The global pet industry is projected to value US$500 billion in four years’ time, and pet travel would make up between US$2 billion and US$3 billion. There are ample opportunities for travel and tourism businesses to carve out a thriving niche in pet travel, provided they all speak the same language to earn travellers’ confidence in the end-to-end journey, says Fred Barou, senior vice president for customer success management, Asia Pacific at Amadeus.
In this episode of TTG Conversations: Five Questions, Barou details the rising pet travel trend from Amadeus’ Travel Trends 2026 report, highlights what travel and tourism suppliers are now doing to be more welcoming to travellers and their pets, and reflects on improvements the travel and tourism industry can make to facilitate a smoother end-to-end journey for pets on holidays.
Design Hotels has named Aik Wee Ong as senior director Asia Pacific, strengthening its leadership team in the region.
He most recently served as deputy managing director at a Singapore-based design-and-build studio, where he led a multidisciplinary team and supported business growth.
Ong previously spent over a decade with Design Hotels, playing a key role in developing the brand’s commercial presence across Asia-Pacific and building relationships with member hotels and regional partners.
The Consortium of Inbound Tourism Alliance (CINTA) is working with industry partners to support small travel companies and product owners in Malaysia through AI-driven tourism training.
The initiative aims to help participants build their own online platforms, complete with booking engines and payment gateways, while leveraging AI tools to manage enquiries more efficiently and facilitate seamless payment processing.
CINTA’s new programme aims to equip small Malaysian tourism operators with AI and digital commerce skills
CINTA chairman Uzaidi Udanis stated the six-month training programme, which began recently, is being conducted in collaboration with Asnirez, Viator’s official connectivity partner, and Malaysia Airlines Academy.
He noted that the fully independent traveller (FIT) segment remains a largely untapped market for many local operators.
He said: “When a travel agent receives an overseas enquiry for 40 passengers compared with one for three passengers, who do you think they will prioritise? The time spent preparing quotations is the same, but the profit margins are very different.”
The programme, which includes both physical and online classes, has attracted 600 participants and is designed to equip them with the skills to become digital entrepreneurs, moving beyond the traditional role of service providers. Through innovative training, AI-powered tools and direct access to global marketplaces, participants are guided to develop their own bookable products, build destination brands and position themselves as inbound tourism leaders.
Uzaidi added that the programme aligns closely with the objectives of the Visit Malaysia 2026 campaign, which is focused on driving sustainable growth in arrivals, yield and geographic dispersal. By enhancing the digital and product development capabilities of small tour operators and product owners, the initiative supports national efforts to encourage longer stays and channel visitor spend towards community-based and experience-led tourism offerings across Malaysia.
Uzaidi said: “If we believe the industry can do more than just sell hotels and transport, then this is where the opportunity lies. By creating unique, bookable experiences that place local stories, culture and communities, we can unlock greater value from FIT travel while strengthening Malaysia’s destination appeal.”
He added that growing regional interest signals the programme’s relevance beyond Malaysia. Individual agents from Indonesia, Laos, Vietnam and the Philippines have already expressed interest, and Uzaidi said CINTA is exploring plans to replicate the initiative in other markets.
Melia Hotels International is riding the momentum of a surging interest in all-inclusive resorts to bring its Paradisus by Meliá brand to Asia. Taking over the former Meliá Bali in Indonesia, the new Paradisus by Meliá Bali seeks to provide travellers with “convenience and confidence in what they’re paying for”.
In an interview with TTG Asia, Eduardo Perera, general manager of Paradisus by Meliá Bali, noted that while interest in all-inclusive resorts is growing, options remain limited in Asia, especially at the luxury end.
Perera: we see this as a long-term positioning strategy rather than a short-term launch moment
“That presents a real opportunity for Paradisus to introduce a more elevated and experience-driven version of all-inclusive in the region,” said Perera.
According to Perera, Meliá Hotels International has vast experience in the all-inclusive holiday product across the Caribbean and Europe.
