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.
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.
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.
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.
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 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.
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 (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.
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 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.
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 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.
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.”
Plaza Premium Group has opened a relocated Plaza Premium Lounge at Langkawi International Airport, introducing an expanded facility with increased capacity.
Located landside, the lounge is accessible to both arriving and departing passengers and is the only airport lounge at the airport. The new space features 63 seats, a private dining area and updated facilities designed for rest, dining and work.
Access is priced from 118 ringgit (US$25) for one hour.
The opening coincides with the launch of Plaza Premium Group’s Proudly Local campaign, which highlights local culture across its global network. At Langkawi, this includes a menu featuring regional flavours such as Spicy Chicken Langkawi Luxe with trio sambal, alongside collaborations with local partners.
The lounge also features artworks in partnership with The People Art Gallery, showcasing local artists and reflecting the island’s creative community.
An opening promotion offers complimentary access for one additional guest with every lounge entry purchase, valid until June 7, 2026.
For more information, visit Plaza Premium Group.
How does BWH Hotels identify off-the-beaten-path locations, and how does your strategy differ from other major hotel groups?
Most large hotel companies prioritise primary cities and make secondary or tertiary markets a second priority. We go in reverse. While we look for primary locations, our core strength lies in being outside the major hubs. In India and Saudi Arabia, we are building infrastructure to support in-country travel where it has not existed before.
We also rely heavily on local experts. For instance, our partner Sorrel Hospitality identified five years ago that religious tourism would explode in India. They helped us target hotels near the Golden Temple and the Taj Mahal. It is a developer-led and customer-led expansion; developers build where they know customers want to travel.
How do you differentiate your soft brand collection from competitors who might only have one such offering?
The difference is the breadth of choice. Most competitors have only one soft brand, and they might tell an owner they need to invest millions to fit into it.
But, because we are the second-largest soft brand organisation in the world, we can evaluate a hotel and find the right fit among our 18 brands. Whether it is WorldHotels Luxury, Elite, Distinctive, or Crafted, or even a SureStay Signature Collection, we can position the asset without forcing the owner into a capital investment that does not fit their needs.
You have also set a goal for 100 per cent sustainability certification by the end of 2026. How is the Asia-Pacific region performing?
This part of the world is leading the effort. Australia is already at 100 per cent compliance. Our Bangkok-led markets are at 80 per cent, and South Korea is sitting in between 90 and 100 per cent – actually further ahead than parts of Europe like Sweden. India is a bit further behind at 60 per cent, but we are well on our path to achieve 50 per cent global compliance by the end of 2026.
How can technology actually improve the story a guest takes home?
It is about data enabling that “wow” moment. If you stay at a WorldHotel and have a glass of Pinot Noir with dinner, we should have that information. When you stay at another property later, the server can say: “Mr Pohl, would you like a glass of Pinot Noir?” That connection makes the experience memorable.
Technology should not interfere with service; it should provide the data that makes a personal touch possible.
BWH Hotels is also moving into residences in Vietnam with the Lusso Saigon and Noble Palace Tay Ho projects. Is this a new model for the company?
Yes, these are WorldHotels Residences. The Lusso Saigon project is set to open in October this year, followed by the Noble Palace Tay Ho in January 2027. These are not for short-term rentals or Airbnbs; they are meant for sale as secondary homes or vacation properties. It is a distinct model – depending on the structure, the shortest rental allowed might be 90 to 180 days. We are seeing a lot of investment coming into these from other parts of Asia, Europe, and Russia.
Given that expansion, how do you view the current state and future of hospitality across Asia?
We are very well positioned to grow. Half of the world’s population is here, and the Asian people are naturally hospitable – it is in their DNA. I believe this region will be the future of the industry for years to come, both in terms of the hospitality we provide and the sheer volume of travellers.
There is still so much to discover here, and our hotels are simply the stopping points that allow that discovery to happen.
Indonesia tourism stakeholders are finding ways to mitigate the impact of geopolitical tensions disrupting key transit routes, which could significantly reduce longhaul travel demand.
Speaking at a recent webinar entitled Tourism Under Fire, Widiyanti Putri Wardhana, minister of tourism, said: “Indonesia could lose up to 5,500 visitors daily from longhaul markets, such as Europe and the US, if disruptions persist at Middle Eastern transit hubs.”
To minimise the impact on arrivals and revenue, the Ministry of Tourism (MoT) is intensifying efforts in shorthaul markets across South-east Asia, China, Japan, South Korea and Australia, where demand is more resilient due to proximity and cost advantages.
Ni Made Ayu Marthini, deputy for marketing at MoT, said: “The shift reflects a broader strategy to diversify risk and reduce reliance on longhaul segments.”
Other mitigation strategies include optimising partnerships with airlines operating direct routes to Europe and the US, encouraging cross-border events, and intensifying domestic travel promotions to maintain occupancy rates.
Widiyanti added that the government has introduced transport incentives, including 18 per cent discounts on airfares and 30 per cent discounts on land, sea and rail travel. Flexible working arrangements, including work-from-anywhere schemes, are also expected to stimulate domestic mobility.
Airlangga Hartarto, coordinating minister for economic affairs, noted that the weaker rupiah could be an advantage, positioning Indonesia as a high-value destination for international travellers.
“With the current exchange rate fluctuations, this should become a hidden potential in attracting tourists. Marketing must highlight Indonesia as a high-end destination with affordable pricing,” he stated.
However, the travel industry said challenges remain.
Hariyadi Sukamdani, chairman of the Indonesian Tourism Industry Association (GIPI), noted that the potential loss extends beyond volume. He said: “Longhaul travellers typically stay longer and spend more, making them critical to premium tourism businesses.”
High aviation costs continue to weigh on the industry, with players calling for further government intervention.
Hariyadi said: “If we want to attract more international tourists, all cost components linked to access must be reduced.” He pointed to fuel prices, taxes and import duties.
Regional competition is also intensifying.
Airlangga noted that Thailand and Vietnam are moving aggressively with visa policies and safety campaigns. At the same time, a One Visa Six Countries initiative in mainland South-east Asia is expected to roll out in 2026, and he suggested that Indonesia should follow suit.
However, Silmy Karim, deputy minister for immigration, said visa-free access alone would not significantly drive arrivals, citing a 2023 study, and stressed the need to focus on higher-spending travellers.
“We should not focus only on visa-free. We need to fix our other homework first, such as improving promotion, destinations and flight connectivity.”
Despite headwinds, stakeholders remain optimistic, with South-east Asia viewed as a relatively stable region, including Indonesia.
