Singapore Airlines gets green light for investment in Air India Group
The Indian government has approved Singapore Airlines’ proposed foreign direct investment into the enlarged Air India Group, as part of the ongoing merger of Air India and Vistara.
The approval, along with other governmental and regulatory approvals received to-date, marks a significant development towards the completion of the merger.
Singapore Airlines and its partner Tata Sons aim to finalise the merger by the end of 2024. Upon completion, Singapore Airlines will hold a 25.1 per cent stake in the enlarged Air India Group.
The merger will reinforce Singapore Airlines’ multi-hub strategy, and underscore its long-standing commitment to India through a direct stake in the expanding aviation market.
Good adventures
The quest for authentic destination experiences is holding on strong, and many tourism suppliers say they can offer that to their customers. How does the Silversea product development team ensure that programmes offered onboard and on shore are truly real and unique?
You are right, it is such an easy thing for companies to say that they deliver unique experiences. It is more than just talk at Silversea; we have made authentic experiences part of our mission and vision.
The Silversea vision statement says, nothing stands between you and the authentic beauty of the world. Every single one of us, whether onboard or onshore, go to work daily with that vision statement in mind. It is the foundation of everything that we do.
At the same time, we have a company, a management, and a group that really celebrates the development of such programmes. We are given resources to do research and development.
One of the big differences between Silversea and some of our other expedition competitors is the fact that all of my expedition shore-side management team members have worked on expedition ships. When we design expedition programmes, we do it with practical knowledge and experience. That makes a big difference.
Let me give you an example. We were in Europe early August when the product development team and I locked ourselves in the conference room for five days, 14 to 15 hours a day, to go through our 2026/2027 itineraries. We brought all our knowledge and our research that we’ve been doing for the last few months, to fine-tune the itineraries and make sure we were carving out the most unique programmes.
From there, we went out and attached an education and activity profile to each itinerary, and then developed programmes that would enrich the experience for our guests and allow us to deliver on our destination experience promise.
Thanks for the product development insight. How long does the planning process typically take?
It varies. On average, we work about two years out.
When we created our first-ever fully immersive expedition experience along the South African coast, we had to develop programmes that didn’t exist and work with local communities to ensure a positive relationship. That relationship is of critical importance to us. We also had to deal with regional and national regulatory authorities.
Back then, South Africa did not allow many of the activities that we wanted to do, such as using Zodiac boats to transport guests from shore to ship and vice versa. So, through risk assessments, collaborative studies, and meetings with the government, local operators, and local community, we eventually were able to develop the programme. That took us almost four years.
For our 2026/2027 itineraries, we worked about a year on them. We will launch them in the next few months.
Many expedition experiences are rooted in nature. Has climate change and greater environmental sensitivities impacted your programmes?
This is something that Silversea has been aware of for a very long time. In fact, the entire cruise and expedition industry believes in environmentally sustainable travel.
All operators in the very fragile environments of Antarctica and the Arctic function belong to the International Association of Antarctica Tour Operators (IAATO) and the Association of Arctic Expedition Cruise Operators (AECO). IAATO governs tourism within Antarctica while AECO governs tourism in the Arctic.
Both IAATO and AECO showcase the industry’s desire to operate in a responsible and sustainable manner.
We make the rules that are then validated by regulatory authorities around the world. We enforce these rules on our members, making sure that we operate within the parameters that we have all agreed on, such as distance between the guests and wildlife, the training that the staff needs to go through, and so on and so forth.
Does Silversea use its expeditions to educate travellers about the impact of human activity on climate and the environment?
We believe that we have to create ambassadors for anywhere in the world that we travel to, be it the Galápagos Islands, Antarctica, the Arctic, and the Kimberley. It’s not just for the preservation of the environment, but also for the preservation of cultures.
For instance, in the Kimberley, we have onboard anthropologists and archaeologists to talk about the history of the region.
Through our programmes, we educate our guests on how to respect and behave in interesting and fragile environments. With that knowledge and understanding, our guests become ambassadors for these regions.
Antarctica is governed by a treaty that is coming up for ratification in 2040. Governments will have to vote to decide whether or not they keep the structure of governance. Without travellers who have been to Antarctica and who now talk about the unique and fragile environment to raise awareness, we will probably see governments taking a very different stance on the preservation of Antarctica.
