TTG Asia
Asia/Singapore Wednesday, 15th July 2026

Australia’s visa fee hike draws industry concern

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Australia’s tourism industry has questioned the timing and rationale behind a surprise increase in visitor visa application charges, warning that the additional costs come at a time when the country is competing fiercely for international visitors.

From July 1, the application charge for Australia’s Visitor visa (subclass 600) increased 25 per cent from A$200 to A$250 (US$140 to US$175), while the Working Holiday Maker visa rose from A$670 to A$840 as part of the Federal Government’s update to visa application charges.

Australia’s tourism industry says higher visitor visa charges could make the country less competitive in attracting international travellers; Sydney Kingsford Smith Airport, pictured; photo by Stepan Skorobogadko

The changes are particularly relevant for many of Australia’s priority growth markets in Asia, including China, India, Indonesia and Vietnam, whose passport holders generally require a Visitor visa to enter Australia. By comparison, eligible travellers from countries including Singapore, Japan and South Korea can enter using the A$20 Electronic Travel Authority (ETA).

A spokesperson for the Department of Home Affairs said Australia remains an attractive destination and that the higher charges were unlikely to materially affect visitor demand.

“There is strong global demand and growing interest in visiting, studying, working and migrating to Australia,” the spokesperson said.

“For tourism and business visitors, aggregate increases to the Visa Application Charge are small and are a very minor consideration when compared to the overall costs of their visit.”

The department added that it is standard practice not to announce visa application charge changes ahead of their implementation.

Tourism & Transport Forum Australia CEO Margy Osmond said the different entry costs created an uneven experience for markets Australia was actively trying to grow.

“It certainly creates a different experience depending on where you’re travelling from,” she said.

“Some of the markets Australia is investing heavily in to grow are also the ones facing the highest visa costs and the biggest hurdles.

“If we’re serious about increasing visitation from Asia, we need to ask whether our visa settings are helping us compete or making it easier for travellers to choose another destination.”

Osmond said every additional cost made Australia more difficult to sell in an increasingly competitive global tourism market.

“Australia is in a global race for visitors and every extra cost makes us a harder sell,” she said.

“These fee increases might not sound like much for those unaffected, but for families or groups deciding where to travel, it’s another reason to choose somewhere else.”

She noted the visa increases follow the Federal Government’s decision to increase the Passenger Movement Charge from A$70 to A$80 next year, arguing that travellers consider the total cost of visiting a destination rather than individual charges in isolation.

Osmond also questioned the lack of advance notice given to the tourism industry, saying travel is typically planned months ahead and that travel agents, tour operators and visitors should have sufficient time to prepare for changes affecting the cost of travel.

The Australian Tourism Export Council (ATEC) also criticised the increases, warning that they risk eroding Australia’s competitiveness against destinations including Canada, New Zealand, Japan and the UK.

ATEC managing director Peter Shelley said the latest increases should be viewed in the context of successive rises in recent years, with the Working Holiday Maker visa now costing almost 65 per cent more than it did in 2022.

“The concern isn’t simply this latest increase; it’s the cumulative impact.

“International travellers compare destinations on value, affordability and ease of access, so when visa costs continue to rise, it reinforces the perception that Australia is a more expensive and more difficult destination to visit.”

He added that working holiday makers contribute significantly to regional tourism businesses and seasonal workforces, arguing they should be treated separately from broader migration policy.

“If the government is serious about growing the visitor economy and supporting regional Australia, policy settings should encourage international visitors, not gradually price Australia out of the global tourism game,” he said.

Next phase of growth

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You have a strong background in luxury hospitality. How do you see luxury hospitality changing through the decades?
One big change I have seen over the last few years is that we are moving away from the product-led hospitality model, where luxury hospitality is defined by silverware, heavy curtains and thread count. I know the word experiential is overused, but we need to move away from being so focused on the product. Yes, the product is table stakes when you want to play in that level, but you can no longer differentiate or compete on product alone.

The way to compete now is to be the custodian and the bridge to the destination you operate in. So, you need to create great moments and connections that will truly transform the hotel experience.

Another big change in luxury hospitality relates to wellness and longevity. This is now a massive component in the traveller’s decision-making process. It influences where they will travel and where they will stay. Hotels will need to be ready with infrastructure and offerings that relate to wellness and longevity.

