You've presented 2026 as a year of consolidation: what will OTRMBC's activities focus on?
«This year will be a key one for strengthening projects launched in recent years, both at the cantonal and regional levels. These initiatives are challenging in terms of organization and finances, but they are essential for streamlining processes, improving the visibility of our offerings, and strengthening internal expertise. The goal is to build a solid foundation for the development of the destination and our organization.
Let's start with the cantonal projects: the Ticino Ticket remains a key tool. What developments are expected?
The Ticino Ticket is a unique model in Switzerland, integrating sustainable mobility, accessibility, and local marketing. Following its complete digitalization, in 2026 it will finally be possible to systematically analyze the data collected to better understand visitor behavior and needs. This strategic step will strengthen market knowledge and support more targeted decisions.
Another pillar is the Ticino Convention Bureau. What role will it have in 2026?
The Ticino Convention Bureau has proven to be an effective structure for the development of conference and business tourism, also contributing to the deseasonalization of tourism. In 2023 and 2024, it handled over 230 requests, with a conversion rate close to 50%. In 2026, it will be important to discuss its evolution and revise the financing model, further involving cities and institutional partners to consolidate it as a stable platform at the cantonal level.
Digitalization is affecting many areas. What are the operational priorities?
«The Digitalisation Table represents a concrete example of collaboration between the four OTR and Ticino Turismo. The cantonal database project, funded by Innotour, will be completed on schedule. The migration of services will enter its final phase in 2026. At the same time, the foundations will be laid for the new ticino.ch website and the integration of regional websites, with benefits in terms of cost reduction, efficiency, quality, and consistency of content.
The administration is also undergoing profound changes…
Absolutely, digitalization also includes accounting, HR, and internal processes. The SAP system, active since 2024, is entering its third year of operation. The introduction of LogaHR and the complete digitalization of statistics are planned for 2026. This is not just an organizational but a cultural transformation, which strengthens the networking between OTR and Ticino Turismo.
On the commercial front, what does the Marketplace project represent?
The Marketplace, co-financed with NPR funds, enables the online sale of regional tourism products. Starting in 2026, we will have a shared platform, with visibility on other OTR channels as well. This concludes an important first phase; work will continue to expand the offering and make the tool truly effective for partners and visitors.
Bike trails and itineraries remain a sensitive topic. What's the current situation?
For years now, we have been working on coordinated management of the trail network with the Department of Territory and Ticino Sentieri. Priorities include funding the four-year grants and renewing the trail law, which must also include bike routes. At the regional level, the Monte San Giorgio bike project remains suspended following the 2025 TRAM decision, despite extensive planning and municipal authorization work.
Sustainability is the guiding principle of your business. What concrete results are expected in 2026?
Sustainability is an integral part of our identity. After the 2023 Sustainability Report and the Swisstainable Destination – Level I recognition achieved in 2025, 2026 will be the year in which we will reap the benefits of a structured journey. We will continue to engage with hospitality facilities, major economic players, and local communities, so that sustainability becomes a shared and concrete choice for our entire region.
