Trisara embraces sustainability with stay-and-dine programme
Trisara in Phuket is transporting guests from resort to farm to table then back again with its new limited-time programme, Wellspring.
Available from now to October 31, guests get to enjoy a two-night stay at Trisara and learn more about the sustainability innovations at the property with the Wellspring package.
First, there is a tour around the 16,000m² Pru Jampa organic farm within the Tri Vananda boundaries, followed by a set lunch at JAMPA restaurant helmed by executive chef Rick Dingen.
In addition to the farm and dining experiences at Tri Vananda, the Wellspring package will also entitle guests to a round-trip airport transfer between Phuket International Airport and Trisara; daily international breakfast for two per bedroom; and complimentary non-motorised water sports including sailing, windsurfing, kayaking, stand-up paddleboarding, and snorkelling.
From now until the end of September, guests also receive additional perks such as homemade chocolate truffles, cookies, tea, and coffee, and 2,500 baht (US$69) resort credit per bedroom per night redeemable for on-site well-being activities or dining experiences.
For more information, visit Trisara’s Wellspring.
SKÅL Krabi welcomes new president
SKÅL International Thailand has named travel specialist Ingeborg Fallet Kristensen as its new president of SKÅL International Krabi.
A Norwegian national, Kristensen is the founder and managing director of Krabi travel specialist, Krabi Spesialisten, which is now celebrating its 20th Anniversary as a leading provider of custom-designed tours to Southern Thailand.
She is also the founder of Wedding in Thailand, a company providing bespoke weddings and events in Krabi, Phuket and other locations in Southern Thailand.
Capella Hotel Group appoints new GMs
Capella Hotel Group has named John Blanco as cluster general manager for both Capella Kyoto and Patina Osaka – both scheduled to open in 2025 – while Ellen Franke is the general manager of Patina Osaka.
Blanco was formerly general manager of Capella Bangkok, and has a wealth of experience having worked at The Ritz-Carlton, Four Seasons and other independent hotels around the world. He is also proficient in six languages.
Franke joins Capella Hotel Group from The Ritz-Carlton, having worked for the group since 2006 across several global locations. She brings with her 25 years of experience leading luxury hotels across Europe, the US, China, and Malaysia.
IHG hotel executives expand roles
As IHG continues its expansion across the region, two hotel executives will take on expanded roles to drive the company’s growth and performance.
Rajit Sukumaran takes on the role of senior vice president and managing director, East Asia & Pacific, and will oversee IHG’s growth, performance and reputation in more than 20 countries.
He has 20 years’ experience in the hospitality industry and brings a wealth of experience to his newly-created position having led IHG’s South East Asia & Korea business unit over the past four years.
Vivek Bhalla has been promoted to managing director, South East Asia & Korea and will be responsibility for the growth, performance and operations of its estate of more than 120 hotels across 10 brands, and a pipeline of over 90 properties.
Bhalla has been with the company since 2016, most recently spending four years as vice president, operations, South East Asia & Korea before which he had two years in India as regional vice president/head of South-west Asia.
Meanwhile, Matt Tripolone, managing director, Australasia & Pacific and Abhijay Sandilya, managing director, Japan & Micronesia continue in the roles and join the East Asia & Pacific Leadership team.
More travellers heading to less well-known spots in Japan
With Japan recording at least three million international arrivals per month since March, more and more tourism stakeholders are considering how to address overtourism – however, a new study shows inbound travellers are increasingly visiting off-the-beaten-track destinations.
Travellers noted the places they visited during their stay in a survey carried out between March and May by Navitime. The Tokyo-based navigation service provider then calculated year-on-year growth rates for each destination.
The top performer was Minami-ashigara, Kanagawa Prefecture, which enjoyed a 32-fold increase thanks to early-blooming cherry blossom, followed by Katsuyama, which saw a 24-fold rise. The Fukui Prefecture city is known for its dinosaur museum, which was renewed in 2023, and huge Buddha statue, considered one of the greatest in Japan.
Mie Prefecture’s Suzuka had the third-highest growth due to more international travellers visiting to watch the Formula 1 Japanese Grand Prix.
