Firstly, what is Nina Hotels and how does it fit into the Hong Kong hospitality scene?

Based in Hong Kong SAR, China, Nina Hospitality is a wholly-owned subsidiary of Chinachem Group. It operates and manages a portfolio from midscale to upper upscale hotels and serviced apartments with almost 3,000 rooms and residences under two brands: Nina Hotels and Lodgewood. The Group currently offers a great variety of accommodation – five hotels, two residences and one university lodging. We are also the biggest wedding operator as we can cater over 1,000 guests in one of the largest ballrooms in Hong Kong.

Being fun is deeply rooted in Nina’s heart, we take great pride in providing an entertaining, authentic, and delightful experience that go beyond the ordinary.  As a homegrown Hong Kong brand, we create vibrant spaces that spark connections and inspirations. Guided by our forward thinking mindset, personalised service and thoughtful surprises ensure that our guests enjoy memorable experiences at every level.

You have properties across the city; what do you look for in a destination before you expand into it? Will we see Nina hotels branch out beyond Hong Kong in the coming years?

All our properties are located in the key neighbourhoods of the city with easy accessibility, where guests will find historical stories, crafts, food, entertainment and culture nearby. We have spent the past two years strengthening our brand, strengthening our performance above market level, and upgrading our products and services. We are now ready for expansion, and we are looking for opportunities in the Greater Bay Area, London, Singapore, and Sydney in short term.

How have business travellers’ expectations changed post-pandemic and how does Nina meet these needs?

Business travellers’ expectations have changed significantly post-pandemic, where safety and hygiene protocols have become a top priority, along with flexible cancellation policies. At Nina, we have implemented rigorous health and safety measures to ensure the well-being of our guests. We also offer flexible booking options to accommodate changing travel plans, from 7-night to 21-night long stay packages, with club access or dining offers, to residential offerings, we aim to catering different needs of our guests.

During the pandemic, we repositioned the brand from a local midscale operator to a multi-brand hospitality group. With our goal of developing new products and experiences that align with current trends and engage the community, it will meet the growth of “Bleisure” travel.

To name a few, we launched Nina Communal at Nina Hotel Kowloon East, a club lounge (above) offering a range of amenities for eating and drinking, socialising, relaxing, co-working, and playing; and newly renovated suites with kitchenette at Nina Hotel Tsuen Wan West. We also strengthened our food and beverage offerings, from our new flagship Chinese restaurant RÚ, enhanced southeast Asian buffet at I-O-N Wong Chuk Hang and special promotions for our semi buffet at I-O-N Kwun Tong, to adding value packages at canton pot, our hotpot restaurant, as well as our pastry specialist Nina Patisserie.

You had previous roles with Marriott and Langham in Hong Kong; has the city retained its sought-after status among business travellers after reopening?

Hong Kong has always been a sought-after destination for business travellers, the city’s strategic location, vibrant business environment, and world-class infrastructure make it an ideal choice for business travellers.

Undoubtedly, the recovery of Hong Kong market has not been as fast as our expectation, but Hong Kong is always the leading hub in Asia. Although the number of visitors is lower than pre-pandemic level, in fact it is still above our regional competitors.

Where do you find most business traveller guests of Nina source their hotel info and make their bookings and how is Nina ensuring it’s at the forefront of that decision making process?

Our hotels are ideally located with easy access to all exhibitions around the city. Be it at Hong Kong Convention and Exhibition Centre, AsiaWorld-Expo, or Kowloonbay International Trade & Exhibition Centre, our hotels are in the key neighbourhood areas of these prime exhibition locations. We also offer the largest ballroom at Nina Hotel Tsuen Wan West in the New Territories, where giving another option to the corporates for their exhibitions.

With our great values, new products and experiences, and locations, as well as our great connection with the corporates’ local representatives and major distribution channels, we are at the forefront of business travellers’ decision-making process.

How does the Lodgewood brand fit into the greater scheme of things and are we likely to see expansion there in the coming years?

Lodgewood by Nina Hospitality is a mid-scale hotel brand in our portfolio. The boutique hotel in Mong Kok (above) offers 87 guestrooms, four of which are spacious suites in size from 47sqm to 54 sqm; the residence in Wan Chai provides 91 serviced apartments ranged from 40 sqm to 90sqm, both properties cater a different segment of travellers who seeking a unique, convenience, smart and energetic lifestyle.

We are constantly evaluating opportunities for expansion and growth for the whole Group and we aim to have more Lodgewood hotels in different neighbourhood areas in Hong Kong in the future.

Nina has also expanded its restaurant portfolio, including venues outside of its hotels. Is this something that you plan to focus on and how different is the restaurant game compared to running hotels?

Our restaurant portfolio is indeed a focus for us. Running restaurants presents different challenges compared to hotels, as it involves creating unique culinary experiences, managing diverse menus, and catering to the preferences of local and international diners.

In addition to expanding our restaurant portfolio, Nina has also experienced significant growth in the retail landscape. We have introduced Nina Patisserie, a specialty pastry brand, and Nina Boutique, an e-shop offering a curated selection of products. Running these retail ventures require a deep understanding of the market, staying on top of the latest trends, and continuously innovating to meet the evolving needs and desires of our customers.

