TTG Asia
Asia/Singapore Friday, 10th April 2026
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Fairmont unveils new global guest experiences across hotel portfolio

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Fairmont Hotels & Resorts has introduced a new set of guest experiences across its global portfolio under its Special Happens… programme, spanning nature, culture, dining and after-dark activities.

The collection includes six new experiences grouped into four categories: After Dark, In the Wild, Around the Table and In the Spotlight. The programme focuses on activities linked to local culture and environments at selected destinations.

Wellness and spa experiences are among the activities offered under Fairmont’s new programme

New offerings include a helicopter tour of the Great Wall of China from Fairmont Beijing, a guided foraging and helicopter experience at Fairmont Jasper Park Lodge in Canada, and a wildlife-focused experience at Fairmont Mount Kenya Safari Club.

After-dark activities include a night tour of Wuhan’s Yellow Crane Tower with traditional Hanfu attire, a stargazing experience at Fairmont St Andrews in Scotland, and an event timed with a solar eclipse at Fairmont Tazi Palace Tangier on August 12.

Other experiences focus on cultural and culinary activities. These include access to the former residence of Montreux Jazz Festival founder Claude Nobs at Fairmont Le Montreux Palace, a village-based cultural programme in Rajasthan at Fairmont Jaipur, and a hot air balloon and heritage tour in Marrakech at Fairmont Royal Palm Marrakech.

Dining-related experiences include a Korean-themed proposal setting at Fairmont Ambassador Seoul, a traditional Hawaiian feast at Fairmont Kea Lani, and a cacao-based programme at Fairmont Orchid.

Some existing experiences remain part of the programme, including spa sessions at Fairmont Sonoma Mission Inn & Spa and wellness treatments at Fairmont Mumbai.

“Delivering remarkable experiences is fundamental to Fairmont Hotels & Resorts’ DNA. With these brand new Special Happens… experiences, we’re not just continuing this legacy, we’re actively bringing the essence of Fairmont to life for everyone. This next chapter is about expanding unforgettable journeys, crafting authentic moments within each community, and designing them with meticulous care so our guests can connect more deeply, celebrate more often, and truly make special happen,” said Claudia Kozma Kaplan, chief brand officer, Fairmont Hotels & Resorts.

Plataran unifies destinations under new wellness offering

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Plataran Indonesia has introduced a new concept, HOPE: Home of Peaceful Escape, focused on wellness-oriented travel experiences across its properties.

The initiative brings together a series of stays designed to offer a slower pace of travel, combining accommodation with nature-based, cultural and well-being activities. It is available across several destinations, including Borobudur, Bromo, Puncak, Menjangan, Ubud and Komodo.

Plataran’s HOPE programme connects multiple locations through nature, cultural and well-being experiences

The concept allows guests to structure their stays based on personal preferences, with flexible options rather than fixed programmes. Activities may include time in natural settings, cultural experiences or wellness-focused offerings.

The programme is supported through partnerships within Plataran’s wider network, including transport and service providers.

HOPE is positioned for a range of travellers, including individuals, couples, families and corporate groups. The offering also includes tailored retreats for senior executives.

Plataran said the concept reflects demand for travel experiences centred on well-being and extended stays, particularly in natural and less urban environments.

The company’s approach integrates environmental and community considerations into its operations. This includes working with local communities and maintaining cultural practices across its destinations.

“At Plataran, we hope to remain positive yet realistic in this uncertain world. That is why we launch HOPE, to invite guests to experience a stay that supports both body and mind,” said Yozua Makes, founder and CEO of Plataran Indonesia.

“Through HOPE, we offer a place where guests can step away from constant demands, reset, and experience Indonesia in a way that feels genuine.”

Meliá Chiang Mai launches stay package supporting food rescue

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Meliá Chiang Mai has introduced a two-night Sustainability Package that supports Scholars of Sustenance (SOS) Thailand, a food rescue organisation.

The package includes accommodation with breakfast and a three-course dinner for two at MAI Restaurant and Bar, featuring seasonal ingredients sourced from local producers.

Meliá Chiang Mai’s Sustainability Package includes a two-night stay and dining experience, with proceeds supporting SOS Thailand

Part of the hotel’s 360° Cuisine programme, the menu is developed in collaboration with farmers and suppliers, with a focus on reducing waste. Ingredients are used in full where possible, food waste is returned to farms as fertiliser, and used cooking oil is recycled into biodiesel.

