Sentosa Development Corporation, CapitaLand, and Weixin Pay have signed a memorandum of understanding for their first tripartite collaboration.
The partnership aims to enhance the Chinese tourist experience through exclusive payment perks, seamless bookings, and AI-driven travel planning, while reinforcing Singapore and Sentosa as top destinations. The collaboration will include co-branded marketing initiatives to attract more Chinese tourists, elevate Sentosa’s profile, position CapitaLand malls as the preferred shopping destinations, and solidify Singapore’s status as a leading outbound travel destination for Chinese visitors.
The collaboration aims to offer Chinese tourists personalised services and seamless bookings, boosting the appeal of Singapore and Sentosa
SDC launched the Weixin Mini Program “Sentosa Discovery Guide” to enhance the experience for Chinese travellers. It features AI-powered itinerary planning, real-time attraction guides, dining vouchers, hotel packages, and instant ticket bookings for popular attractions such as the Singapore Cable Car and Minion Land at Universal Studios Singapore.
The Mandarin-enabled interface allows Chinese travellers to easily address pre-arrival inquiries and make bookings, while also bypassing currency exchange hassles by offering same-day tickets for immediate attraction entry.
CapitaLand offers a variety of features for Chinese tourists and residents, including personalised recommendations, interactive content, dedicated support, real-time travel guides, and exclusive perks. Since 2019, CapitaLand has integrated Weixin Pay across 17 malls, attracting about 100,000 users. In partnership with Weixin Pay, CapitaLand has launched a “Pay and Earn Points” initiative, allowing users to earn redeemable points for every purchase, creating a smooth “spend-earn-redeem” process.
Dusit International has signed a hotel management agreement with Komodo Property Management to manage Kaliwatu Residences – Dusit Collection in Indonesia. This signing marks Dusit’s first Dusit Collection branded hotel in Indonesia.
The property is located on the western tip of Flores, just 10 minutes by car from Komodo International Airport and the town of Badjo – the gateway to Komodo National Park, renowned for its Komodo dragons and diving.
Kaliwatu Residences – Dusit Collection will be completed in phases by 2Q2028
Developed in phases, with full completion scheduled for 2Q2028, the project will feature 63 private villas with plunge pools, 194 apartments, and a clubhouse housing a restaurant, bars, shops, a gym, a spa, and a rooftop swimming pool.
Kaliwatu Residences – Dusit Collection will provide easy access to Labuan Bajo’s cultural and natural attractions, including pink beaches, underground caves, waterfalls, hiking trails with panoramic viewpoints, and encounters with Komodo dragons within Komodo National Park.
Ongoing infrastructure improvements, including recent upgrades to Komodo International Airport and upcoming direct flights from Kuala Lumpur, Singapore, and Perth, Australia, are enhancing Labuan Bajo’s reputation as a premier destination for relaxation and adventure.
Gilles Cretallaz, chief operating officer, Dusit International, said: “Labuan Bajo is an extraordinary destination with immense potential, and we are delighted to introduce our signature Thai-inspired gracious hospitality to this stunning location.”
“Our vision for Kaliwatu Residences – Dusit Collection is to create a sanctuary that harmonises with nature while delivering world-class amenities. The development and construction of the project are fully supported by local authorities and are being carried out in collaboration with the local community, further enhancing its positive impact on the local economy,” added Alessandro Mugavero, CEO, Komodo Property Management.
INNSiDE by Meliá Bangkok Sukhumvit has introduced a new art latte workshop designed to bring out the inner barista and artist in guests.
Led by seasoned barista Anuchita Khajeeram, the 45-minute workshop, held at the hotel’s Open Living Lounge, covers basic coffee knowledge, how to use an espresso machine and make the perfect espresso shot, milk frothing techniques, and the fundamentals of latte art pouring, where participants can create heart and flower designs, or try more advanced pegasus and seahorse patterns.
Guests can learn coffee basics, espresso making, milk frothing, and latte art design at INNSiDE by Meliá Bangkok Sukhumvit’s new workshop
Each workshop accommodates a maximum of two participants, with sessions held from 13.00 to 17.00 scheduled based on demand and availability.