According to Navitime, the rise in popularity of these cities is due to their exposure on social media, including Instagram and Facebook, and an uptick in repeat visitors to Japan.
If more repeaters equate to greater exploration of Japan, then, second- or third-tier cities could see even more visitors in the long-term, according to a July survey of 7,460 people. The Japan Brand Survey 2024, placed Japan top, after Singapore and the US, as the most desired country to revisit.
Mike Harris, chief refreshing officer of Gunma Prefecture-based outdoor experience provider Canyons, told TTG Asia that another factor in tourism growth in less well-known destinations is “an increasing interest (among international customers) to travel off the beaten path and experience rural Japan”.
Thailand to host its first B2C sustainability travel fair
Thailand’s Tourism Authority (TAT) will join forces with local media entity and event organiser Cloud and Ground – publisher of Read The Cloud online magazine & host of the Thailand Coffee Fest – to hold the Amazing Green Fest, the country’s first B2C sustainable travel fair.
To be held at Siam Paragon from August 15 to 18, the event targets Thai locals and long-term foreign residents and will be a sustainable domestic tourism showcase.
Changnoi Kunchorn Na Ayutthaya, managing director of Cloud and Ground, emphasised the festival’s role in fostering a sustainable travel community and that anyone from “seasoned eco-travellers to those just starting their green journey” are encouraged to participate.
TAT governor Thapanee Kiatphaibool noted: “For the longhaul market, sustainability is crucial and determines the future of Thailand’s tourism industry. In two years, the EU’s Corporate Sustainability Due Diligence Directive (CSDDD) legislative framework will be enforced.”
Homegrown initiatives like the TAT Star awards and CF-Hotels provide Thai entrepreneurs – especially small and medium businesses – springboards and foundational understanding to build towards international standards like the GTSC and Travelife Sustainability Certification, which will help them synchronize with the CSDDD.
According to Kiatphaibool, the TAT aims to have 80 per cent of Thai tourism businesses achieve at least three Sustainable Tourism Goals (STGs) under the TAT Star awards by 2027.
“Before we can welcome green tourists, we need to be green ourselves. The Amazing Green Fest builds on these initiatives, showcasing entrepreneurs who have adopted sustainable practices, and going one step further to educate Thai travellers themselves about responsible tourism in order to foster a sense of global environmental stewardship,” she stated.
Kiatphaibool also shared that the TAT will leverage the festival to launch the green Amazing Thailand rebranding – a recolouring of the famed pink logo into a green logo with leaves – which will focus on promoting sustainable tourism experiences.
The four-day festival will also showcase a new sustainability emphasis in the Thailand Tourism Awards, which turns 15 this year. Additionally, trash from the festival will be sorted meticulously and recycled to reduce environmental impact.
Blending legacy and modernity
Let’s talk about your new opening, Nora Beach Club.
It’s a new model – no one else in Phuket has done this, at least not to my knowledge. We put a beach club right in the precinct of the hotel in Bangtao, an area with many beach clubs. However, Nora is the closest one to Laguna, and it’s doing well. Initially, I was concerned about potential conflicts because beach clubs can be noisy, which might disturb guests who come to relax. So, we toned it down and focused more on family-friendly dining, creating a beach club restaurant vibe. This approach has been successful. We’re still in the process of completing the second phase of development ahead of the next high season.
Can you tell us more about your social media strategy?
Everyone checks out places through social media first. Thai people typically use Facebook, others use Instagram, and the Chinese use TikTok and Weibo. So, we need to be present on all these channels. We’ve realised that our target audience is generally millennials, aged 20 to 40. They come to take photos but often don’t spend as much as older guests who have families and order bottles of wine, which significantly boosts revenue.
Thus, we focus more on catering to families and the older generation.
We’ve invested in social media to attract external customers to our F&B outlets. Historically, restaurants in hotels were seen as pricey, deterring some guests. By promoting our F&B outlets as standalone entities, we’ve increased awareness and attracted more external guests. This has worked well, especially for our beach club, with a significant portion of revenue coming from local residents and expats.
You’ve mentioned Amora’s family-focus in the past.