I am also seeing branded residences coming up in a big way in the ultra-luxury space.

I came across this term, hedonistic adaptation, at the ILTM Asia Pacific 2026 Opening Forum. It refers to the tendency for humans to get used to good things very quickly and then for them to regard the same good things as their next new normal. If luxury travellers are so used to all the great things, how can you make sure they continue to be wowed and impressed by Capella and Patina on their return?
That’s a very good question. When we do exceed a guest’s expectation, that delivery becomes their new service benchmark.

Well, I do believe in perpetual creativity and innovation. I believe we have to constantly understand our guests better – where they are on their journey, with their family, professionally, health-wise, etc. The more information we have about our guests, the better we can create a moment and a connection with them when they come to stay with us.

I also believe that people are curious, they want to connect with the destination where we operate in. They want the hotel to be the bridge to the destination. Capella hotels are big on cultural impact; they do a lot of show-and-tells and rituals through the Capella Culturists (who act as chief storytellers and hotel historians). On the other hand, Patina hotels use more creative and lifestyle programming, connecting guests and destination with music and art.

Our brands are not about younger or older guests. Rather, they speak to guests at different moments in their life. Perhaps there is a moment that you prefer cultural immersion, so you go to a Capella, and then another time when a Patina is what you would like.

The wider travel and tourism industry has been calling for more responsible consumption by travellers and responsible development by hospitality organisation. Do you see luxury hospitality’s evolution benefitting this call to action?
Being a responsible citizen is a clear part of our strategy. We are involved in the community of where we operate, such as through the support of local schools, and we are in the recycling and regeneration game. For example, we have coral propagation programmes that we integrate into guests activities. We have self-sufficient herbs and vegetable gardens at some of our hotels.

Sustainability is omnipresent. Hospitality businesses must be seen to make responsible behaviour a cohesive part of their brand proposition and guest experiences. Our coral propagation programmes, local art showcases and farm-to-table offerings allow our guests to be part of the responsible movement while inviting them to experience something unique to the destination.

In your newest career adventure, you are president of Capella Hotel Group. Your appointment press release says you will spearhead the group’s global expansion to double the current portfolio by 2030. How will this portfolio expansion happen?
You need to visualise our portfolio as a jewellery box, where we have 10 beautiful Capella and two Patina assets mostly in Asia-Pacific. We have a selective approach to how we are growing the Capella and Patina brands.

With the Capella brand, we are opening in Nanjing at the end of 2026 – the third Capella in China after Shanghai and Hainan. Nanjing was once the ancient capital of the Six Dynasties, giving us a valuable and storied location to position a hotel. We will also open in the Middle East and Italy – the brand is growing.

But the real growth potential lies in Patina because it is a more agile brand. It can be placed in locations with art and music, and built a little bigger if necessary, giving developers more flexibility to enter primary markets. It can also be positioned in secondary markets and resort destinations. Patina can reach 20 hotels very quickly, and then we will take it from there.

We will open Patina Tianjin – the first Patina in China – at the end of 2026.

Capella Kyoto and Patina Osaka are some of the group’s newest openings in Asia. What is outstanding about them?
Patina Osaka is located just steps from Osaka Castle and in a spot that is not obvious, so that grants guests more serenity. It has a listening room designed with Devon Turnbull’s immersive audio systems, a culinary programme that embraces the 72 micro-climates of Japan, and limited-edition merchandise that is designed in collaboration with Verdy, a highly influential Japanese graphic artist and designer based in Tokyo.

We have just opened Capella Kyoto in the historic Miyagawa-cho district, beside Kenninji Temple. Acclaimed Japanese architect Kengo Kuma restored and rebuilt the hotel that Capella Kyoto occupies, using wood and stones from around the area. We have woven local culture into the fabric of the hotel; we have an arrangement for local maikos (a young apprentice geisha) to come and interact with our guests, to share their training journey and priorities.

Lastly, since you are in the business of luxury hospitality, what delights you? I imagine you must be the hardest guest to please.
I am deep down an operator who comes out of the kitchen and learn details. Luxury is made up of layers, architecture and space. When I tour hotels, I notice details and touches that employees get right. It could be the way the shaving kit was set up, or how my needs were anticipated.

If you have been on the road for four or five hours, you don’t want a bottle of champagne on arrival. You may need hydration foods or a short treatment at the spa.

