{"id":2052,"date":"2026-08-06T16:09:10","date_gmt":"2026-08-06T19:09:10","guid":{"rendered":"https:\/\/girus.com.br\/?p=2052"},"modified":"2026-08-06T16:51:07","modified_gmt":"2026-08-06T19:51:07","slug":"documento-cnc-turismo-2030-solucoes-da-girus","status":"publish","type":"post","link":"https:\/\/girus.com.br\/en\/documento-cnc-turismo-2030-solucoes-da-girus\/","title":{"rendered":"What the new CNC document reveals about tourism until 2030 \u2014 and how Girus solutions help destinations prepare.\u00a0"},"content":{"rendered":"
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The Future of Tourism According to CNC and Girus Solutions<\/h2>\n

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If there's one thing that those who work in tourism know well, it's that the sector isn't just about beautiful beaches and sunsets. Behind every satisfied visitor lies a huge chain of decisions: infrastructure, connectivity, security, technology, professional training. And when these decisions are well thought out at a national level, the practical effect is directly seen in the daily lives of those who manage tourism at the grassroots level\u2014in their municipality, their council, their destination. <\/p>\n

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That is exactly what the National Confederation of Commerce of Goods, Services and Tourism (CNC) put on paper with the document. \u201c"Public Tourism Policies: Proposals and Recommendations"\u201d<\/a><\/strong>, launched by the Business Council for Tourism and Hospitality (Cetur) within the program Vai Turismo \u2013 Towards the Future<\/strong>. It is a dense document, built from workshops in all Brazilian states, with the participation of more than 1,300 representatives from the public and private sectors and about 830 institutions. The result is a kind of map of what Brazilian tourism needs for the coming years. <\/p>\n

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In this text, we will understand the most important points of the document and, above all, how these guidelines directly relate to solutions that already exist and are already in use in Santa Catarina. <\/p>\n

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A snapshot of Brazilian tourism in numbers.<\/strong> <\/h2>\n

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Before discussing proposals, the document makes a point of showing why tourism deserves so much attention. And the numbers are truly impressive. In 2025, the sector generated approximately... R$ 218 billion<\/strong> only during peak season, and Brazil broke a historic record with 9.3 million foreign tourists<\/strong> \u2014 a jump of 37% compared to 2024. The foreign exchange revenue generated by these visitors reached US$ 7.9 billion<\/strong>, also a record. <\/p>\n

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Tourism today represents 8.1% of Brazilian GDP<\/strong>, And the IBGE's Tourism Activity Index (IATUR) recorded its highest level in the historical series in 2025, with growth of 4.6% \u2014 the fifth consecutive year of expansion. To give an idea of the post-pandemic recovery, December 2025 closed 13.8% above the pre-Covid level. <\/p>\n

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And the impact isn't just economic in the abstract sense: the sector generated almost 100,000 jobs in 2025, with a projection of another 92,000 for 2026, and in the high season alone, 87,600 formal temporary jobs are expected to be created\u2014the highest volume since the 2014 World Cup. Bars, restaurants, and road transport lead this movement, which shows how tourism pulls along an entire local economy, far beyond hotels and tours. <\/p>\n

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These data make it clear why the sector deserved such a robust document of recommendations: it is already one of the biggest drivers of income generation, employment, and regional development in the country. <\/p>\n

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The nine pillars that will guide tourism until 2030.<\/strong> <\/h2>\n

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The proposals in the document are organized into nine structuring axes, conceived based on international principles of Smart Tourist Destinations (DTI)<\/strong>Accessibility, Creativity, Governance, Innovation, Marketing, Mobility, Security, Sustainability, and Technology. <\/p>\n

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Some points deserve special attention because they appear repeatedly in the priorities raised by the states themselves \u2014 including Santa Catarina, in the Southern Region: <\/p>\n

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Accessibility<\/strong> This was the most cited theme among all 27 Federative Units (51 mentions in total), focusing on eliminating physical, sensory, and communication barriers, and empowering the... trade<\/em> Tourist services designed to cater to people with disabilities and reduced mobility. <\/p>\n

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Creativity<\/strong> It appears next, with 49 mentions, defending the leading role of local communities and entrepreneurs in building authentic tourism experiences \u2014 exactly the type of work that values the cultural identity of each destination, instead of replicating generic formulas. <\/p>\n

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Marketing<\/strong> The total number of mentions is 45, highlighting the need for structured plans based on local identity and coherent narratives, as well as incentives for segments such as business tourism and events to reduce seasonality. <\/p>\n

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Governance<\/strong> This is one of the most strategic axes of the document. It speaks of modernizing and regulating the tourism environment with... Simplification of regulations, digitization of services, and improved quality of services.<\/strong>, in addition to facilitating access to credit lines and tax incentives for the sector. <\/p>\n

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Technology<\/strong> It proposes to implement integrated systems for monitoring the visitor experience and to promote the digital transformation of tourism services, with interoperable platforms and the digitization of reservations, authorizations, and information. <\/p>\n

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And specifically for the Southern Region<\/strong>, The document highlights the need to modernize the institutional environment and governance, encouraging cooperation between the public sector, private initiative, and civil society, as well as updating regulations and digitally transforming tourism services \u2014 and also reinforces the importance of valuing the region's cultural, natural, and historical heritage to create differentiated itineraries, involving local communities and businesses. <\/p>\n

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The real challenge behind the word "governance"\u201c<\/strong> <\/h2>\n

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One of the most interesting points in the document is how clearly it names a problem that any public tourism manager knows firsthand: the difficulty of maintaining the sector's governance in an organized and continuous manner. <\/p>\n

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This became even more evident with the MTur Ordinance No. 1\/2026<\/strong>, which changed the rules of the game for Brazilian municipalities. Maintaining an active Municipal Tourism Council (COMTUR) is no longer just a good practice, it has become essential. mandatory condition<\/strong> For the municipality to remain on the Brazilian Tourism Map \u2014 with verifiable documentation, recorded meetings, an ongoing work plan, and formal compliance criteria. <\/p>\n

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In practice, this means that tourism secretaries, council presidents, and members of Regional Governance Bodies (RGBs) have taken on an extra responsibility: to prove, with documents and deadlines, that tourism is being managed as a serious public policy\u2014and not just as a set of good intentions. <\/p>\n

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The problem is that, historically, most councils still operate in the old way: scattered spreadsheets, minutes lost in emails, documents without validity control. And it is precisely here that the conversation between the CNC document and Girus's work becomes more interesting. <\/p>\n

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TurisFlow: Girus's answer to the challenge of municipal governance.<\/strong> <\/h2>\n

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It was with this scenario in mind that Girus Solu\u00e7\u00f5es em Turismo developed the TurisFlow<\/a><\/strong>, a web platform created especially for COMTURs, SETURs and IGRs to organize, once and for all, their compliance, documentation, meetings and planning. <\/p>\n

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The proposal is straightforward: to centralize everything that was previously scattered in a single online environment \u2014 compliance, documents, meetings, the municipal tourism plan, and the council's work plan \u2014 without installing an app, with 100% access via a web browser. <\/p>\n

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In practice, TurisFlow delivers: <\/p>\n

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