“We understand both the operational complexity and the expectations that come with the model. What differentiates Paradisus is that it moves beyond the traditional perception of all-inclusive as simply meals and drinks bundled together. With our patented Destination Inclusive concept, the guest experience transforms the traditional resort holiday into a true gateway to cultural discovery and immersion,” he explained.
At the Bali property, this concept is brought to life through locally inspired cuisine, cultural and wellness programmed as well as curated offsite experiences for guests in the premium categories.
“We are also introducing a dedicated wellness pillar focused on biohacking and longevity, alongside daily practices such as yoga, breathwork and meditation, which naturally align with Bali’s identity. The experience is underpinned by our Mediterranean essence and Spanish warmth, blended with the sincerity and hospitality of the island,” he added.
For the company, the launch of Paradisus by Meliá Bali is “both a strategic and symbolic move”.
The transformation of Meliá Bali into Paradisus by Meliá Bali signalled the “next stage of our growth” as well as the arrival of the all-inclusive brand in the region.
While the product has started to welcome guests, Perera said there is still much work to be done.
“We see this as a long-term positioning strategy rather than a short-term launch moment,” he remarked. “From a commercial standpoint, building awareness is key. Because the luxury all-inclusive model is still developing in Asia, we are placing strong emphasis on trade education and partnerships to clearly communicate what the product includes and how it differs from more conventional resort offerings.”
Paradisus by Meliá Bali will take a balanced approach to its market mix, with an initial focus on markets already familiar with the all-inclusive concept to gain a strong start.
South-east Asian markets are next on the agenda, as travellers from the region are “increasingly seeking shorter, wellness-led escapes that require minimal planning, and the all-inclusive format lends itself well to that demand once the proposition is clearly understood”.
Perera emphasised that the resort has been intentionally designed to cater to different segments. For couples and adults seeking privacy, The Reserve offers a dedicated adults-only environment with its own rooms, pool and beach areas, as well as exclusive dining spaces. For families, the Family Concierge concept provides tailored suites, dedicated check-in, and family-focused amenities, alongside facilities such as the Aquazone water park and Teens Club.
Private villas, complete with personalised service, are ready for guests expecting a high-end stay.
Paradisus by Meliá Bali has also kept high-end corporate incentive groups in mind – there are eight meeting rooms, a grand ballroom, flexible outdoor event spaces, and eight restaurants on property that welcome a range of gatherings.
Facilities are carefully designed with zoning in mind, allowing corporate groups to operate with privacy and focus, and without disruptions to other leisure guests.
H World Group has introduced Hanting Inn, a new economy hotel brand positioned to support asset-light expansion and respond to shifting travel demand.
As an extension of the Hanting brand family, Hanting Inn is designed to broaden market coverage through a lower investment threshold, simplified construction standards and flexible location requirements.
A model family room at Hanting Inn, H World Group’s newly launched economy hotel brand
The brand is intended to facilitate faster rollout, particularly in lower-tier cities and price-sensitive markets, while strengthening H World Group’s presence in the economy segment. H World Group said the launch reinforces its long-term focus on scalable, asset-light growth and continued expansion in the economy hotel segment.
The concept is structured to support conversion and renovation of existing properties, offering an adaptable model for owners and investors. H World Group said the brand is built around four operating principles – Light, Fast, Efficient and Profitable – aimed at reducing capital intensity and shortening time to opening.
Modular renovation standards and streamlined processes are designed to lower development costs, while flexible room configurations, including multi-occupancy family rooms, aim to optimise space utilisation and revenue potential.
Hanting Inn will leverage H World Group’s centralised procurement system, digital management platforms and operational support infrastructure. The brand will also integrate into the group’s loyalty ecosystem, which includes more than 300 million members.
As of September 30, 2025, 4,531 Hanting Hotels were in operation across the network, providing scale and operational infrastructure to support the rollout of Hanting Inn.
Nobu Hospitality will enter the Maldives market with the development of Nobu Hotel, Residences and Restaurant Maldives in Laamu Atoll.
The project, located on the private island of Munyafushi, is being developed in partnership with Sarat International and marks the brand’s first property in the country.