In the Galápagos Islands, we work with local NGOs and have our very own Silversea Fund to safeguard the well-being of the Galápagos Islands for future generations. We work on culture, people and on providing education to the local children.
I believe in teaching children about the world through travel. Do your expeditions see little ones onboard?
Yes, we do have multi-generational travel on our expeditions. My son, who is nine now, has been on expeditions to the Galápagos Islands, Africa, and Antarctica. What a wonderful way to educate our youths about the environment, different cultures, and the world through ways that they would never be able to get in school.
I can see the difference in my son compared to other nine-year-olds. He is respectful to the environment, to people, and to different cultures.
I really encourage people to travel with their children, whether it’s on an expedition or to anywhere in the world, because travelling does broaden our horizons in ways that no theoretical education can.
Peach Aviation launches daily flights between Osaka and Singapore
Starting from December 5, Peach Aviation will commence daily flights between Osaka Kansai Airport and Singapore Changi Airport.
This is the second medium-haul international route by the low-cost carrier after Bangkok.
“We are very pleased that Peach will be the only Japanese airline to operate the Singapore-Osaka route. With a more spaced-out, cutting-edge Airbus A321LR aircraft, we will take you to Osaka in comfort and offer you an exciting experience in the booming Kansai region, which is set to host the Expo 2025 Osaka, Kansai,” said Satoru Endo, chief corporate planning officer of Peach Aviation.
Speaking at the official launch event in Singapore, Endo said that the Singapore route had been something the airline had wanted to launch for many years, and that “we’d like to take you to the parts of Japan you don’t yet know”.
From Osaka, Peach is further connected to 13 other destinations in Japan, including Nagoya, Tokyo, Sapporo, Fukuoka, Naha (Okinawa), and more.
In Singapore, EU Holidays has been selected as the global sales agent for Peach Aviation.
The flights will be operated by Airbus A321LR planes, which have a 20 per cent improvement in fuel efficiency compared to the previous A320ceo model. It is the first time these planes will enter into service in Japan.
The 218-seater A321LR plane has a wider seat pitch of 81cm, compared to the previous model at 76cm. Each seat also comes equipped with its own USB charging port.
Peach currently operates 27 domestic routes and 13 international routes with a fleet of 36 aircraft. Endo has shared that the airline may launch flights to other parts of South-east Asia in the future.
Ticket sales start from S$164.20 (US$126) for one-way and are inclusive of airport fees and other charges for departures from Singapore.
Tourism students reveal both enthusiasm and concern about career prospects in the industry
Travel and tourism students attending the PATA Youth Symposium 2024 have revealed both enthusiasm and concern about future careers in tourism and hospitality, with many torn by the lure of opportunities to expand their horizons and fear of job instability.
During a roundtable discussion on interest in a travel and tourism career, a student from Bangkok University expressed fascination with the chance to meet people from different cultures. On the other hand, others, like Min, a student studying tourism, business, and events at Mae Fah Luang University, cited concerns about job stability and competition.
Students said stiff competition for positions by skilled workers from abroad has made it challenging for locals to find opportunities. At the same time, desired salaries are harder to come by.
A recurring concern expressed at the discussion was the impact of the pandemic. A Bangkok University student noted: “We saw how the pandemic caused massive layoffs, and that makes me worried about the future.”
Cultural perceptions and societal expectations also dampen enthusiasm. Lee from a Singapore university shared: “When I told people I wanted to be a flight attendant, they said I could do something better because the hospitality industry is seen as an easy option. However, I believe it requires specific knowledge, skills and maturation,” she expressed.
When asked about the most pressing topic they would like to address with industry professionals, students’ responses converged on the theme of work-life balance and development opportunities.
Natalia, a student in exhibition and event management from Silpakorn University, said: “It’s tough to find the right job because even when opportunities come up, you start questioning if the position is a good fit. Is it worth it? Will I be able to grow in this role?”
Students emphasised the need for the industry to offer more stable and fulfilling career paths as well as a desire for the industry to adapt to changing customer preferences and cultural dynamics.
Park Inn by Radisson debuts in Melbourne
Radisson Hotel Group has signed Park Inn by Radisson Melbourne Carlton, which marks its upper-midscale brand’s debut in Australia, and the group’s third hotel in Australia.