I notice these details and the interpretation of individuality in service.

Thailand opens new Sadao-Malaysia road to strengthen cross-border tourism

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The Tourism Authority of Thailand (TAT) expects a new road linking Thailand and Malaysia to boost cross-border tourism and improve access to southern Thailand following its official opening on July 10.

The road connects Sadao Customs House in Songkhla with the Bukit Kayu Hitam checkpoint in Kedah. The opening ceremony was jointly officiated by Thailand’s prime minister Anutin Charnvirakul and Malaysian prime minister Anwar Ibrahim, alongside senior government officials from both countries.

The new road linking Sadao in southern Thailand with Bukit Kayu Hitam in Malaysia is expected to improve cross-border tourism and regional connectivity

TAT said the new connection supports the government’s Ease of Travelling policy and cooperation under the Indonesia-Malaysia-Thailand Growth Triangle framework. It is expected to shorten travel times, encourage overland tourism and strengthen southern Thailand’s role as a gateway linking Thailand, Malaysia and Singapore.

Malaysia remains Thailand’s second-largest inbound market after China, with 2,142,904 arrivals recorded between January 1 and July 8, 2026, against a full-year target of 4,825,000 visitors. Demand is driven by independent and repeat travellers, weekend breaks and family holidays, with strong interest in gastronomy, culture, wellness, beaches, nature, shopping and local experiences.

To capitalise on the improved connectivity, TAT’s Kuala Lumpur office is expanding joint promotions with airlines, online travel platforms, travel agents and tourism operators, alongside campaigns targeting self-drive travellers, motorcycle groups and touring communities.

The tourism board is also preparing to launch its New Hat Yai campaign, inviting Malaysian opinion leaders to showcase new experiences in Hat Yai while encouraging travel to nearby destinations including Phatthalung, Trang and Nakhon Si Thammarat. Other initiatives will include roadshows, familiarisation trips, influencer campaigns, Muslim-friendly tourism promotions, sporting events and incentive travel programmes.

TAT governor Thapanee Kiatphaibool said: “The new Sadao road creates an opportunity to transform a border crossing into a regional tourism corridor. Connecting travellers more efficiently to Hat Yai and destinations across southern Thailand can encourage longer stays, wider travel and greater spending in local communities.”

TAT said it will continue working with relevant authorities and industry partners to strengthen visitor assistance and support safe travel through the Sadao gateway and onward destinations.

The new Sadao connection, together with expanding road, rail, maritime and air links, is expected to improve access across southern Thailand and reinforce the country’s long-term role as an ASEAN tourism hub.

Changi Airport completes first satellite gate for remote aircraft stands

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Changi Airport Group (CAG) will begin operating its first satellite gate from August 2026, introducing a dedicated boarding facility that gives passengers using remote aircraft stands access to aerobridges for the first time.

Located on the airfield, the satellite gate is equipped with two aerobridges, allowing passengers to board and disembark under cover after travelling by bus from the terminal. It is designed to support both narrowbody and widebody aircraft.

Changi Airport’s new satellite gate provides sheltered boarding and disembarkation for flights using remote aircraft parking stands; photo by Changi Airport Group

Around 98 per cent of passenger flights at Changi already use contact gates with aerobridges. The remaining flights operate from remote stands, which are used to maximise apron capacity during busy periods. The new facility extends the use of aerobridges to these flights while providing a sheltered boarding experience.

The 200m² facility features an air-conditioned waiting area and a gently sloping 60m ramp to improve accessibility for wheelchair users, seniors, families with strollers and passengers travelling with wheeled luggage. Arriving passengers will disembark through the satellite gate before transferring by bus to the terminal.

CAG said the facility was also designed to provide a more comfortable working environment for airport staff involved in remote flight operations.

The satellite gate is powered entirely by rooftop solar panels, with electricity stored in an off-grid battery system. Smart building technology automatically activates air conditioning based on flight schedules and wirelessly alerts maintenance teams to electrical faults.

Koh Ming Sue, executive vice president, engineering and development, CAG, shared: “Every element of the satellite gate has been designed with passenger experience, universal accessibility, staff-friendliness and operational practicality in mind. As we continue to enhance Changi’s infrastructure, we are also integrating environmental sustainability features and smart technology into new developments to reduce carbon emissions, strengthen operational resilience and improve service efficiency.”

