Workforce mobility and talent shortages remain key challenges for the travel, tourism and hospitality sector, despite signs of broader market stabilisation, according to the ACI Report 2026.
The annual report, based on insights from professionals across Asia-Pacific and neighbouring regions, examines employment trends, salary movements and workforce sentiment across the industry.
The ACI Report 2026 examines employment trends across the travel, tourism and hospitality industries
Findings show unemployment has risen to six per cent, up from two per cent the previous year, while 58 per cent of respondents plan to change jobs within the next 12 months, indicating continued labour market volatility.
Although redundancies have fallen to three per cent, salary growth has moderated. Just 57 per cent of respondents received a pay increase, though 59 per cent reported receiving a bonus. Salary remains the primary reason for changing roles, cited by 34 per cent of respondents.
Workplace preferences continue to shift, with 59 per cent of employees now working fully on-site, up from 54 per cent last year. Meanwhile, 47 per cent ranked work-from-home arrangements as the least important factor when evaluating employment opportunities.
Regionally, the Middle East (the UAE and Saudi Arabia) recorded the highest average salary at US$212,744. The report also highlights a gender pay gap, with men earning 15.6 per cent more on average than women.
Hiring sentiment appears more stable. Only three per cent of hiring managers anticipate redundancies in 2026, compared with 10 per cent previously, while 39 per cent expect to increase headcount. However, employers continue to cite skills shortages and rising salary expectations as key recruitment challenges.
The report positions itself as a practical reference for employers, HR leaders and professionals navigating ongoing shifts in the travel and hospitality employment landscape.
Andrew Chan, founder and CEO of ACI HR Solutions, said: “The data shows a workforce that is increasingly mobile, experienced, and selective. While large-scale redundancies appear less likely, competition for skilled talent remains intense, and organisations will need to balance cost discipline with competitive remuneration and career development strategies.”
Arabian Travel Market (ATM) 2026, taking place at Dubai World Trade Centre from May 4-7, 2026, is projecting increased participation from Asia-Pacific exhibitors, supported by a 13.95 per cent compound annual growth rate in Asian exhibitor presence between 2024 and 2026.
The growth reflects sustained demand for Asia-Pacific destinations among GCC travellers. Thailand, Malaysia, Singapore, Vietnam and Japan remain among the most popular markets, supported by strong air connectivity and competitive fares.
Arabian Travel Market 2026 will take place May 4-7, 2026 at Dubai World Trade Centre
According to Airports Council International (ACI) World’s 2025 global air traffic forecast, South-east Asia continues to experience notable growth, contributing to a projected 5.9 per cent increase in Middle East air passenger traffic in 2025.
The 2025 ATM Travel Trends Report, developed in collaboration with Tourism Economics, indicates that destinations such as Thailand are expected to see rising visitation from the Middle East as travellers seek a wider range of options.
Tourism boards confirmed for ATM 2026 include Thailand, Hong Kong, Cambodia, Sri Lanka, South Korea, Indonesia, Brunei and the Maldives. Exhibitors already signed include Hilton Hotels of Malaysia, Conrad Singapore Orchard, Hilton Maldives Amingiri Resort & Spa, Roku Kyoto and Ayana Hospitality.
Trade between the Gulf and Asia is projected to reach US$802 billion by 2030, according to Asia House, with Asia expected to become the Gulf’s largest trading bloc by 2028.
ATM 2026 will also feature a panel session titled Asia-GCC Corridor: The Next Great Growth Engine, examining the development of this travel corridor.
BWH Hotels will debut the BW Premier Collection soft brand in South-east Asia with the launch of a new beachfront resort in Phan Thiet, Vietnam.
Costamigo Phan Thiet, BW Premier Collection is a brand-new resort that commands a prime position on a long stretch of golden sand in Vietnam’s Binh Thuan province, overlooking the ocean. There will be 150 rooms and 34 villas, along with an array of leisure facilities, including a restaurant, beach bar, an infinity pool with cabanas, sun loungers, a playground, a Mediterranean garden and outdoor cinema.