That’s right – even though I am a second-generation owner, I don’t consider myself to be targeting millennials or developing a millennial brand. Amora’s core has always been (about) trustworthy corporate hospitality. We’ve transitioned towards leisure, especially in Phuket, where leisure dominates the market. Family travel is the best form of leisure, particularly for Asian markets. They travel collectively, which means more rooms and on-site spending.
Our model promotes eight hours of sleep, eight hours of F&B, and eight hours of activities, like football, volleyball, archery, Muay Thai, and yoga – we provide these activities onsite, to ensure guests spend more time at the resort, because the longer they stay in the hotel, the more they spend.
What type of revenue distribution do you aim for in your hotel?
Luxury hotels can usually aim to achieve a 50/50 or 60/40 split between room revenue and F&B. Budget hotels should focus more on room revenue, around 90-95 per cent, due to the lower payroll costs for chefs and wait staff. We’re upscale, targeting a 70/30 or 60/40 split, including conferencing. Today’s travellers view hotels as integral to their destination experience, so we’re aiming to provide upscale yet accessible offerings, not entirely luxury.
Can you tell me more about the recent Brisbane opening?
We bought the property in 2020 during the Covid-19 pandemic. After quarantine ended, we spent around A$30 million (US$19.99 million) on rebranding and renovation, including rooms, conference centres, pools, restaurants, bars, and the lobby. The grand opening was in February.
Brisbane is an emerging market, especially with the upcoming 2032 Olympics, which has significantly boosted asset values.
We’ve heard you’re opening a new corporate office, with a vision towards doubling your hotel portfolio from six to 12 hotels over the next five years. Why now for a corporate office, and why have you chosen Sydney?
I come from an investment banking background. Starting a corporate office and hiring key professionals in operations, F&B, and financial control fosters innovation – these executives bring different areas of expertise. By sharing ideas, we bring different perspectives to the table, leading to innovative solutions and a fresh energy within the company.
Sydney is home to key members of our team, including our vice president and director of culinary, and it’s our flagship property. It made sense to establish our corporate office where most of our team is located, ensuring effective collaboration and management.
Can you tell us what are the challenges and opportunities of being an independent hotel brand? Where does your new guest recognition programme come into play?
Independent hotels can offer personalised service, making guests feel valued. However, the challenge lies in distribution, as big brands have extensive networks. We aim to overcome this by focusing on high-quality guests and strategic partnerships.
We have a membership programme offering discounted rates, but a full-fledged loyalty programme will come once we scale up to 10 to 12 hotels. Our current focus is on personalised service, knowing our guests’ preferences before they arrive to enhance their experience.
Finally, you’ve told us that you see opportunities to create synergy between the South-east Asia and Australia markets.
There’s a big opportunity for Southeast Asia-Australia tourism. South-east Asian travellers to Australia are fewer than to Europe, but many Australians also vacation in South-east Asia. Building this connection is key, especially since most South-east Asian visitors are first-timers who explore multiple cities. This untapped market is what excites us.
However, domestic travel remains the main revenue driver in Australia (usually 70 to 80 per cent). While South-east Asian tourism offers diversification, a strong domestic market provides stability, as seen in Australia’s quicker Covid recovery compared to Thailand.
Wyndham, Goldstone Holdings to unveil overwater villas in Malaysia
Wyndham Hotels & Resorts has teamed up with Goldstone Holdings for the new Wyndham Semporna Resort, which is expected to open in 2026.
Located on the eastern coast of Sabah, Malaysia, Wyndham Semporna Resort will feature 188 overwater villas, each equipped with modern amenities including a bathtub, sun loungers, direct sea access, and more.
The resort will feature infinity pools, a variety of dining options, including an oceanfront dining hall, and gym. Guests can enjoy activities like snorkelling, diving, island hopping, hiking and indulge in local food.
Tang Yong Chew JP, executive chairman of Goldstone Holdings commented: “We’re dedicated to turning Semporna into a top-tier destination, comparable to the Maldives. Wyndham Semporna Resort will be the first internationally branded resort in the city of Semporna and the first large-scale overwater villa property developed in Semporna.”