SOS Thailand redistributes surplus food from hotels, retailers and restaurants to communities across the country.

The Sustainability Package is available until June 14, 2026.

For more information, visit Meliá Chiang Mai.

WebBeds appoints new Asia-Pacific president

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WebBeds has named Brett Henry as president – Asia Pacific.

He joins from MG Group, where he was president director and led a platform modernisation and profitability growth ahead of its acquisition.

He previously held senior roles at Sabre as vice president of sales and at Abacus International as vice president of product marketing.

Thailand pivots to regional tourism hub

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The Association of Thai Travel Agents (ATTA) has unveiled a strategic overhaul aimed at repositioning Thailand from a passive inbound destination into a proactive regional tourism hub.

Announced on April 2, the plan shifts the association away from traditional one-sided marketing towards building a regional tourism economy based on two-way traffic and shared ecosystems with partner nations.

Thailand’s travel sector shifts towards regional partnerships to build a more resilient and balanced tourism network; Wat Arun in Bangkok, pictured

Adith Chairattananon, ATTA honorary secretary-general, highlighted the need to move beyond traditional bilateral competition.

“The global tourism landscape has moved past border-against-border rivalry to become a competition of networks. The destination that successfully orchestrates the broadest market connectivity will ultimately win,” Adith said.

The initiative aims to establish long-term bilateral tourism mechanisms, generate more than 2,000 B2B deals, and stimulate charter flight connectivity. It also includes developing joint packages that pair Thailand with partner country routes to reduce marketing costs for operators.

To support this, ATTA will launch roadshows targeting six shorthaul markets: China, South Korea, Taiwan, Malaysia, Singapore and India. These markets were selected for their resilience to geopolitical disruptions and their proximity, all within a six-hour flight radius.

Central to the strategy is leveraging Thailand’s outbound sector. With 12 million Thais travelling internationally each year, the association plans to use this volume to negotiate more balanced partnerships, shifting towards a partner-to-partner model rather than a traditional seller-to-buyer dynamic.

“We are no longer approaching partners simply to extract inbound volume. We are bringing 12 million Thai outbound travellers to the table as trade capital, fostering sustainable exchanges that insulate our industry against future global volatility,” he said.

Adith added: “This strategy moves us away from merely pulling arrivals into Thailand. We are focused on reciprocal market exchange, co-creating demand, and distributing economic opportunities across our partner networks.”

Addressing the urgency of the shift, Adith noted that global volatility requires structured support systems rather than reliance on organic demand.

“Global crises do not eradicate travel demand, but they do test our operational resilience. Establishing a regional tourism economy serves as our primary risk diversification mechanism to ensure the trade remains functional during downturns,” he said.

The association projects short-term results within six months, including increased charter flights and booking recovery in nearby markets. Over the next three years, it aims for Thailand to establish itself as the centre of this shared network.

“This initiative represents a complete paradigm shift for our industry, far beyond a standard promotional roadshow. It marks Thailand’s decisive transition from operating as a standalone destination to leading a regional tourism economy,” Adith said.

BBTF 2026 to focus on gastronomy and destination readiness

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Entering its 12th edition, the Bali and Beyond Travel Fair (BBTF) 2026 host committee aims to showcase not only the event’s consistency, but also how Indonesia and Bali are building global confidence through smarter promotion, active diplomacy, stronger governance, and improved destination quality.

BBTF 2026 will take place on May 28-30, 2026 at the Bali International Convention Centre, with the theme Redefining Indonesia’s Gastronomy Journey: A Celebration of Taste, Cultures, and Sustainable Heritage.

BBTF 2026 will highlight gastronomy as part of efforts to strengthen Indonesia’s tourism positioning and industry alignment

Speaking at the Road to BBTF 2026 in Bali recently, I Putu Winastra, head of the BBTF 2026 committee and chairman of ASITA Bali Chapter, said: “We enter this year’s BBTF amid a global landscape that is not entirely stable. Geopolitical tensions, including those in the Middle East, have begun to affect travel confidence, flight routes, and industry operational costs. We all understand that tourism is the sector that feels these impacts most rapidly; yet for Bali, this sector is the backbone of the economy and the livelihood of its people. However, it is precisely in situations like these that a destination is truly tested – and Bali understands that role.

He continued: “We should be proud that Bali continues to receive global recognition, including being named the World’s Leading Destination by the World Travel Awards and consistently appearing in the TripAdvisor Travelers’ Choice Awards. Yet, we must also realise that awards are not the ultimate goal. The question is – how do we maintain that position? Is it enough to simply focus on international promotion? It is about balance between how we are perceived by the world, and how we manage ourselves as a destination. And this is exactly where BBTF becomes relevant.”