Costamigo Phan Thiet, BW Premier Collection in Vietnam’s Binh Thuan province is designed for leisure guests and corporate groups
Located 3.5-hours by car from Ho Chi Minh City, the hotel is expected to appeal to both domestic and international travellers.
Costamigo Phan Thiet, BW Premier Collection is also designed for meetings and events. A series of indoor and outdoor function spaces, including a large ballroom, will set the stage for productive team meetings and customised conferences.
The hotel launch is timed to coincide with the opening of Long Thanh International Airport, a major new gateway in Southern Vietnam that will eventually service up to 100 million passengers per year, as well as the new Phan Thiet Airport.
Olivier Berrivin, vice president – APAC, BWH Hotels, said: “Vietnam is one of Asia’s most dynamic and fast-growing markets, and the debut of BW Premier Collection represents a significant milestone in our development strategy, driven by the strength of our upscale brands.
“With its prime beachfront location, world-class facilities, and diverse accommodations designed for every occasion, Costamigo Phan Thiet, BW Premier Collection is poised to become a new landmark in this vibrant resort destination. As new airport infrastructure further enhances accessibility to the region, we look forward to welcoming travelers from around the world to experience this captivating corner of Vietnam.”
The region of Asia-Pacific excluding China (APEC) has delivered another year of growth and strategic expansion for Marriott International, marking the company’s third consecutive year of record-breaking development activity.
Marriott International APEC team signed a record 187 organic deals representing more than 28,000 rooms in 2025, a 32 per cent year-over-year increase.
The Laurus, a Luxury Collection Resort, pictured, is among Marriott’s notable 2025 openings as the group continues its expansion across Asia-Pacific excluding China
Conversions continued to be a key growth engine, accounting for 35 per cent of total signed deals. Multi-unit agreements also contributed significantly, representing close to 30 per cent of total signings, reflecting growing appetite for owners to scale portfolios across markets and brand segments with a single hospitality platform.
Luxury remained a strategic focus in 2025 and accounted for approximately 19 per cent of 2025 organic rooms signings, with JW Marriott, The Ritz-Carlton, and Luxury Collection seeing the highest number of signed deals.
While Thailand, Vietnam, Malaysia and Japan brought the greatest number of signings in 2025, India was a particularly bright spot for development. Marriott International saw a record signing of 99 deals representing over 12,000 rooms in India. It introduced Series by Marriott through a founding multi-unit deal in India, which resulted in the conversion of 26 hotels to the brand in a single day, adding approximately 1,900 rooms to its portfolio overnight. Operating as Fern Hotels & Resorts, Series by Marriott, the portfolio recorded 37 open properties in 23 Indian cities at the end of 2025.
The company opened 109 properties across the region in 2025, and closed the year with more than 730 open properties across 22 countries in APEC, spanning 27 brands, as well as more than 400 hotels and over 86,000 rooms in the development pipeline.
The APEC portfolio also showed growth across 2025 RevPar – up 8.4 per cent over 2024; average occupancy rate – up 1.5 per cent over 2024; and average daily rate – up 6.2 per cent over 2024.
Rajeev Menon, president, APEC, Marriott International, said: “Our record performance in 2025 underscores the strength of Marriott’s growth engine across the region and the enduring confidence our hotel owners place in our brands and operating platform. Sustained intra-regional and international travel demand and a diversified portfolio have enabled us to scale with purpose across markets, segments and development models.”
Menon, who led his leadership team on a performance preview on February 9 in Singapore, expressed confidence in continued growth through the new year.
“Growth for us has been phenomenal. We are now by a longshot the hospitality leader in APEC, well ahead of all our competitors. None of this growth is going to slow down,” he stated.
Gautam Bhandari, chief development officer for APEC, highlighted several notable openings for 2025, which marked brand debuts in both established and emerging markets. They include The Laurus, a Luxury Collection Resort, which led the brand’s entry into Singapore in October 2025, and Moxy Kathmandu, a lifestyle brand debut in Nepal in December 2025.