Over lunch with WTTC’s chief Julia Simpson when she was in Singapore for the Aviation Festival Asia last month, a journalist piped up: “Sustainability is not a sexy topic. We know not to put that word in the headlines.” There was a murmur of agreement.
Sustainability is a curious thing. To say that people don’t care for it would be wrong. Our meeting with Julia, for instance, drew conversations heavy on responsible tourism development and progress in sustainable aviation. Almost all government activations and budgets now have a segment on responsible development. Even the private sector has become more strategic about what they are doing in relation to the 17 United Nations Sustainable Development Goals, and employs teams responsible for these initiatives.
Sustainability isn’t just on the lips of policymakers and business leaders. In Singapore, sustainability concepts and importance are emphasised in schools – even in pre-schools – through projects and class discussions. I am certain the same is seen in other countries.
Yet, most people don’t want the pursuit of sustainability to be a personal burden. In the space of travel and tourism, there is a disconnect between what travellers say about sustainability and the choices they ultimately make. WTTC’s Bridging the Say-Do Gap report notes that while travellers care about sustainability, data shows that cost and quality remain the dominant purchasing priorities.
There is also a difference in how sustainability news attract readers. I noticed that TTG Asia content on our own and public channels relating to hotel and tour operator efforts are more popular than those about measures taken by airlines to cut emissions. Perhaps this is because hotels and tour operators have been able to package their sustainable efforts into appealing experiences – farm-to-table lunches in the hotel’s own herb garden, electric vehicle-friendly road trips, interactions with artists of disappearing trades, etc. In contrast, sustainable aviation fuel and fuel burn may be too far removed from the travel experience or too technical to be everyone’s cup of tea.
Two heads are better than one, and I see an opportunity for travel and tourism organisations to work closer with content creators to better package and deliver the impact story in order to close the cost and conscience gap, and have all consumers understand that their travel decisions can impact the world’s journey to net zero and accept that the cost of responsible travel must be shared.
What were ASTINDO’s major achievements over the past 25 years?
A significant achievement, I must say, is the growth and long existence of our ASTINDO Travel Fair. The event, launched 15 years ago as an annual event in Jakarta, is now held twice a year and has expanded to other major cities such as Bandung, Surabaya, Bali, and Medan.
Initially focused on ticketing and outbound travel, ASTINDO’s coverage now includes support for domestic and inbound travel. On the domestic front, we were entrusted by the Coordinating Ministry of Maritime Affairs and Investment, and the Ministry of Tourism and Creative Economy (under the former Joko Widodo administration) to organise the Di Indonesia Aja (Stay in Indonesia) Travel Fair from 2023. This initiative is meant to boost the promotion of domestic tourism, and we have so far seen six successful fairs in Jakarta, Surabaya, Makassar, and Medan, thanks to initial support from banks and now the Indonesia Deposit Insurance Corporation.
To support our inbound operator members, we facilitate their participation in events like last year’s Wonderful Indonesia Tourism Fair, where we provided a pavilion for them to showcase their products. We have also begun to subsidise participation at ITB Berlin for members from secondary destinations.
Major travel companies are concentrated in major cities. How can those in secondary cities gain a larger market share?
Several regional and international airlines have expanded services to secondary cities. Airlines like Singapore Airlines, Malaysia Airlines, and AirAsia have conducted sales missions in these areas, creating an opportunity for local travel businesses to develop their local markets.
For example, although mature Jakarta travellers rarely purchase basic Hong Kong packages, such packages are still required by customers (in secondary cities). This highlights the potential for market development in these regions.
How does ASTINDO support the growth of its local members?
With 28 provincial chapters, we aim to level up the capabilities and resources of members in secondary destinations to match those in major cities such as Jakarta, Surabaya, and Bali, particularly in terms of human capital.
For example, many local agents struggle with creating tour packages, even basic itineraries. We address this through roadshows and training programmes. These training sessions – open to both ASTINDO and non-ASTINDO members – have been conducted in various destinations since before the pandemic, in collaboration with regional governments and tourism stakeholders. We also partner with tourism schools, where we invite students to participate, introducing them to ASTINDO and the travel industry as part of our efforts to attract the younger generation to join the industry.
