of the delicate ecosystems of specific regions, areas or destinations. Their deep-rooted connection positions them as pivotal stakeholders in orchestrating effective regeneration within Nature-Based (NB) destinations. To foster sustainable practices that serve local communities, preserve the environment, and ensure economic viability, a holistic approach is imperative—one that comprehensively addresses the myriad complexities poised for long-term management. This chapter delves into the Pichavaram mangrove ecosystem, which bore the brunt of the 2004 tsunami. Through meticulous study, insights have been gleaned about the nuances of naturally regenerating such ecosystems. Over time, gradual yet discernible changes have been observed, and adaptive strategies continue to be integrated as the environment evolves. The passage of time has been a pivotal aspect for local communities, influencing their approach to preservation, regeneration, and tourism. This chapter sheds light on these nuanced interventions and their outcomes.

The 2004 Indian Ocean earthquake and tsunami, within hours in some cases brought sorrow to many countries, India too suffered with Tamil Nadu reporting damage and deaths in Chennai, Velankanni, Cuddalore, Kaniyakumari, Poompuhar, and Nagapattinam to mention a few. It was the year end, and many were traveling to various places to spend time with family and friends in tourist centers. The reported deaths were 8000. All places of tourism of various hues. In 2013, the sudden rapid melting of ice and snow on the Kedarnath Mountain which in turn flooded Chorabari Lake upstream and eruption of the Mandakini River inundated the Pilgrimage town of Kedarnath, catching the pilgrims with surprise and the others who were unaware of the impending disaster downstream. The reported deaths were 5000. The heart of Pilgrimage tourism for the devout. ‘Gods own Country,’ Kerala in 2018 had to declare red alert in all its 14 districts, more than a million souls had to be evacuated from Chengannur, Aranmula, Kozhencherry, Ayiroor, Ranni, Pandalam, Kuttanad, Malappuram, Aluva, Chalakudy, Thrissur, Thiruvalla, Chellanam, Vypin Island, Palakkad, the list is endless; More than 490 were reported dead, 15 missing. The severe floods, due to high rainfall, land-slides which made small villages and towns disappear; was scary. Kerala is a known tourism hub. Whether it is tourism or ecotourism, one question asked, are we prepared for any Disaster that may occur at any point in time? Are the Destination Management Organizations prepared to face any eventuality. The research paper is a work in progress and makes an effort to answer questions from across India through case studies, if the Tourism system indeed is ready to face disasters.