Bhandari emphasised that his team is “very focused on growing and growing with a purpose”.
“We want to be in destinations that our customers want, where our owners are developing, and which add value to our distribution and our portfolio as we move forward,” he added.
Menon stated that the region’s economic progress has a positive impact on travel consumption and tourism development.
“Due to investments in South-east Asia and South Asia from Western and Chinese sources, this region has seen a real emergence of the middle-class over the last six to eight years. These people are acquiring wealth, they are aspirational, they want to travel – all of which bode well for the world of hospitality,” he said.
Illustrating the value of intra-Asia travel, Menon shared that Marriott International’s APEC room night mix was dominated by APEC travellers in 2025 – the segment made up 56.4 per cent of the total. India (29 per cent), Japan (15 per cent), Australia (11 per cent), South Korea (nine per cent), and Indonesia (eight per cent), formed the top five APEC source markets of travellers.
“Once, we had to rely heavily on other parts of the world to bring travellers to our region. Today, almost 57 per cent of the business in our world is being generated in Asia-Pacific excluding China,” he stated.
The economic importance of Asia-Pacific can also be seen from the way global analysts are regarding the region. Menon noted that analysts used to look at how China’s activities were impacting the rest of Asia-Pacific a decade ago. In recent years, however, analysts have been reviewing APEC’s development as a standalone entity, and placing as much importance on the region when compared to China.
Entering its second year of operations, Mora Group aims to strengthen its position in the tourism market through the strategic expansion of its hotel network and the establishment of an integrated hospitality ecosystem.
Speaking at a recent meet-the-media event in Jakarta, founder and CEO Andhy Irawan revealed that the group – launched in July 2024 – now manages six operational hotels in Surabaya, Yogyakarta and Banjarbaru, South Kalimantan, with another six projects under development in Indonesia.
Mora Group plans to expand its hotel portfolio domestically and internationally while building an integrated hospitality ecosystem
This year, Mora Group is set to open hotels in Ciwidey, Bandung, in April and in Palu, Central Sulawesi, in November.
Additional projects are underway in Jakarta, Palembang, Balikpapan and Pasuruan, East Java, with gradual completion targeted over the next two years.
To support development, Mora Group has established a strategic partnership with a Japanese capital company specialising in upscale hotels.
Through this collaboration, the group plans to develop properties with 500 to 700 rooms in Jakarta, alongside smaller-scale hotels in Surabaya and villa-type properties in Bali.
Beyond its domestic footprint, Mora Group is preparing for international expansion through joint ventures in Jeddah and Mecca, Saudi Arabia. Its global ambitions also include planned property acquisitions in Japan and the exploration of investment opportunities in Dubai.
Over the next five years, Mora Group aims to operate at least 30 properties while maintaining service standards.
However, Andhy emphasised that the company’s expansion strategy is “not only to pursue the growth in property numbers, but to prioritise quality.”
“Our vision is not to become the largest group, but to be a company that is trusted by stakeholders. Trust is the main asset in building a long-term business,” Andhy said.
Beyond hospitality, Mora Group is also developing a broader business ecosystem integrating information technology, food and beverage, commercial services and construction. To streamline operations, the group has introduced a dashboard-based system that monitors real-time business performance across all properties.
Its F&B division is simultaneously expanding through “Hermier”, a coffee and pastry concept targeting younger consumers, with plans to enter major airports and cities across Indonesia.
To consolidate this structure, the group has formed a holding company comprising Mora Hospitality, Technology, Commercial, Academy, Capital and Construction divisions, with a long-term ambition of becoming a “super holding” entity.
“By focusing on robust systems and human resource development, our aim is to ensure all units operate within a single, seamless ecosystem,” he said.
Agoda has launched a new destination campaign in Southern Thailand, Hat Yai Lights Up, aimed at supporting Hat Yai’s recovery and renewed tourism activity following flooding in the region last year.
Developed in partnership with the Hat Yai Songkhla Hotels Association, the campaign seeks to encourage travel to the city through accommodation offers and destination content designed to support trip planning and extend visitor stays.