Since May 2026, more than 500 airport staff have taken part in training and operational trials. CAG will use selected passenger flights to test boarding, arrivals, accessibility features and ground handling processes before assessing plans for additional satellite gates.

Yeo Kia Thye, managing director, airport operations control, CAG, said: “As passenger traffic continues to grow ahead of the opening of Terminal 5 in the mid-2030s, remote stand facilities such as the satellite gate will play an increasingly important role in supporting Changi Airport’s operations especially during peak periods.”

Asai Hotels expands in Southern Thailand with Hat Yai, Phuket signings

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Dusit International will expand its lifestyle brand, Asai Hotels, in Southern Thailand after signing management agreements for new properties in Hat Yai and Phuket.

Scheduled to open in 2028 and 2029 respectively, Asai Hat Yai and Asai Patong Phuket will strengthen the brand’s domestic presence, targeting travellers seeking locally connected stays at accessible rates.

Asai Hat Yai will bring the lifestyle brand to one of Southern Thailand’s main commercial and tourism hubs

Asai Hat Yai will be located on Samchai Road in the city centre and comprise 116 guestrooms, an all-day dining restaurant, café and bar, co-working spaces, meeting facilities and a fitness centre. The hotel aims to capitalise on Hat Yai’s position as a commercial and tourism gateway between Thailand and Malaysia.

Asai Patong Phuket will feature about 85 rooms, a ground-floor café and social space, rooftop swimming pool and fitness centre. Located five minutes from Patong Beach, the hotel is designed as a base for travellers looking to explore Phuket beyond its traditional resort offering.

Chanin Donavanik, Group CEO, Dusit International, said: “Today’s travellers are increasingly looking beyond traditional hotel stays. They want places that reflect the character of their destination, provide opportunities for connection, and deliver meaningful experiences without compromising on quality or value.

“Asai Hotels was created with these evolving expectations in mind, and the signing of Asai Hat Yai and Asai Patong Phuket demonstrates our confidence in the long-term potential of Thailand’s lifestyle hospitality segment. Both destinations have their own unique energy and strong growth prospects, and we look forward to introducing hotels that connect guests with the communities, culture, and experiences that make each location special.”

The openings follow the launch of Asai Bangkok Chinatown in 2020, with the brand now operating hotels in Bangkok and Kyoto. Its expansion will continue with Asai Gamuda Cove in Malaysia in 3Q2026, followed by Asai Oslob Cebu in 2027 and Asai Camaya Coast in 2028 in the Philippines.

Shangri-La links Hong Kong and Shenzhen with twin-city stay

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Island Shangri-La Hong Kong has launched Twice the Wonder Journey, a twin-city package that combines stays in Hong Kong and Shenzhen with private cross-border transfers and personalised travel services.

The campaign links Island Shangri-La Hong Kong with Shangri-La Nanshan Shenzhen and Futian Shangri-La Shenzhen, allowing travellers to explore both cities through a single itinerary. The package includes private door-to-door transfers, itinerary planning, digital payment assistance and local recommendations to simplify cross-border travel.

The Twice the Wonder Journey package links stays in Hong Kong and Shenzhen with private cross-border transfers and personalised travel services

In Hong Kong, guests can stay at Island Shangri-La, with easy access to attractions including Tai Kwun and the West Kowloon Cultural District. Across the border, Shangri-La Nanshan Shenzhen provides access to Nantou Ancient City and OCT-LOFT, while Futian Shangri-La Shenzhen is located near the city’s business district, museums and high-speed rail links.

The package includes daily breakfast, a HK$800 (US$102) hotel credit per stay at Island Shangri-La Hong Kong, a 800 yuan (US$111) dining credit per stay at Shangri-La Nanshan Shenzhen and Futian Shangri-La Shenzhen, Shangri-La Circle points, room personalisation and pre-arrival planning services.

For more information, visit Island Shangri-La Hong Kong.

Accor, Sun Group sign Vietnam hospitality pipeline with 5,300 keys

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Accor and Sun Group have expanded their partnership with a strategic agreement to develop more than 5,300 hotel, resort and serviced residence keys across Vietnam over the next five years.