Nobu Hospitality expands into the Maldives with a mixed-use resort and branded private island residences
The resort will comprise 26 one- and two-bedroom beach villas and 30 one- and two-bedroom overwater villas. The design will reflect Nobu’s established aesthetic, incorporating natural materials and a layout intended to integrate with the surrounding landscape.
A key component of the development is a collection of 10 Nobu Island Estate Residences, each situated on a separate private island. The residences will offer private beachfront access and dedicated facilities, while maintaining connectivity by boat to the hotel’s amenities, including dining venues, spa and leisure facilities.
The Nobu restaurant will be located on its own island within the development and will feature a bar and lounge serving the brand’s Japanese-Peruvian cuisine. Additional facilities are planned to include a spa, fitness centre, diving centre, tennis courts, event space and a main swimming pool.
Trevor Horwell, CEO of Nobu Hospitality, said: “As part of the new generation of Maldives hotels, we aim to set a new standard of rarity. Our priority is to create a superior island experience rather than follow a formulaic approach – one where design, world-class dining, and the natural environment harmoniously co-exist.”
Ali Ahsan, managing director, Sarat International, added: “From the outset, our shared vision has been to create a destination that feels both rare and deeply connected to its natural surroundings. The Nobu Hotel, Restaurant, and Island Estate Residences represent a truly unparalleled opportunity – private islands that combine thoughtful design, exceptional craftsmanship, and world-class hospitality. We look forward to bringing this extraordinary retreat to life and welcoming discerning owners and guests.”
The Hilton Global Foundation, the global philanthropic arm of Hilton, has invested US$5.4 million in 18 non-profit organisations around the world. The commitment supports initiatives that expand career opportunity, advance community resilience and make the world better to travel.
The funding represents the foundation’s largest annual investment to date.
Ocean Purpose Project, pictured, is among the Asia-Pacific organisations receiving funding through the Hilton Global Foundation’s latest grant round
The grants align with Hilton’s Travel with Purpose strategy, the company’s corporate framework designed to drive impact and deliver value for its people, hotels, communities and guests. Grantees are working to expand pathways into hospitality careers, equip young people with job-ready skills, address food insecurity and reduce waste while strengthening economic and community resilience.
According to the foundation, this year’s programme is expected to create more than 170,000 learning and career opportunities, provide more than 400,000 meals to people in need, and prevent nearly 158,757 kilogrammes of carbon emissions from food waste.
The release lists recipient organisations across the Americas, Asia-Pacific, and Europe, the Middle East and Africa. In Asia-Pacific, funded organisations include Planet Water Foundation, Hands On Tokyo, Ocean Purpose Project, Streets International and the Tourism & Hospitality Skills Council of India.
Activities supported by the grants include mentorship programmes, job-readiness training, hospitality skills development, hygiene services, clean water access initiatives and food system programmes.
The foundation states that its role is to support partners that strengthen communities connected to travel and tourism through training, employment pathways and resilience building.
Katherine Lugar, executive vice president, corporate affairs, Hilton and president of the Hilton Global Foundation, said: “Together with this year’s Hilton Global Foundation grantees, we are delivering impact far beyond what any one organisation could do alone. The work of these phenomenal organisations will expand access to learning and career opportunities, protect the destinations we love, and ultimately, help to build brighter futures and stronger communities.”
Following its successful inaugural hosting of Japan’s largest travel event, Tourism Expo, in September 2025, the Chubu region in central Honshu is gearing up to welcome a greater share of the country’s booming inbound tourism market, which reached 35.5 million in the first 10 months of 2025.
Located between the Tokyo metropolis in the east and Osaka in the west, Chubu comprises nine prefectures (Aichi, Fukui, Gifu, Ishikawa, Nagano, Niigata, Shizuoka, Toyama and Yamanashi) and is home to sites like Mount Fuji, the Sea of Japan coast, and cities such as Nagoya.
Shizuoka promotes culinary tourism, highlighting its famed eel dishes and green tea heritage
Tourism Expo brought the nine prefectures together in a joint showcase of their new and upcoming offerings, many of which are designed to be unique to Chubu.