Agoda’s Hat Yai Lights Up campaign highlights the city’s recovery and return to tourism; photo by jamesteohart
Running until March 2, 2026, the campaign includes accommodation discounts, a curated Hat Yai travel guide and a dedicated landing page featuring a range of hotel options. Agoda said the initiative is intended to make it easier for travellers to plan visits while supporting local hotels and tourism businesses.
Hat Yai’s key attractions have now fully reopened, with the city continuing to attract visitors for its food scene, night markets, urban shopping areas and access to surrounding viewpoints and cultural sites. Tourism stakeholders are positioning the destination as suitable for short breaks as well as longer leisure stays, combining urban experiences with nearby nature and cultural attractions.
The Hat Yai travel guide has been developed jointly with the Hat Yai Songkhla Hotels Association and is designed to highlight neighbourhoods, local dining and visitor experiences across the city.
Agoda said the campaign also reflects its wider commitment to supporting Thailand’s tourism sector through destination partnerships and recovery initiatives. In Hat Yai, the company has contributed to local recovery efforts following flooding, including donating more than 1,000 pieces of office furniture to schools and universities and providing nearly two million baht (US$) in support for Save the Children’s flood recovery response.
More broadly, Agoda supports sustainability initiatives in Thailand including conservation funding, tourism training programmes and financing support for tourism micro, small and medium-sized enterprises.
Akaporn Rodkong, country director, Thailand and Indochina at Agoda, said: “Through Hat Yai Lights Up, Agoda is proud to support the city’s momentum after its recovery from floods by making it easier for travellers to reconnect with Hat Yai and experience the wonders that make this region a must-visit destination once more.”
Sitthipong Sitthiphataraprabha, president of Hat Yai Songkhla Hotels Association, shared: “Local hotels and businesses have come together to open their doors with confidence, and working with Agoda offers the perfect opportunity to connect Hat Yai with travellers from around the world who are looking for their next adventure. We are excited to partner on this campaign with Agoda to bring the magic of Hat Yai to the world for all to discover.”
From encouraging towel reuse to reducing single-use amenities and improving waste management practices, hotels have implemented a range of measures as part of their sustainability efforts.
However, real impact lies in operational back-end improvements.
Wong: the real levers are cooling efficiency, runtime control, refrigerant discipline, and maintenance quality
“The real levers are cooling efficiency, runtime control, refrigerant discipline, and maintenance quality,” said Judy Wong, country general manager for Singapore operations at Ascott.
“This is why our focus has been on system-level improvements. Under the right asset and operating conditions, low-double-digit percentage improvements in cooling performance can outweigh the combined impact of multiple guest-facing initiatives,” she added.
As climate policy increasingly shapes how hotels manage emissions, the industry is under pressure to substantiate sustainability claims with credible data.
Hotels in Singapore are required to track their carbon emissions under the Hotel Sustainability Roadmap and reduce them by 2030, in line with national net-zero targets.
Wong shared that Ascott prioritised high-impact areas first – cooling and air movement. The group implemented cooling plant optimisation, air-side controls, hot-water efficiency measures and refrigerant management.
In 2024, it launched the Ascott CarbonClear Initiative, which standardises energy audits, operational efficiency reviews and tailored energy targets at the property level.
To assess impact, the group relies on utility bills, supported by sub-metering and building management system data.
These efforts have delivered results: Ascott achieved an 8.3 per cent reduction in energy consumption intensity compared with its 2019 baseline, alongside a 3.2 per cent reduction in carbon emissions intensity.
The path to such efficiency is not without challenges. Wong noted that data quality remains an issue, particularly in older buildings – a challenge faced by many in the industry.
“We address it by prioritising critical meters, reconciling performance back to utility data, and using conservative assumptions where gaps exist,” she said.
To align teams internally, Ascott also conducts ongoing training through sustainability courses aligned with Global Sustainable Tourism Council standards.
Hotel owners must also navigate trade-offs when retrofitting existing properties versus developing new ones. While retrofits can deliver faster near-term gains, they are often constrained by legacy designs and the risk of operational disruption.