The projects, located in destinations including Phu Quoc and Danang, will introduce several Accor brands to Vietnam for the first time, including Sofitel Serviced Residences, Swissôtel Living, Tribe and Ennismore’s lifestyle brand SO/. The agreement will also expand the presence of MGallery, Grand Mercure and ibis Styles.

The agreement will see the development of more than 5,300 hotel, resort and serviced residence keys across Vietnam over the next five years

The first phase of the portfolio includes Bana Hills Hotel Danang – MGallery Collection (250 keys), Ruby Beach Hotel – MGallery Collection (180 keys), SO/ Phu Quoc Ruby Beach (300 keys), Grand Mercure Phu Quoc Ruby Beach (250 keys), Tribe Hon Thom Phu Quoc (321 keys) and ibis Styles Hon Thom Phu Quoc (588 keys).

Accor currently operates 45 hotels in Vietnam, making it the group’s third-largest market in Asia, excluding India and China. The new agreement will further expand its presence across the country’s hospitality market.

Sébastien Bazin, chairman and CEO, Accor, said: “We remain focused on expanding our network in destinations that offer travellers more meaningful ways to connect with the culture and natural beauty of the country. These developments will bring a diverse mix of brands and experiences to market, creating new opportunities for tourism and contributing to Vietnam’s continued growth on the global stage.”

Dang Minh Truong, chairman of the board of directors, Sun Group, added: “This landmark agreement with Accor marks an important step in that journey. By bringing Accor’s diverse hospitality ecosystems and new experiences to Vietnam, we are not only elevating hospitality standards but also enhancing the attractiveness and competitiveness of our destinations, generating economic opportunities, and contributing to the sustainable growth of Vietnam’s tourism industry.”

Ascott loyalty programme nears 10-million-member mark

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The Ascott Star Rewards (ASR) loyalty programme, which debuted in 2019, is on track to reach 10 million members by the end of 2026, with strong interest and sign-ups largely driven by stay packages and rewards built around exclusive experiences.

Tan Bee Leng, chief commercial officer at Ascott, said special sporting event collaborations have contributed strongly to ASR’s double-digit membership growth.

The Bridge Suite at Citadines Sudirman Jakarta is one of Asia’s first Chelsea-themed hotel suites, introduced by Ascott as the Official Hotels Partner of Chelsea Football Club

In tracking new sign-ups, Ascott has found that many new ASR members are drawn by the opportunity to access exclusive activities at high-profile sporting events.

Ascott has an ongoing partnership with Chelsea Football Club (CFC), with both parties curating special guest experiences centred on celebrity engagements and watch parties. In April, Ascott brought football legend Jimmy Floyd Hasselbaink to Hanoi for a two-day fan engagement event held across Ascott Tay Ho Hanoi, Oakwood Residence Hanoi and Somerset West Point Hanoi.

Ascott is now exploring possible CFC engagements in Jakarta next month when the club makes a pre-season tour of Asia, including a stop in the Indonesian capital.

Tan shared that Chelsea-themed suites across Ascott’s properties in Jakarta are now sold out, indicating an active Asian fanbase and strong appetite for sports-related travel.

Ascott has also conducted activations around the Wimbledon Championships and Roland-Garros, where guests could book room packages that included event tickets or gain access to invitation-only engagements with sporting celebrities.

While many Ascott guests can afford tickets to major sporting events, some face the challenge of securing seats for high-demand fixtures.

“So, we found access for them. We offer stay packages that include match tickets and quality hospitality – something that our affluent guests value,” said Tan, adding that access to “money can’t buy” experiences will build loyalty.

Tan added that some guests had joined ASR even though they were not sports fans, hoping instead to gain access to Ascott’s special events and packages for friends and family.

“Some are determined to stay and earn points for special event redemption for their loved ones to enjoy, while others enjoy collecting special merchandise (that are tagged to sports exclusives organised by Ascott),” Tan told TTG Asia.

Ascott’s ability to feature sporting personalities such as Hasselbaink and Chinese professional tennis player Zheng Qinwen at guest engagement events reinforces its reputation for creating exclusive moments for guests – something that existing and prospective real estate owners also appreciate.

When asked whether sports-related and celebrity-led perks were more popular than traditional points redemption for travel purchases, Tan said membership benefits are designed for different profiles of ASR members.

“Airline perks and points are more appealing to guests who are strategic with point accumulation and get a thrill out of scoring a free stay or flight. On the other hand, sporting event perks cater to guests who value exclusive experiences,” she explained.

