A jet fuel deficiency in Japan is hampering the operation and expansion of international flights and threatening to curb the rapid growth of inbound tourism that has seen 17.8 million visitors arrive during the first half of this year.
The shortfall is caused by supply chain bottlenecks and a lack of domestic vessels, lorries and labour. As Japan has been consolidating its oil refineries in recent years, the fuel has further to travel by ship and truck, but rules require such ships to be manned by Japanese crews and regulations enacted in April limit overtime hours for truck drivers.
With 35 million foreign travellers expected in 2024, which would surpass the record 31.9 million who arrived in 2019, the Japanese government has launched a multi-pronged plan to tackle the fuel deficit. It is designed to help prevent further disruption, includes operational difficulties, flight cancellations and the shelving of plans to expand flight numbers and routes.
At Hiroshima Airport, three international flights experienced disruption in their operations in May due to the fuel shortage.
In late June, six airlines scrapped plans to add a total of 57 flights to their weekly schedules at Narita International Airport. Some airlines even reduced the number of seats sold to passengers to carry enough fuel for the return flight, said airport officials.
Korean Air has cancelled charter flights to Obihiro Airport, Hokkaido, in July and August.
Looking ahead to the year-end travel peak, Qantas Airways and Singapore Airlines have cancelled their snow season flights to New Chitose Airport, Hokkaido, over concerns about procuring sufficient fuel for the return journeys.
Five airlines have cancelled plans to add more flights or launch routes through Fukuoka Airport, while Kumamoto Prefecture has reported difficulties in persuading airlines to increase flights at its local airport.
Kyoji Kuramochi, head of the Ministry of Land, Infrastructure, Transport and Tourism’s Aviation Network Department, said the situation poses a particularly serious problem as Japan aims to increase inbound tourism in regional areas.
In response to the shortage, the ministry plans to add more tankers to domestic routes, use spare tankers to transport aviation fuel, and introduce a new method of collecting data from airports to provide fuel suppliers with earlier notifications regarding new routes and flights.
Narita International Airport will accept imported jet fuel for its fuelling and transport facilities, for the first time, in July. Its operator has also asked traders to procure jet fuel directly from overseas refineries by international shipping vessels, rather than stopping at Japanese refineries enroute.
The Petroleum Association of Japan, meanwhile, has called on international carriers to provide supply requests about a year in advance so they can “understand demand and make preparations”.
With the government aiming for a net-zero society by 2050, use of sustainable aviation fuel (SAF) is growing but is yet to be a viable solution. By 2030, SAF is set to account for only 10 per cent of fuel powering international flights using Japanese airports.
Still, airlines are also setting their own targets.
Japan Airlines (JAL) signed an agreement with Enos this month for the purchase and sale of SAF in Japan, making Enos the first domestic oil wholesaler to import SAF and supply it to JAL. The airline aims to replace one per cent of its total fuel load with SAF in fiscal year ending March 2025.
Tavares has over 20 years of hospitality management experience, and brings extensive revenue, sales and marketing experience to her new role.
She brings with her more than a decade of experience in the travel sector, and has previously worked across brands including Genting Hong Kong and Nam Ho Travel.
Grand Hyatt Singapore’s solid HR pillar, where the longest length of service is over 53 years and the average length of service of current associates is 17 years, is the bedrock of its multi-year transformation.
Prior to its progressive reopening on July 10, the hotel created a simulation lunch at local cuisine-focused StraitsKitchen to welcome back and thank 100 retired former staff who have contributed to Grand Hyatt Singapore’s legacy, and critique their experience.
Hotel manager Parveen Kumar, said: “Reopening after nearly two years of temporary closure has been a significant endeavour for all the teams.”
The robust training programme included a mass orientation programme for current and new associates to get all the teams up to speed and ready to deliver “the exceptional service guests have come to trust us with”, he added.
“Our experienced team members have been instrumental in this process, guiding new hires and sharing their wealth of knowledge and expertise. Their dedication and commitment have been invaluable in helping new associates quickly adapt to and embrace the Grand Hyatt Singapore spirit.”
In its commitment to hire, nurture talent and instil the Grand Hyatt Singapore work culture, Kumar said management is keeping team members motivated by focusing on promoting and retaining diverse talent and supporting colleagues in their areas of development.
The fostering of an inclusive and supportive environment that celebrates diversity and encourages collaboration helps build strong relationships among team members, promote a sense of belonging and drive collective success, he commented.
He cited the example of a young sales manager’s thoughtful approach to mapping out the tour route for lunch attendees, taking guests outdoors first to the Butterfly Garden and then indoors to keep everyone cool, as a perfect example of extending care and personalising each interaction.
The reopening showcases the nature-inspired Terrace Wing, the enhanced Fitness Centre and 25-metre lap pool, StraitsKitchen, night spot BRIX, as well as 10|Scotts, which will operate as the Grand Club Lounge until early 2025.
When the Grand Wing reopens in early-2025, the hotel will complete its evolution into a Grand Living Room and Wellness Haven with 699 guestrooms and suites.