“From an owner-returns perspective, retrofit decisions therefore prioritise measures with clear payback and minimal operational disruption over deep interventions that may extend recovery periods or strain cash flow,” Wong said.
For the wider industry to progress, Wong suggested avoiding positioning waste or amenity initiatives as carbon solutions unless their impacts are quantified.
Ascott participates in external benchmarking platforms, including the Cornell Hotel Sustainability Benchmarking Index, to validate performance and avoid unsubstantiated claims.
“Credibility comes from disciplined operations, transparent assumptions, and verifiable data,” she added.
“By anchoring decarbonisation in disciplined operational improvements first and layering guest engagement on top, the industry can ensure capital and effort are directed where emissions actually sit.”
Scenic Group has launched a new global loyalty programme, Scenic & Emerald Rewards, bringing together its former Scenic Club and EmeraldEXPLORER schemes into a single platform covering its full portfolio of cruises and tours.
The programme launched globally on February 10, 2026 and applies across Scenic and Emerald luxury yacht, river cruise and escorted land journeys. It has been developed following feedback from guests and travel advisors and is designed to provide a more streamlined structure for earning and redeeming rewards.
Scenic Group has combined its loyalty schemes into the new Scenic & Emerald Rewards platform
Under the new system, members’ existing status points from the previous programmes have been consolidated into one balance, allowing guests to manage their rewards through a single account. The programme remains free to join for guests after completing their first journey.
Scenic & Emerald Rewards introduces a four-tier structure comprising Gold, Diamond, Emerald and Chairman’s Club, with revised qualification thresholds and updated benefits. Scenic Group said the changes are intended to simplify progression between tiers while ensuring consistent recognition across its travel portfolio.
A new MyRewards feature has also been introduced, enabling members to earn one per cent of the value of eligible new bookings as a monetary credit. This credit can be redeemed against future Scenic and Emerald cruises or escorted land journeys.
All existing members have been automatically transitioned into the new programme. Guests whose previous tiers were merged have been placed into an equivalent or higher tier, with status points adjusted where applicable to ensure continuity of benefits.
Benefits available under the programme include early access to selected itineraries, invitations to exclusive events, private transfers or airport hotel stays on eligible journeys, complimentary accommodation on longer trips and priority onboard services. Scenic Group stated benefits will vary by tier, with additional privileges available as members progress.
Glen Moroney, founder and chairman of Scenic Group, commented: “The launch of the new integrated Scenic & Emerald Rewards global programme marks a significant evolution in the recognition and benefits for our valued guests.
“It will also provide all current and future members one unique account, which includes the new MyRewards feature, providing a real monetary value for members to redeem. The Scenic & Emerald Rewards programme has been designed to ensure we continue to develop more relevant experiences for our valued members and deliver enhanced recognition, communication and benefits across the portfolio of luxury experiences.”
Paradisus by Meliá Bali, Indonesia
Paradisus by Meliá Bali is located in Nusa Dua on Bali’s southern coast, overlooking the Indian Ocean within a beachfront resort area. The all-inclusive resort boasts 492 suites, including seven private villas.
Facilities include four swimming pools, a spa, fitness centre, sports courts, water park, and dedicated zones for adults and families. Dining spans eight restaurants and three bars offering Indonesian, Asian, Mediterranean, Spanish, and international cuisine.
Event facilities include a grand ballroom and multiple meeting rooms for weddings and corporate functions. The resort also provides access to cultural experiences, wellness activities, and non-motorised water sports within the Nusa Dua area.
The Postcard on the Mandovi River
The Postcard on the Mandovi River, India
The Postcard on the Mandovi River is situated along the banks of the Mandovi River in North Goa and features 18 guestrooms, each with large windows and private balconies offering river views.
Facilities include a spa offering wellness treatments, a restaurant serving Goan and international cuisine, and a rooftop bar overlooking the river.