Park Inn by Radisson Melbourne Carlton is set to open its doors in 4Q2024, and is situated in the suburb of Parkville.
Following the conversion of an existing hotel, it will undergo a complete renovation and redesign to align with Park Inn by Radisson’s international standards.
Park Inn by Radisson Melbourne Carlton will feature 89 guestrooms, an all-day dining restaurant, a casual grab & go café, gym, pool, and two meeting rooms.
The hotel is just three-kilometres from Melbourne’s CBD, and places guests on the doorstep of Australia’s top biotech and neuroscience R&D facilities, and Monash University, which is known for its Pharmaceutical Studies faculty. It is also situated close to Royal Park and Royal Melbourne Zoo, and opposite Princes Park, the home of Carlton Football Club, the leading AFL team, and 20km away from Tullamarine Airport.
A representative of Star Capital Group, parent of Frater Capital Group, said: “The contemporary Park Inn by Radisson, Melbourne Carlton, is the ideal market introduction to this upper-midscale brand. We have plans to continue to expand our hotel portfolio in Australasia and we eagerly anticipate further opportunities for collaboration with Radisson.”
Victor Kondarios, director, development, Australasia, RHG, added: “We are excited for this opportunity to introduce Park Inn by Radisson to Australia. Frater Capital Group is a strong company looking to grow its hotel portfolio. We are delighted to enter into this relationship with them, which includes a full range of support services such as revenue management, sales and marketing. We look forward to developing more hotels together in the future as we continue to expand across Australia.”
Aviation roundup: Air Astana, Hong Kong Airlines and more
Air Astana launches Astana-Phuket service
Air Astana will commence direct scheduled flights from Astana to Phuket October 26.
The new service will operate three times a week on Mondays, Wednesdays, and Saturdays, with return flights on Tuesdays, Thursdays, and Sundays.
The airline has an existing Almaty to Phuket service, which currently flies five times a week – this service will fly daily from October 26.
All Phuket flights will be operated by Airbus A321LR aircraft configured with 16 business class seats and 150 economy class seats.
Hong Kong Airlines to resume direct Hong Kong-Gold Coast service
Hong Kong Airlines will restart its non-stop flights between Hong Kong and Gold Coast from January 17 next year.
Operating seasonally from January 17 to February 15, 2025, the four-times a week service will run for five weeks over the Chinese Lunar New Year period, offering approximately 6,000 seats on A330 wide-body aircraft.
Japan Airlines, Air Astana ink codeshare agreement
Japan Airlines and Air Astana have signed a codeshare agreement, allowing both airlines to place their respective codes on a new Almaty to Tokyo service scheduled to be launched in spring of 2026.
This agreement enhances connectivity between Kazakhstan and Japan for both business and leisure travellers, as well as more widely fostering greater movement of people between the two countries.
More details about routes and schedules will be announced following the integration of both airlines’ scheduling and ticketing systems.
Plaza Premium Group announces new leadership appointments
Plaza Premium Group (PPG) has appointed Jonathan Song as chief commercial officer and Mei Mei Song as chief transformation officer.
In his new capacity, Jonathan will spearhead the global development of new airport hospitality services and facilities in new airports. He will also lead key strategic partnerships, enhancing and growing sales channels, product development, and drive PPG’s loyalty programme – Smart Traveller.
Mei Mei will oversee the brand’s evolution and implement transformation initiatives including enhancing customer experiences, diversifying PPG’s sales mix and anticipating future trends and opportunities, as well as lead PPG’s sustainability strategy.
Oliver Kreuzer helms as GM of The St. Regis Jakarta Hotel and Residences
The St. Regis Jakarta Hotel and Residences has named Oliver Kreuzer as general manager, where he will lead the team at the 282-key hotel.
With a career in the hospitality industry spanning over three decades, Kreuzer has worked in countries such as Europe, Asia, the US, and the Middle East.
PATA sets out plans to support members on climate-related impacts on business
As environmental disruptions and climate-related events increasingly impact travel, PATA has devised a multifaceted response to address these challenges.
PATA chiefs said the association’s response would involve strategic advocacy, bespoke consultancies, and capacity building – all aimed at fostering a more resilient and sustainable tourism sector.