Our training covers areas such as digital marketing, sales, ticketing, and creating quotations; as well as tailoring content to local needs.
We also recognise the potential of agents who have sizeable corporate business but who are non-IATA members. Such members are not on the radar of NTOs when they organise fam trips. NTOs would typically prioritise top airline agents and OTAs that do not sell tour programmes.
We encourage NTOs to organise and host fam trips for such agents; and to ensure they will promote and sell the destination they have visited, the agents must invest in their own tickets.
Many associations struggle with funding. How has ASTINDO managed to not only operate a secretariat but also support member development?
Initially, the ASTINDO Travel Fairs and membership fees were our primary sources of income. However, with the expansion of our programmes, we diversified by collaborating with NTOs that organise sales missions and promotions in Indonesia. Our ASTINDO Convex manages its own events, which include table-top sessions and seminars.
This creates a mutually beneficial relationship. NTOs leverage our extensive database of travel companies, and we receive management fees. We curate buyer lists based on NTO sales mission targets, including leisure, business events, and corporate markets. These NTO events are also open to qualified non-members.
ASTINDO is active in regional and international associations like FATA, ASEANTA, World Tourism Alliance, and World Travel Agents Associations Alliance. How do members benefit?
Members benefit indirectly by gaining credibility through our association with these organisations. However, the impact extends beyond our members to the country as a whole. We actively participate in these associations’ programmes and proactively seek opportunities to host events in Indonesia, which in turn benefits not only members but also the tourism industry in general.
What are ASTINDO’s future targets?
My main challenge is maintaining our achievements. With increasing numbers of travel fairs and growing competition from other associations, it’s crucial to establish a solid regeneration system to ensure a smooth transition and the long-term sustainability of what we’ve built over the past 25 years.
The hotel industry across Asia-Pacific saw strong recovery in 2024 and is expected to continue on this trajectory this year.
According to a report by Hotel Management Network, there has been year-over-year growth in revenue per available room (revPAR) in December 2024 – a typically slow month – indicating a positive outlook for 2025.
Contributing to this growth is BWH Hotels, the global hospitality network behind WorldHotels, Best Western Hotels & Resorts, and SureStay Hotels.
2024 was a year of remarkable growth, innovation and recognition for the brand, with new openings, strategic signings, and several prestigious awards across the region.
“2024 has been a landmark year for BWH Hotels, marked by substantial growth, innovation, and recognition. Our continued expansion across the Asia-Pacific region, along with the successful opening of new properties and the receipt of industry accolades, underscores our unwavering commitment to excellence.
“As we look toward 2025, sustainability will be a core focus, driving us to innovate even further, deliver exceptional experiences, and make a lasting, positive impact on both the environment and the communities we serve,” said Olivier Berrivin, vice president – APAC, BWH Hotels.
Gaining ground
The network opened more than 10 new properties alone in 2024, with notable launches in Thailand, Indonesia, China, and Japan.
Hangzhou Goethe Hotel
It achieved several firsts across various cities with the first Best Western property in Koh Samui and Best Western hotel in Jayapura, on the Indonesian island of Papua. The BWH Hotels brand also made its debut in major cities in China and Japan with the Hangzhou Goethe Hotel, a WorldHotels hotel, and the Best Western Plus Nagoya Sakae, respectively, while Bangkok saw the opening of four new hotels, solidifying the brand’s status as a leading player in the city.
In addition to these openings, BWH Hotels signed 40 new properties across key markets, including Vietnam, Thailand, Australia, and Pakistan. In Vietnam, the brand signed the first of its kind WorldHotels Residence in Hanoi and BW Premier Collection properties along the coast.
It was also a year of achievements for BWH Hotels, receiving several awards including ‘Asia Pacific’s Top Hotel Group’ at the Now Travel Asia Global Awards, and its 10th consecutive induction in TTG Travel Awards’ Travel Hall of Fame.
On a growth trajectory
This year, BWH Hotels plans to continue opening hotels throughout Asia-Pacific in Thailand, Vietnam, Indonesia, Australia and Pakistan, while the Philippines will see the return of Best Western Plus Hotel Subic.