“The Wyndham Semporna Resort is set to become a premier destination in the area due to its unique hotel design which offers guests a tranquil getaway in Sabah, known for its sprawling coastline, secluded tropical islands and pristine rainforests,” added Matt Holmes, vice president of development for Southeast Asia Pacific Rim, Wyndham Hotels & Resorts.
SriLankan Airlines still seeks foreign partner
While Sri Lanka has scrapped plans to sell a stake in its national carrier, SriLankan Airlines, after foreign offers it sought didn’t meet up to expectations, government officials say they are pursuing an alternate route which still includes attracting investors to the debt-ridden airline.
“We are looking at an alternate proposal which would still be under the previous plan to invite investors. It’s sensitive at the moment but we hope to announce the new plan in two to three weeks,” said a source close to the negotiating team.
On Thursday, the government said it had dropped plans to sell a minority stake of 49 per cent of SriLankan Airlines, after none of the bidding entities that expressed interest in it was deemed “worthy”.
“Instead, the airline will undergo restructuring under an alternate plan,” stated Sri Lankan minister of ports, shipping and aviation Nimal Siripala de Silva. However, he did not share what the alternate proposal was.
“We are not going to sell SriLankan Airlines but restructure it. According to Sri Lankan law, only 49 per cent of the airline’s shares can be given to a non-Sri Lankan entity – but there is minimal interest in the world for that.”
The airline reported an operating profit of 43.4 billion rupees (US$143 million) from April 1, 2022 to March 31, 2023 but has suffered a net, carry forward loss of 71 billion rupees. The airline flies to 114 destinations in 62 countries, has a staff of 6,000 and has relied on government financial support to sustain the carrier.
In October last year, the government called for offers to bail out the struggling airline and there were six bids, none of which included an international carrier.
In 1998, Dubai’s Emirates bought a 43.6 per cent stake in SriLankan Airlines together with a 10-year management concession but opted out of renewing the contract in 2008 due to disagreement with local authorities.
Aviation analysts said the lack of a clean balance sheet is one of the reasons why the airline is not attracting any positive offers. One analyst said: “Investors want their money ploughed into the airline instead of settling a government loan.”
Another expert, who was involved in the 1998 part-sale to Emirates, said the problem in finding a suitable partner is the timing and uncertainty of the call for offers.
He noted: “Sri Lanka is heading for a series of elections starting with the Presidential election in September/October 2024 and investors are unsure what the situation would be if a new president is elected. Furthermore, Sri Lanka’s economic woes have also created uncertainty.”
An acute economic crisis in 2022 which saw a shortage of foreign exchange led to long queues for fuel, cooking gas and essential items, forcing the authorities to seek an IMF bailout package.
“The government also needs to provide a proper risk assessment to potential investors so that they know in advance what they are getting into in making a positive bid. The amount of debt and the profitable routes and non-profitable routes have to be clearly expressed and whether these unprofitable routes would be shed; these are all questions that have to be answered,” the aviation expert, who declined to be named, said.
Emirates has taken its product experience from air to ground, launching its first travel store in Hong Kong last week.
As the first in the Far East region, the 1,500m² concept store is located in Nexxus Building in Central and offers a relaxing, lounge-like environment with four dedicated customer service counters catering to flight reservations, ticketing and general enquiries.
Sizeable interactive screens set up throughout the store encourage customers to capture selfies with friends against iconic Emirates backgrounds. In addition, smart technology-powered self-service screens minimise wait times and facilitate faster service, while LED screens showcase the latest Emirates products and promotional offers.
Another key highlight is a limited-time Premium Economy Class seat display for customers’ first-hand preview.
According to senior vice president, commercial operations, Far East, Orhan Abbas, there are plans to expand similar stores across Emirates’ network.
The airline has recently signed a memorandum of understanding with the Hong Kong Tourism Board to boost inbound tourism to the city from various key areas across Europe and the Middle East.
In addition, it also re-opened the Emirates Lounge at Hong Kong International Airport after a revamp, while coverage of its complimentary chauffeur-drive service has been extended to include Business Class passengers in Hong Kong.