While there are differences between running hotels, restaurants and retail, our commitment to excellence, attention to detail, and passion for creating unforgettable experiences remain consistent across all aspects of Nina Hospitality.

What are your predictions for business travel, in Hong Kong and across the region, for the year ahead?

As nothing beats being face-to-face time with customers, we foresee the business travel will reach pre-pandemics level by 2025. Hong Kong has always been a reputable international business hub where perfectly accommodates the meetings and exhibitions market with its advanced transportation network, state-of-the-art venues and extensive hotel choices. As the flights come back, we will see more long haul visitors coming to the city that is recovered back to pre-pandemic level. We also believe that the short term trading activities will be enhanced.

For more Mile High Club columns click here

STAY IN THE KNOW BY FOLLOWING US ON FACEBOOK, INSTAGRAM, & LINKEDIN

The post Redefining Hong Kong Hospitality first appeared on The Art of Business Travel.

With the growth in private jet travel post Covid, Flexjet is poised to grow its fleet and meet the demand of a new generation of business traveller, in the US and beyond.

Tell us about some of your highlights for 2023 and what you are most looking forward to in 2024

Flexjet really moved into a new phase in 2023. We made some significant fleet and infrastructure developments, including the opening of our new US$50 million Global Operations Center in Cleveland. Our global fleet now numbers more than 270 fixed wing aircraft and 19 helicopters. Demand for our services is robust and continues to grow, both in North America where we have been long-established since 1995, and globally.  

With our unique approach to service and our world-class fleet offering – outside of the US it includes the super-midsize Praetor 600 and ultra-long-range Gulfstream G650 – we are successfully differentiating ourselves at the premium end of the private aviation market. 

You sponsor one of the most glamorous events on the sporting calendar, the Snow Polo World Cup St. Moritz. To what extent it has raised your profile and will you be partnering with any similar events in 2024? 

Our sponsorship of the Snow Polo World Cup began three years ago and we now headline one of the six polo teams in the competition. Polo is a sporting passion of many of our aircraft owners, so we were delighted to invite them to spend time with us there, extending VIP hospitality at the event and in St. Moritz over the weekend. With many of our aircraft flying into nearby Samedan Airport, it also enabled us to showcase Flexjet to a wider audience of prospective customers.

Our other sporting associations and partnerships include Royal Ascot, for which we are the Official Private Aviation Supplier and host of the official event heliport. Similarly at Goodwood Revival, where in 2023 we launched the event’s first ever period-style lounge for those flying in or out by helicopter. We also align with passions for our aircraft owners in art and culture, such as sponsorship of TEFAF Maastricht. Furthermore, we create a calendar of exclusive, private events of our own, such as wine tasting at private vineyards.

Who are your customers globally and how is that changing? Are you trying to tap into any particular demographic right now? 

Our premium programmes are aimed at frequent flyers and are proving compelling to Ultra High Net Worth Individuals across an increasing breadth of countries. We see particular interest from entrepreneurs and business owners in sectors such as financial services, tech and real estate. 

Tell us about the different ownership programmes you offer

The pinnacle of the Flexjet experience is built around our shared ownership programme, whereby owners invest in a share or fraction of an aircraft, and in return receive exceptional levels of personalised service, convenience, travel flexibility and discretion. For a super-midsize Praetor 600 fleet, this is typically a 16th share, which equates to 50 hours of flying time per year, and for an ultra-long-range Gulfstream G650, an eighth share equating to 100 flying hours. Owners then pay a monthly fee to cover flying costs such as crew, maintenance, insurance and fuel. 

Shared ownership with Flexjet is an appealing alternative to buying an aircraft outright, as it removes so many of the considerations and hassles of ownership, but maintains many of the benefits. For those looking to try the Flexjet service for the first time, we also offer a 25-hour Super-Midsize Jet Card.

One of the services you offer is Red Label by Flexjet, which enables users to “experience the feeling of owning their own aircraft” and offers a greater level of personalisation. Tell us about that

Red Label is Flexjet’s premium service offering, and includes only the finest ultra-modern private jets, a dedicated captain and crew per individual aircraft registration, and impeccable cabin interior styles and features that make each flight feel like a relaxing extension of home. 

We recently launched a new cabin server training programme and facility, the Red Label Academy, where our cabin servers are trained to a five-star hospitality standard that’s unrivalled in private aviation.

In addition to the bases in the US, there’s outposts in Malta, Milan and Farnborough in the UK. Are there any new outposts on the horizon?

Our global growth will continue to be driven from our bases in the US and in Europe, which include our Tactical Control Centre at Farnborough Airport, a further Operations Centre in Malta, sales and experience centre in London’s Mayfair, and a group maintenance facility in Milan.

However, with our fleet capable of long range connections – including the ultra-long-range Gulfstream G650 – our clients are increasingly based even more broadly across the world, and owners are flying between Europe and The Middle East and Asia. Our EMEA-based team is made up of more than 20 different nationalities, and offers multiple language capabilities, so we’re well-placed to serve clients globally.