At the forefront of its new properties, sustainability will remain a key focus as the group remains committed to environmental and social responsibility with the implementation of its global sustainability initiative, the ‘Because We Care’ programme, which focuses on three core pillars – Earth, People and Community.
As BWH Hotels continues to expand and evolve, travelers can look forward to even more exceptional stays in some of the region’s most dynamic destinations.
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As Cambodia seeks to attract more tourists to secondary and tertiary destinations, securing foreign investment in products is key.
Prak Vuthy, director of the department of overseas tourism marketing and promotion at the Ministry of Tourism, said that while primary infrastructure, including roads and airports – with Phnom Penh’s new Techo International Airport set to open in July – is continually improving and making remote areas more accessible, secondary infrastructure is essential for attracting international visitors to these outlying regions.
Cambodia aims to enhance infrastructure and secure investment to boost tourism across the country’s lesser-known regions; Phnom Penh, pictured
“We want to develop more destinations in different areas. But in some of these districts, facilities such as restaurants, hotels and other accommodation are lacking,” he said.
“We don’t necessarily need to build high-end facilities, but we do need quality facilities to make it more attractive for tourists to visit these places. To achieve this, we have to attract investors.”
Vuthy noted that the government has offered incentives, including prime minister Hun Manet’s visits to countries like Japan and South Korea, to attract foreign investment, with a focus on developing more quality homestay and community-based tourism products.
With a target of drawing 7.5 million international visitors in 2025, Vuthy stated that Cambodia must transition into a year-round destination rather than a seasonal one. The Ministry of Tourism has already rebranded the “rainy season” as the “green season”.
Vuthy said efforts are underway to collaborate with airlines, relevant government players, and tour operators to develop enticing incentive packages for the traditionally off-peak season.
He added that this would include reduced rates as part of the strategy to “make Cambodia a year-round destination”.
Entering its 13th year, Topotels Hotels and Resorts, a hotel management company in Indonesia, is expanding its portfolio and business model.
Speaking at a media luncheon to celebrate the anniversary, Yonto Wongso, CEO of Topotels Hotels and Resorts, said: “We are now expanding in a number of cities. The 90-room Ayola Signature Batam is planned to open this year. We also have an ongoing development in Cisarua, Puncak (near Jakarta) on seven hectares of land, with facilities ranging from glamping to 30 luxury villas.”
From left: Brigitta Yistina, Yonto Wongso and Rudin at the media event; photo by Dhini Oktavianti
Other projects include Ayola-branded properties in Kediri, East Java, and Papua.
Topotels Hotels and Resorts currently operates 11 hotels in Indonesia and one in Malaysia, spanning budget to upscale categories under six brands: Ayola, Ayola Express, Ayola Signature, Odua, Renotel, and Managed by Topotels. These hotels are located in Pekanbaru (Riau), Bekasi (West Java), Mojokerto (East Java), Palembang, Dolok Sanggul (North Sumatra), Jambi, Jakarta, and Medan.
Under full white-label management (managed by Topotels), the hotel group oversees the Aruna Senggigi Resort & Convention Lombok, Ramada Encore Seminyak Bali, Ramada Meridin Johor Bahru (Malaysia), Beverly Hotel Batam, and Ivory Hotel Bandung.
In addition to managing hotels under their own brands, Topotels also operates as a third-party operator.
Yonto remarked: “The business model may be new here, (but) it is common in the US, Europe, and Australia. With the (growing trend) of international hotels expanding into the franchise model, more developers are seeking third-party operators. We see this as an opportunity.”
He added that Topotels had operated a Wyndham property and is in discussions to manage a hotel in Medan. His team is also working on collaborations with Accor, Best Western, and other franchisors to expand this business model.
When asked about the choice of second-tier destinations for most of its properties and its expansion targets in Indonesia, Yonto explained: “If you look at Indonesia, it has enormous potential for growth (outside the first-tier cities). With regional autonomy, many areas need infrastructure, accommodation, and hotels.”