One example is the Toilet Museum, which was opened in 2025 in Tokoname, Aichi Prefecture, a major centre of ceramics and the base of toilet manufacturer Inax. The facility traces the evolution of Japanese toilets from centuries ago to the present day, including how they have attracted global attention for their cleanliness and advanced technology in recent years.
Tourism stakeholders say they are encouraged by the uptick in inbound visitors to the region. According to the Japan Tourism Agency’s 2024 Accommodation Travel Statistics Survey, Ishikawa has seen “particularly strong growth” in overnight stays by international travellers.
Yutaka Kanai, chairman of the Hokuriku Economic Federation, attributes the trend to easier access due to the 2024 extension of the Hokuriku Shinkansen that connected Toyama, Ishikawa and Fukui.
In addition, “the area is becoming more popular as it offers an abundance of spots and contents where people can experience Japan’s unique culture and history”, said a Japan National Tourism Organization spokesperson.
Examples include Togura Kamiyamada Onsen, Nagano Prefecture, where visitors can not only watch dance performances by geisha but also play games with them and don kimono for strolling around the historic townscape. Listed in the Top 100 Green Destinations Stories 2025, the experiences are described as “not merely entertainment but representing a form of living culture deeply embedded in the community”.
Yamanashi Prefecture highlights wine tourism and Mount Fuji views as inbound arrivals grow
Nearby accommodation Kurabito Stay, which allows travellers to stay inside a renovated brewery and help in sake production, has been recognised in the Japan Tourism Awards 2025 for its “sustainable regional revitalisation model”.
On the Chita peninsula, Aichi Prefecture, the tourism council is leaning into experience-focused products. Due to the area’s long history with fermentation and renown as a centre for umami, work is underway to develop culinary offerings, to tap into the 1.2 trillion yen (US$7.5 billion) spent on food and drink by travellers in Japan in 2024.
“We’ve had good feedback on international monitor tours of production facilities that included tastings of soy sauce and miso, the secret of washoku cuisine. Now we want to offer a package: tours (and) meals using the produce and souvenirs,” said Masahiro Hara, director of the council’s business promotion office.
Other areas are showcasing their cuisine overseas to entice travellers, with Hamamatsu, Shizuoka Prefecture, holding a fair in Singapore in August 2025 to sell its renowned eel dishes and introduce locations where they can be enjoyed.
In ecotourism, meanwhile, “increasing desire for unique rural adventures and cultural immersion is fuelling investments in ecolodges and green transport in Chubu”, according to IMARC Group. The market research company expects Japan’s ecotourism market to grow from US$13 billion in 2024 to US$35 billion by 2033, a compound growth rate of 11.5 per cent over the period.
Other investors are following suit, resulting in significant ongoing infrastructure development in the region.
In 2024 alone, Nagoya saw the opening of four business hotels as well as luxury hotels such as The Royal Park Hotel Iconic Nagoya, whose 264 keys showcase the city’s craftsmanship and manufacturing expertise.
Elsewhere in Chubu, the Kamenoi Hotel completed a renewal of the guest rooms, lobbies and restaurants at its Atami property in March 2025, followed by a renovation of its Yaizu hotel in July 2025.
Over fiscal 2026-2033, Meitetsu Nagoya Station will be transformed to create a new bus terminal and improved railway infrastructure that will boost capacity and access via two new railway platforms and a dedicated platform for trains bound for Centrair International Airport.
Two new mixed-use skyscrapers on the site will feature shops, eateries, and a 150-key Andaz Hotel, which is scheduled to open after 2034.
You’ve been around for 25 years now. What do you think is one of the biggest shifts in the definition of luxury during that time?
Twenty-five years ago, luxury was mostly defined by big assets like opulent hotels and boats. That always interested us because our company was never interested in what guests do inside the hotel; we focused on what we could take them to do outside. Especially in the last decade, and particularly since Covid, people are spending far more time outside the hotel seeking luxurious, meaningful experiences. They want genuine street food experiences and unique local encounters that aren’t staged for photo ops, but rather involve participating in local culture alongside artists, conservationists, habitat preservers, and textile makers. True luxury is now about bespoke, unique experiences that your friends haven’t done and that cannot be simply bought on the internet. That’s exactly where Smiling Albino has always wanted to be.
