Megaworld Hotels and Resorts has appointed Sophia ‘Khendy’ Altamirano as group director of revenue management, distribution and business development; Yvonne Villacorte has joined as general manager of Belmont Hotel Mactan; and Geraldine Gaw as general manager of Hotel Lucky Chinatown.
Altamirano has over 27 years of experience in the Asian hospitality industry, including 17 years with Accor Hotels Group. She was formerly the market director of sales and distribution and director of the national sales office at Marriott Philippines.
From left: Sophia Altamirano, Yvonne Villacorte, and Geraldine Gaw
Villacorte, with 30 years of experience, was previously the general manager of Best Western Ivywall Panglao and has worked with several hotel chains in Vietnam and the Philippines.
Gaw joins Hotel Lucky Chinatown after serving as the area director of sales and marketing at Megaworld Hotels and Resorts. With over three decades in the industry, she has primarily focused on sales and marketing before transitioning to operations.
Japan’s Ibaraki Prefecture has unveiled a proposal for its airport to become the third flight hub in the central Kanto region, alongside Haneda and Narita airports.
Located in Omitama, just 100 minutes by bus or train from central Tokyo, Ibaraki Airport aims to attract international visitors looking for an entry and exit point to Japan within the Kanto region. While 19.1 million passengers chose Haneda Airport for international flights in fiscal 2023, Ibaraki’s local government is eager to increase its share of passengers, which totalled 750,000 during the same period.
Ibaraki Airport aims to become the third major flight hub in the Kanto region with its expansion plan; photo by KO-TORI
Under the plan, Ibaraki Airport would offer flights to Singapore, Vietnam, Thailand, as well as Europe and the US, expanding its current shorthaul international services to destinations such as Shanghai and Taipei, in addition to domestic flights to Sapporo, Kobe, Fukuoka, and Naha.
The increase in international flights would require the expansion and upgrading of airport facilities, according to local government officials. Development would include new taxiways to increase the number of flights served to more than eight per hour, improved fuelling facilities for greater efficiency, and a larger aircraft parking apron as the current one can only accommodate three planes.
The terminal building would also see improvements, such as an expanded security checkpoint, waiting room and baggage claim area, to accommodate the expected increase in passengers.
Ibaraki Airport, which celebrates 15 years of operations in 2025, has long sought to attract more international passengers, even considering a name change to Tokyo Ibaraki International Airport, a proposal that was abandoned due to local opposition.
PATA has confirmed that all its activities in 2024 were carbon neutral, with emissions from events offset through projects in Cambodia, supported by Sustainable Travel International, and emissions from other operations, such as training, staff travel, and office activities, offset in Thailand through the Thailand Greenhouse Gas Management Organisation.
Since 2022, PATA has been offsetting the carbon footprint of in-person events while applying emission reduction strategies in line with its Climate Action Plan and Carbon Neutral Events Guidelines. However, certain emissions, such as those from transportation, electricity use, and waste, remain unavoidable. To address this, PATA continues to support credible carbon offset projects while implementing strategies to minimise emissions, such as exploring sustainable event design, optimising digital solutions, and collaborating with venues and suppliers prioritising sustainability.
PATA’s Keo Seima project reduces emissions, protects biodiversity, supports the indigenous Bunong people, and creates sustainable income opportunities through ecotourism, farming, and skills training
PATA offset emissions from the PATA Annual Summit 2024 (PAS 2024) in Macau and the PATA Travel Mart 2024 (PTM 2024) in Bangkok through the Keo Seima Project, which protects Cambodia’s Keo Seima Wildlife Sanctuary. This project reduces emissions by preventing deforestation and supports biodiversity, while safeguarding the rights of the indigenous Bunong people and combating illegal activities like logging and poaching.
The project also addresses the socio-economic drivers of deforestation, creating income opportunities through climate-smart farming, ecotourism, and skills training, while improving access to clean water, healthcare, and education.
Through the Keo Seima Project, PATA offset 354.75 MTCO2e from PAS 2024 and 490.9 MTCO2e from PTM 2024.
Additionally, the Southern Cardamom Project in Cambodia offset emissions from the PATA Destination Marketing Forum 2024 (PDMF 2024) held in Thailand. This project protects one of South-east Asia’s last primary rainforests and provides alternative income through ecotourism, conservation employment, and sustainable agriculture. It also supports community-led forest protection, with over 130 rangers patrolling the area. PATA offset 120.91 MTCO2e from PDMF 2024 through this project.
A third initiative, the PSTC Solar Farm 10 MW Project in Thailand, offset emissions from PATA’s general operations. This renewable energy project, registered with the Thailand Greenhouse Gas Management Organisation, provides clean power, reduces fossil fuel reliance, and contributes to environmental sustainability in Thailand. PATA offset 95 MTCO2e from its operations and activities, including its capacity-building programmes in Kuching and Macau.
PATA CEO Noor Ahmad Hamid stated: “Sustainability is no longer an option; it is a responsibility. In 2024, for the first time, we achieved full carbon neutrality, offsetting emissions from all our events, operations, and capacity-building programmes.
“As the tourism industry works towards a more responsible future, we remain committed to reducing our footprint while supporting projects that protect biodiversity, empower local communities, and safeguard the future of travel, while also encouraging our members and partners to do the same. In 2025, we will take further steps to refine our sustainability strategies, enhance our Climate Action Plan, and explore third-party verification of our emissions to ensure transparency and accountability.”
Emirates and Trip.com are expanding their long-standing partnership to focus on identifying growth opportunities in new markets and customer segments.
The agreement was formalised at ITB Berlin by Nabil Sultan, executive vice president, passenger sales & country management for Emirates and CT Ooi, vice president of flights business, Trip.com Group.
Trip.com Group’s CT Ooi, Emirates’ Adnan Kazim and Nabil Sultan signed the agreement at ITB Berlin
Both companies will collaborate to enhance Trip.com’s global presence through strategic partnerships and activations, leveraging Emirates’ extensive international network and coordinating promotional efforts in key Asian and European markets, which remain a strategic focus for both companies. The collaboration aims to boost customer conversion by integrating Emirates’ flight offerings with Trip.com’s expanding hotel and travel services portfolio while also partnering on exclusive promotions for families and holiday seekers.
Additionally, the two companies will coordinate impactful campaigns to drive growth in global markets and explore value-added services and customised offers for both the Trip.com Rewards and Emirates Skywards programmes. The partnership will include cross-promotional opportunities targeting segments like students, youth, and cruise customers, with Emirates offering its Chauffeur Drive service on the Trip.com platform to tap into Trip.com’s premium customer base.
Emirates first partnered with Trip.com in 2020 to expand its reach in China and Asia. This initial cooperation included joint marketing promotions to boost Emirates’ sales via Trip.com’s online platforms and provide a customised booking experience.
The expansion comes as the airline strengthens its presence across Asia, with the launch of daily non-stop flights between Dubai and Shenzhen, China, four weekly services to Danang, Vietnam, and three weekly flights to Siem Reap, Cambodia. Emirates boasts the largest network of any non-Asian carrier, serving 24 destinations across East Asia.
Sultan said: “The next phase not only strengthens our position to provide more of our products to Trip.com’s customer base, but also unlocks traveller demand for air and hotel packages, enables us to integrate offers across both of our loyalty programmes and tap into a variety of consumer segments with specialised promotions. We look forward to empowering Trip.com customers with options to customise their travel with ease on Emirates.”
“By combining Emirates’ world-class network with Trip.com’s innovative travel ecosystem, we are creating more opportunities for travellers to access exclusive flight and hotel packages, tailored promotions, and enhanced loyalty rewards,” added Ooi.
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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