He added that the presence of the Trans Java toll road has opened up greater opportunities for development in second-tier cities. Additionally, the level of competition is low, making these areas more attractive for investors to “inject their money.”
While Indonesia remains the primary focus for its development, Topotels is already expanding its presence in Malaysia, a market that Yonto sees as having significant growth potential.
“There are many developments and (opportunities) in the hotel industry in Malaysia. Moreover, they need overseas talent to work in the hotels, including from Indonesia,” he said.
He discussed ongoing projects, mentioning that the Wyndham Semporna Resort, currently under construction, will feature cottages above the sea, with 188 cottages planned for the first phase out of a total of 800. He also revealed that discussions are in progress to manage a hotel in the Bukit Bintang area.
A 60-hectare jungle-themed adventure park will open near Nago, northern Okinawa, in July, promising thrills and wellness deep in nature.
Operated by Japan Entertainment Co., Junglia Okinawa will feature attractions that make use of the park’s heavily forested location, a spa with open-air baths, eateries with expansive views and night-time entertainment.
Junglia Okinawa will offer both sky- and land-based activities, along with an indoor attraction featuring animals native to Okinawa; photo by Japan Entertainment
Land-based activities include a safari journey to escape a T-Rex, an adventure to find dinosaurs and a buggy ride through the jungle. Among the sky-based offerings are tree-top trekking, bungee gliding, a freefall drop, a four-person swing and the Horizon Balloon, which offers a 360-degree view of the forest from above.
Entertainment includes acrobatics during the day and fireworks synchronised with music at night, while the spa features an indoor cave bath and natural hot spring, as well as an outdoor calcium bath and sauna.
The park will also have an indoor attraction showcasing animals native to Okinawa, particularly the neighbouring area of Yanbaru, which received UNESCO Natural Heritage status in 2021. Notable exhibits include those on the Okinawa Rail, an endangered bird species.
Japan Entertainment Co. aims for the new park to generate excitement through experiences unique to the area and provide the luxury of immersing visitors in real nature, creating a sense of freedom.
The park’s economic impact in its first year, including construction, is estimated to reach 658 billion yen (US$4.4 billion), with the creation of 70,000 jobs, according to a joint study by researchers at Kansai University and Osaka Prefecture University.
Air Astana, Singapore Airlines, Scoot, EVA Air, China Airlines, and Thai Airways are among airlines that have recently updated their policy on carrying and usage of power banks onboard their aircraft due to growing safety concerns.
In January, a malfunctioning power bank was blamed for a fire that devastated an Air Busan aircraft at South Korea’s Gimhae International Airport. The airline moved swiftly in February to prohibit passengers from keeping power banks in luggage stored in overhead cabins. Instead, power banks are to be kept close on hand so that immediate action could be taken should there be smoke or fire incidents.
Airlines tighten power bank rules after safety concerns
Rules have been tightened since, with South Korea authorities requiring passengers on all South Korean airlines to do the same starting March 1.
Air Astana Group will require all passengers to have their spare batteries, including power banks and electronic smoking devices, only in carry-on baggage, with effect from March 13.
In accordance with existing rules, the maximum allowable battery capacity is 100Wh. Batteries with a capacity between 100Wh and 160Wh require prior airline approval for transport, with a maximum of two per passenger. The transport of batteries exceeding 160Wh is prohibited. The capacity will be verified and the transportation of batteries without capacity markings or proper certification is prohibited.
Furthermore, the use of batteries to charge other devices, as well as charging the batteries themselves on board is strictly prohibited.
Over at Singapore Airlines and Scoot, the use of power banks to charge personal devices in flight will be banned from April 1. Passengers may carry power banks with a capacity of up to 100Wh on its aircraft without special approval, while those between 100Wh and 160Wh require airline approval.
Parent Singapore Airlines Group said in a statement that the new rules comply with IATA’s Dangerous Goods Regulations regarding the carriage of power banks, which are classified as lithium batteries.
Scoot had its own share of power bank-related accidents. In 2023, an overheated power bank caught fire on flight TR993 as it was taxiing to take-off from Taiwan’s Taoyuan International Airport. The owner of the power bank and his companion sustained minor burns, and the flight was rescheduled.