According to Putu, BBTF, in its 12th year, should be recognised not merely as an annual industry event, but as a strategic platform capable of aligning tourism industry realities, policy direction, and market expectations, adding that Bali’s competitiveness cannot be sustained by promotion alone but must be demonstrated through destination readiness in addressing issues such as waste, traffic congestion, and overall visitor experience.

On the choice of theme, he said: “Gastronomy is the strongest way to tell a story about Indonesia – through taste, culture and identity.”

Meanwhile, Heru Hartanto Subolo, director general of information and public diplomacy at the Ministry of Foreign Affairs, underlined that global confidence in Indonesia must be built through diplomacy, consistent communication, and actively managed reputation, with gastronomy as a universal language capable of building narratives, strengthening people-to-people connections, and encouraging repeat visits.

Ni Made Ayu Marthini, deputy for marketing at the Indonesia Ministry of Tourism (MoT), acknowledged the importance of strengthening Indonesia’s global tourism position through more adaptive strategies, a focus on quality, and integrated promotional support. The MoT will support BBTF promotion through multiple media platforms and familiarisation trip programmes.

BBTF 2026 aims to welcome 400 buyers from 47 countries and 250 sellers, and will offer buyers a number of post-tour programmes both in Bali and beyond.

Frasers Hospitality expands Asia footprint

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Frasers Hospitality is accelerating its regional expansion, with 18 new properties set to join its portfolio by 2028.

The pipeline is anchored by the flagship Fraser Suites Bangkok, scheduled to debut in December 2026. Occupying the top 10 floors of a 45-storey tower within the One Bangkok integrated district, the property will also mark a brand refresh focused on experience-led programming and the introduction of a new wellness concept in 2H2026.

Frasers Hospitality outlines plans to add 18 properties by 2028, with new developments across South-east Asia and North Asia; rendering of Fraser Suites Bangkok, pictured

When asked to define the wellness concept during a media lunch on April 2, Frasers Hospitality COO Chew Hang Song explained: “We feel that there’s a lot more we can do to integrate wellness into the day-to-day living for our residents. The whole idea is to help our residents build wellness habits into their daily routines.”

As part of this rollout, the company is exploring the introduction of infrared saunas, red light therapy, and meditation or breathing exercises at Fraser Suites Bangkok. Chew added that guests can expect to see these offerings replicated across other Frasers properties.

Beyond Bangkok, key regional developments include the 401-residence Fraser Residence Hinode City in Hanoi, and two properties in Malaysia slated to open by the end of 2026 – the 248-room Capri by Fraser, Penang, and the 283-unit Fraser Residence Putrajaya.

In North Asia, Frasers is expanding its Modena by Fraser brand into Chengdu (3Q2026) and Dalian (3Q2027), alongside the 117-unit Fraser Residence Wuzhen (4Q2026). In Japan, the 120-apartment Fraser Place Roppongi Tokyo is expected to open in 3Q2026.

The pipeline reflects a balanced geographic spread, with 36 per cent of upcoming projects in China and Japan, and 58 per cent in South-east Asia.

Addressing geopolitical headwinds such as fuel shortages and a dip in Middle Eastern travellers, Chew remained bullish: “We are pretty optimistic about the growth potential in Asia-Pacific, even with geopolitics (in play). It is because the region is considered a relatively safe and stable to live and do business.”

Driven by strong regional brand recognition, Singapore and China remain the group’s top source markets. According to Chew, this “intra-travelling demand alone” is set to be a major revenue driver for Frasers Hospitality in 2026.

Malaysia Aviation Group pushes East Asia expansion

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Malaysia Aviation Group (MAG) is pressing ahead with regional expansion while navigating mounting global aviation challenges, as strong travel demand offsets rising costs and geopolitical disruptions.

Malaysia Airlines will launch new routes to Shenzhen and Changsha in China in July 2026, alongside the resumption of services to Fukuoka, Japan, in September, strengthening its East Asia footprint.

Malaysia Airlines adds new China routes and resumes Japan services as strong demand offsets rising fuel costs and geopolitical challenges

With these additions, Malaysia Airlines will serve nine destinations across Greater China and three in Japan.