How do you embrace sustainability while creating ultra-luxury experiences?
From day one, right up to day 9,500 – I count our journey in days, not years – sustainability has always been about people, communities, partnerships, and paying things forward. We asked our very first guides a naive question: “What do you want to be paid?”
We approached suppliers with a quality-first initiative, asking what they needed to be paid to be happy and fair, rather than demanding the lowest price we could get. In fact, I don’t think we negotiated a contract in our first 15 years. We wanted to know what the bicycle repair person actually needed, approaching the industry by asking what was best for everyone, including local people and partnerships.
While there’s talk of tension between sustainability and ultra-luxury travel, I see our trips as the ultimate contributor to sustainability. The economic footprint of an ultra-wealthy client’s trip trickles out to hundreds of people, going several suppliers deep into transport, food, crafts, and village traditions. Instead of a restaurant, we might hire an entire village to host and join us for lunch, hiring people to decorate the tables. We bring high-net-worth travellers into the real lives of Thai villages in Isan, remote Lao villages, and northern Vietnamese villages for massive economic impact. It’s never for staging purposes; it’s about genuinely celebrating and sharing local culture.
When did you start hosting billionaires?
About a decade ago. Ironically, when my great friend Scott Coates and I started Smiling Albino in 1999, our mission was entirely about going off the beaten track. We avoided Chiang Mai and Phuket, heading instead to remote parts of Chiang Rai, Mae Hong Son, and Isan. We literally drove 100cc motor scooters for five days to create highly original experiences away from the crowds. We biked, hiked, paddled, and visited monks in caves. Eventually, these gritty, immersive adventures became famous in higher circles. Wealthier travellers started asking us to arrange trips, but noted: “We’re not going to drive a scooter. We need a luxury van. We have a private jet.” By building authentic adventures, the wealthier clientele simply found us.
Where do these ultra-high-net-worth individuals stay?
Naturally, we use the region’s top properties, from the Four Seasons to the Mandarin Orientals. We also utilise small private properties like Pa Sak Tong in Chiang Rai or the beautiful P’apiu Resort in the extreme north of Vietnam. But our greatest achievement over the last two or three years is convincing these guests to forego five-star accommodation entirely.
Exactly a year ago, we organised a seven-day Laos trip for a well-known international billionaire who is a James Bond-type character. We exclusively used charming three-star homestays and guest houses, booking them privately and elevating the spaces by adding customised lighting, fixtures, and design elements – all of which we left behind as gifts.
At the end of Covid, we even transformed a coffee shop in a highly remote part of Isan into a boutique hotel suite. We asked the family who owned it if we could upgrade the beautiful room in the back, bringing in our own linens, lamps, and shelves, which they found amazing. By focusing on comfort and happiness, we create luxury out of basic resources, allowing guests to open their doors directly to the kind of beautiful nature you can only access at remote guest houses.
Looking forward to 2030, what is the next big thing for Thailand’s tourism economy and the Smiling Albino experience?
I believe Thailand recognises the shifting global sands and will increasingly follow a quality-over-quantity model. I didn’t believe this 10 years ago, but I see the country shifting focus toward luxury, quality tourism today. I hope Thailand provides real investment incentives for secondary destinations to pull travellers away from Samui, Phuket, and Chiang Mai, taking them instead to places like Nan, Phayao, and Mae Hong Son. That is exactly what Smiling Albino will focus on. Our mission is to draw the world’s most discerning travellers to South-east Asia, cementing Thailand as the ultimate exotic destination for those willing to go entirely off the grid. We will continue pulling luxury travellers away from five-star hotels and massive city centres to create deeply meaningful, local experiences.
Ong previously spent over a decade with Design Hotels, playing a key role in developing the brand’s commercial presence across Asia-Pacific and building relationships with member hotels and regional partners.
You’ve been around for 25 years now. What do you think is one of the biggest shifts in the definition of luxury during that time?