Tripseed sets global first with Fair Tax Mark accreditation

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Thailand-based Tripseed has become the first company in the world to be awarded the Fair Tax Mark under the UK-based Fair Tax Foundation’s new National Business Standard, launched during Fair Tax Week 2026 in June. The standard allows businesses outside the UK that operate in a single country, such as Tripseed in Thailand, to be awarded the Fair Tax Mark.

The certification recognises companies that transparently pay corporation tax in the right jurisdiction and at the right time. Tripseed pursued the standard to challenge the industry’s existing economic sustainability frameworks, arguing that tax conduct remains an overlooked dimension of local tourism benefit.

Tripseed is the first company globally certified with the Fair Tax Mark under the new National Business Standard, and the first travel company and Thai business certified under any Fair Tax Foundation standard; photo by Tripseed

Ewan Cluckie, co-founder and chief growth officer at Tripseed, said: “Over the last three years we tried to measure how much (of the economic benefit that we generate) is retained in the destination – and then we ran into a wall during that process. So much of this industry runs on offshore revenue recognition and opaque ownership structures that you often can’t tell from any public record how much a tour operator actually retains locally. The money may never even touch a Thai bank account.

“Tripseed was really founded on one core idea, and that’s that tourism should leave more behind in the places it touches than what it takes out. We measure how much of every trip stays in the local economy. We choose our suppliers on that basis. Our whole business is organised around local economic retention and the quality of the money that is retained.”

He added: “That was the moment tax moved to the centre of our thinking. Corporate income tax is one of the few parts of this picture that can be evidenced; it’s filed, it can be scrutinised, it can be independently assessed – so it became our way in. If you want one honest, verifiable signal of whether a company is really contributing to the places it profits from, look at what it pays in tax.”

To secure the accreditation, Tripseed aligned its independent tax disclosures with the global GRI 207 reporting standard before collaborating with the foundation to meet the new criteria.

Tripseed ultimately stepped away from several established industry sustainability certifications after finding they did not mandate domestic financial compliance.

“We realised that none of them asked the most basic question of all, which is: does this company actually comply with the law and pay its taxes where it operates?” Cluckie said.

“You could be a celebrated and certified tourism business here, yet still be using illegal ownership structures and still be routing all of your profits offshore.”

Tripseed is leveraging the milestone to urge travel industry certifiers to integrate tax conduct as a measurable pillar of economic sustainability.

Cluckie noted: “For a small DMC in northern Thailand, that’s not where you’d expect a global first to come from, but it’s something we’re extremely proud of. We also hope it doesn’t stay unusual for so long.”

Last week, Tripseed won Silver in the Local Economic Benefit category at the 2026 Responsible Tourism Awards Southeast Asia, presented during the 2026 International Conference on Responsible Tourism and Hospitality (ICRTH) in Miri, Sarawak, Malaysia.

Malaysia Airlines expands France connections through SNCF rail partnership

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Malaysia Airlines is enhancing its intermodal network through a new codeshare partnership with France’s national rail operator, SNCF Voyageurs, giving passengers seamless rail connections from Paris Charles de Gaulle Airport (CDG) to 28 destinations across France.

Available through SNCF Voyageurs’ Train + Air product, the partnership integrates air and rail travel into a single itinerary, allowing Malaysia Airlines passengers arriving in Paris to continue their journey on France’s high-speed rail network.

Malaysia Airlines now offers seamless rail connections from Paris to 28 destinations across France

Tickets have been available through the airline’s website since July 10, 2026.

The partnership builds on Malaysia Airlines’ MHrail initiative, which integrates air and rail services through key international gateways, including Seoul and London Heathrow, as part of the airline’s broader network and customer experience strategy.

Under the agreement, Malaysia Airlines will place its marketing code on SNCF-operated rail services under AccesRail’s IATA code “9B”. Customers will be able to book rail segments as part of the same itinerary, with coordinated connections and simplified transfers to destinations including Lyon, Strasbourg, Rennes, Lille and Marseille.

Bryan Foong, CEO of airline business, Malaysia Aviation Group, said: “By integrating air and rail under a unified travel experience, we are extending our network reach beyond CDG to 28 destinations across France, enhancing connectivity, while offering customers greater convenience through seamless connections and a single itinerary.”