Malaysia Aviation Group managing director Nasaruddin A Bakar said: “This expansion reflects our strategic focus on scaling our presence in key growth markets across East Asia while cementing Kuala Lumpur’s position as a key strategic gateway.”

MAG’s CEO of airline business, Bryan Foong, added: “We see that travel demand into Japan is at an all-time high, with load factors for Japan routes nearing 90 per cent in early 2026.”

For the existing seven Chinese destinations served by Malaysia Airlines, the average load factor is 85 per cent in 1Q2026.

Even as it expands, MAG is contending with industry-wide headwinds, including volatile fuel prices, currency fluctuations and airspace disruptions linked to conflicts in West Asia.

Fuel costs remain highly unpredictable, with sharp daily swings complicating planning and pricing decisions. Nasaruddin noted that prices can fluctuate significantly within short periods, underscoring the challenge of managing operating expenses in such an environment.

The group is responding by focusing on operational efficiency and revenue optimisation, including deploying newer, more fuel-efficient aircraft and adjusting fares dynamically to reflect market conditions.

Airlines stress communication during disruptions

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Airlines and aviation stakeholders are increasingly turning to data and digital tools to place passengers at the centre of response strategies during disruptions. However, effective customer service practices remain essential for the best outcomes.

This remains the case even as chatbots evolve into agentic AI.

Airlines highlight the need for clear communication and human engagement alongside AI tools during operational disruptions; photo by Caroline Boey

Speakers at a panel discussion at the recent Aviation Festival Asia in Singapore stressed the importance of regular communication and not leaving passengers in the dark, even if only to say there is no update.

“Humans still need to provide the emotive connection even when using technology,” said Al Tredinnick, head of commercial at 15below, adding that airlines need to give passengers’ family members access to flight updates.

SriLankan Airlines’ digital transformation lead Yanendra Weerakkody remarked that communicating as one team is key.

Vivian Dsouza, vice president of business development for APAC at Accommodation Plus International (API), called for the use of a channel platform for discussions to alleviate frustration, which can be AI-moderated to make “passengers feel heard”.

Dsouza added that API uses climate and geopolitical data to plan and prepare for 95 per cent of scenarios, with 85 per cent of passenger accommodation handled through AI and machine learning combined with human analysis.

Moderator Mandeep Grewal, founding partner and CEO of Flyaway Advisors, emphasised “looping in frontline staff”, while Mert Aydin, specialist in ground operations projects at Turkish Airlines, opined that systems must be constantly checked and updated.

AirAsia engineering manager and architect for customer experience, AI and community, Firdaus Abhar Ali, said introducing a rating system has increased customer satisfaction.

He added that there are plans to introduce a travel concierge chatbot into the group’s booking channel.

Hilton Singapore hotels adopt initiative to support guests with hidden disabilities

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Hilton has joined the Hidden Disabilities Sunflower network in Singapore, a programme designed to support individuals with non-visible disabilities.

All four Hilton properties in Singapore – Conrad Singapore Marina Bay, Conrad Singapore Orchard, Hilton Singapore Orchard and Hilton Garden Inn Singapore Serangoon – are now part of the network. Team members at these hotels have completed training to recognise the Sunflower symbol and provide support to guests who may require additional assistance.

Hilton hotels in Singapore have trained staff to recognise and support guests with non-visible disabilities through a new inclusivity initiative

The Sunflower symbol, typically worn as a lanyard or badge, indicates that a person may have a non-visible disability, such as autism, chronic pain or sensory sensitivities. Guests may also carry a card outlining their needs to help staff provide appropriate support.

As part of the programme, some hotel staff may wear Sunflower pins to indicate they have received training and can assist guests who identify with the symbol.

Hilton said the initiative is part of its broader approach to accessibility and inclusivity across its operations.

“At Hilton, our hospitality is rooted in a culture of belonging where we want every guest to feel they can show up as their authentic self. We recognise that for many, travel can be challenging when their needs aren’t immediately obvious,” said Alexandra Murray, area vice president and regional head of South East Asia, Hilton. “By launching the Sunflower programme in Singapore first, we are empowering our teams to lead the way in inclusive care. This is a meaningful step in our journey to ensure the light and warmth of hospitality are accessible to everyone, regardless of their needs.”

Paul White, CEO of Hidden Disabilities Sunflower, added: “Individuals with non-visible disabilities have diverse needs, and Hilton is setting a new benchmark for inclusive hospitality by implementing the programme in Singapore. This commitment ensures that individuals with non-visible disabilities feel seen, supported, and welcomed from the moment they check in.”