Guests can explore nearby Old Goa, Divar Island, Panjim, and the Salim Ali Bird Sanctuary, as well as UNESCO-listed churches, local markets, and riverside walking routes that reflect the region’s cultural and natural heritage.
SureStay Plus by Best Western Ramkhamhaeng Airport Rail Link Bangkok
SureStay Plus by Best Western Ramkhamhaeng Airport Rail Link Bangkok, Thailand
SureStay Plus by Best Western Ramkhamhaeng Airport Rail Link Bangkok is a newly renovated hotel positioned close to Ramkhamhaeng Station on the Airport Rail Link, providing direct connections to downtown Bangkok and Suvarnabhumi International Airport.
The hotel features 60 guestrooms designed for short and extended stays. Facilities include an all-day dining restaurant serving local and international cuisine and a rooftop bar. The property offers convenient access to Rajamangala Stadium, a major venue for sporting events and concerts.
Guests can also explore the city via Khlong Saen Saep canal boat services, with connections to shopping areas such as CentralWorld and Pratunam, while the Thonglor district is approximately 2km away.
Aravali Marriott Resort & Spa, Delhi NCR
Aravali Marriott Resort & Spa, Delhi NCR, India
Aravali Marriott Resort & Spa, Delhi NCR is set within the Aravali range, offering a resort-style escape within driving distance of Delhi NCR and Faridabad.
The resort features 158 rooms, villas, and suites, each with private balconies or patios overlooking the pool, landscaped gardens, or the surrounding hills. Facilities include a full-service spa with sauna, fitness centre, kids’ club, clubhouse, and a two-tier swimming pool. Dining venues highlight regional Indian, Pan-Asian, and international cuisine, along with a café, lounge, and poolside bar.
The resort also offers approximately 1,858m² of indoor and outdoor event space across multiple venues
The Tourism Authority of Thailand (TAT) has released its Tourism Product Highlight 2026 roadmap, a strategic blueprint designed to aggressively pivot the destination towards high-value, experience-based travel.
TAT governor Thapanee Kiatphaibool outlined a three-pillar strategy focused on elevating product value over volume.
Launched at the Neilson Hays Library in Bangkok, the initiative prioritises product quality and supply chain standardisation to secure a three-trillion-baht (US$94.7 billion) revenue target for 202; photo by TAT
“The first pillar involves designing ready-to-sell narratives that enhance the marketability of existing tourism assets. The second emphasises community engagement to ensure tourism receipts benefit local economies. The third targets operator standards through the TAT Certified framework, utilising mechanisms like the Sustainable Tourism Goals Sustainable Tourism Acceleration Rating programme and Trusted Thailand to align local suppliers with international safety and sustainability benchmarks,” she stated.
She added: “The roadmap signals a clear intent to equip buyers with distinct, high-quality inventory that addresses global demand for wellness and purposeful travel while safeguarding domestic supply chains.”
The 2026 portfolio categorises offerings into niche segments to support this value-driven approach.
Highlights include Luxury Voyage Thailand, which promotes high-yield logistics such as private jet charters and classic car tours; romantic routes and destinations for couples through Romance in Thailand; and Thai Craft Destination, which commercialises local craftsmanship through specific routes like the Caffeine Route in Chiang Mai.
Other key segments include From Dusk till Dawn, identifying 60 nighttime economy assets such as Na Satta Thai park to extend visitor spending hours; and Rail Rover Thailand, creating 10 slow-travel rail itineraries.
The Travel with Care initiative pilots a creative tourism model in Krabi, while UNESCO Thailand packages seven routes linking recognised creative cities.
For the trade, the focus remains on tangible product development that agents can sell immediately.
The strategy moves beyond general branding to offer specific, bookable themes like 5 Must Do in Thailand for first-time visitors seeking iconic activities such as Muay Thai training.
“TAT believes that adding value and offering meaningful products and services that meet modern lifestyle needs will be a key factor helping to drive tourism revenue towards the three-trillion-baht target in 2026 and elevate Thailand as a global destination for wellbeing recovery and truly meaningful travel,” concluded Thapanee.