“Our members across the region are actively pursuing sustainability and responsible tourism,” said PATA CEO Noor Ahmad Hamid. “A lot of organisations, especially in the tourism sector, are looking at it in a serious way. Many hotels are getting themselves certified, for example. More importantly, certification is spreading through the whole supply chain.”
One significant hurdle in tackling climate change within the tourism industry is the uneven impact across different geographical regions. Some destinations are bearing the brunt of climate change more visibly and urgently than others.
PATA chair Peter Semone noted: “The industry is still struggling a little to come to grips with climate change. Evidence must first be seen before there is motivation to think about mitigation and adaptation. However, some areas of the world are still lagging behind others in feeling the effects of climate change.”
Semone cited his experience in Timor-Leste, where he worked for five years, observing first-hand the devastating effects of climate change. “Hotels were washed into the ocean and people lost millions of dollars in the process,” he shared.
“In small island developing states like Timor-Leste, and even in Bali and many other coastal areas, the evidence is there. In other places, the evidence is a little more subtle, which is why the travel industry is waking up to the issue at different paces across the world.”
PATA’s approach to combating climate change involves not only working with national governments, but also engaging with provincial, municipal, and local level stakeholders.
Semone said: “In the past, our relationship with the government was national. We always felt (climate change) was a national governance issue, but what we’re recognising now is that so much has been decentralised across Asia-Pacific that we must work more at the (local) levels.”
This shift in focus allows PATA to tap into local hierarchies and involve communities more deeply in the sustainability conversation.
“Civil society is the first to recognise the problem because they’re experiencing it first-hand,” commented Semone. “Then, it can flow up to the government. I think this is the insertion point for an organisation like PATA.”
Another critical aspect of PATA’s strategy is to collaborate with development partners to support public sector efforts in delivering better public services and responding to climate change challenges.
“Governments are often supported by development partners from Europe and the US, or institutions like the Asian Development Bank,” informed Semone.
An essential, yet often overlooked, driver of sustainable tourism is the role of customer demand.
While PATA and other industry bodies can set the framework and provide guidance, it is ultimately travellers themselves who must push the industry towards more sustainable practices. Semone emphasised that customers need to take the reins and use their power of expression to drive changes in the industry.
“We’ve got to have this turning point where the customer says: tourism needs to do better and respond to climate change challenges,’” stressed Semone.
While the public sector has the resources to lead, he believes that consumer demand is the catalyst that will drive real change.
“If the market starts to shift towards sustainability because that’s what travellers want, then the entire industry will follow. It’s not just about top-down regulation; it’s about bottom-up demand. We need consumers to be part of this journey,” he concluded.
Travel and tourism players eager to attract more Chinese travellers should pay attention to the uniqueness of different provinces of China, where holiday periods are different from and supplementary to national dates.
Speaking at the PATA Knowledge Forum on the topic of Navigating the New Era of Chinese Tourism, Michael Zhou, president of Guilin Tang Dynasty Tour, said targeting Chinese travellers outside of the major national public holiday periods would allow travel and tourism businesses and destinations to build demand during traditional low seasons.
Zhou explained that the vastness of China and the different cultures of each region mean people celebrate different festivals throughout the year. In Guangxi, a southern region of China, people celebrate the Sanyuesan Festival on the third day of the third month on the Lunar calendar.
“People often take four or five days of leave then,” he said. “We need to think about how we can promote travel in March or November (when Chinese outbound traffic is typically slower).”
Zhou added that travel and tourism businesses and destination marketers should also study the seasons of different parts of China.
Northern China, for example, has bitterly cold and long winters, which drive locals to escape to warmer destinations for holidays. Tropical Thailand is often a popular choice, observed Zhou, adding that suitable products and programmes should be developed for the Chinese northerners long before winter arrives.
He added: “Many people living deep in the mainland have never seen (beaches) before. For them, opportunities to stroll down the seashore, enjoy the sea breeze, and dig into seafood can probably be the best time of their life.”
He also urged travel and tourism players to take their promotions deeper into the Chinese market, beyond the usual first-tier cities. Xi’an, Chengdu and Chongqing, for example, have millions of residents with the ability and keenness to take a holiday in South-east Asian destinations.
He encouraged the use of local social media, such as Xiaohongshu or Douyin, for promotions, as these platforms are popular among the young.