Alongside private jets, you have a global helicopter business. Can you elaborate on that, including target markets for 2024

We launched our helicopter fleet offerings in the US in 2022 and then in Europe in 2023, focused around the impressive Sikorsky S-76 Super-midsize helicopter. Our rotary fleet acts as an important ‘last mile’ solution for our jet owners, providing them with fast and direct airport transfers from their home or city centre. We also offer standalone helicopter services to clients in our service areas, which are currently the Northeast US around New York, South Florida and in the UK. Expansion of the fleet is a focus for this year, and we’ll look at new markets, according to customer demand.

What are some of the current trends you’re noticing in the world of private aviation and how are you responding to those?

Since the pandemic, there’s been significant industry consolidation and a gravitation towards larger fleet operators and subscription-based flying. Globally, shared ownership is seeing a strong demand versus charter and other forms of private jet travel, with shared ownership fleets flying more than at any time in the last four years. 

What are your goals for 2024 and where do you see the company headed over the next three to five years?

Our focus this year is really to continue to accelerate awareness of Flexjet outside of the US, building on the momentum that we’ve generated over the past few years. Globally, we’re expecting sales to grow six per cent in 2024, doubling our pre-pandemic sales in 2019. 

For more Mile High Club columns click here

STAY IN THE KNOW BY FOLLOWING US ON FACEBOOK, INSTAGRAM, & LINKEDIN

The post The Sky’s the Limit first appeared on The Art of Business Travel.

With recent expansion of both its hotel inventory and its brands, Pan Pacific Group has re-emerged as a hospitality powerhouse in Southeast Asia, and one that has placed sustainability as a core pillar of its new properties across the region.

You have 35 years of experience in the hospitality industry – how are guest expectations evolving and what do hotels and their managers need to do to meet these changing needs? 

Today, guests seek more than mere accommodations; they yearn for enriched and value-added experiences. Take, for instance, Pan Pacific Hotels and Resorts, which introduced the therapeutic Happy Sleepers program, a curated offering of sleep-enhancing amenities and activities. In the realm of wellness, Parkroyal Collection Hotels & Resorts recently unveiled a suite of Eco-Wellness guest experiences, aiming to inspire conscious living and holistic well-being. Parkroyal Hotels & Resorts also commits to creating genuine connections by infusing local heritage into properties, culinary offerings, and activities. For example, at Hotel Groove Shinjuku, A Parkroyal Hotel, a vibrant blend of art and music pays homage to Shinjuku’s spirited Kabukicho district. 

Furthermore, sustainability has emerged as a vital priority, with a survey by Booking.com finding that 80% of global travellers prioritise sustainable travel. A notable 71% aspire to travel more sustainably, while 78% aim to stay at eco-conscious properties annually. Embracing this ethos, all of our properties in Singapore hold ISO14001 certification, a recognised international standard in leading environmental management systems. Moreover, our two Parkroyal Collection Hotels & Resorts in Singapore boast their own Urban Farms, forming the core of a farm-to-table, farm-to-bar, and farm-to-spa concept that enhances our commitment to sustainable practices. 

In addition to sustainability, what are the other factors that drive business travellers to book one brand or one hotel over another? 

In my view, the key factor influencing business travellers when choosing a particular hotel brand to stay in is the opportunity to enjoy thoughtful and memorable experiences. Pan Pacific Hotels Group has acknowledged this demand and is dedicated to crafting meaningful memories for travellers by investing in new properties and offerings that cater to their ever-changing needs. 

Our three distinct brands are characterised by their unique experiences and amenities, providing guests with tailored experiences that cater to a diverse range of traveller needs. For instance, Pan Pacific Hotels and Resorts offers a special Sleep program aimed at improving and enhancing sleep hygiene, while Parkroyal Collection Hotels and Resorts focuses on eco-wellness concepts to promote personal well-being. Additionally, Parkroyal Hotels and Resorts boasts vibrant social spaces that foster meaningful connections among guests. By staying attuned to the evolving preferences of travellers, we aim to provide the best possible service and create exceptional experiences for all our guests. 

Sustainability seems to be an aspect that’s at the core of the new positioning, as is seen with the new Pan Pacific Orchard, of which you are general manager. In a city of five-star hotels, what stands the new property apart and what roadmap does it set for the brand as a whole? 

Sustainability is indeed at the core of our group’s positioning, and Pan Pacific Orchard truly embodies our commitment to this ethos. The property’s drive towards sustainability can be seen as soon as guests walk through the doors. 

A new addition to the iconic Singapore district, Orchard Road, this 23-storey hotel (above and below) boasts an intricate and imaginative design by WOHA Architects. The hotel offers 347 rooms and suites that are meticulously crafted for comfort and luxury, complete with cosy 400-thread count cotton bedding and opulent bath amenities by the renowned French house Diptyque. To encourage sustainable practices among guests, the hotel provides in-room filtered water dispensers. Additionally, reusable bottles made from ocean-bound materials are available in the rooms, further promoting eco-conscious choices. 

Personally, what I think makes Pan Pacific Orchard the new landmark for Singapore’s famed Orchard Road is its iconic nature-centric design. As guests step into our hotel, they are immediately greeted by a myriad of terraced greenery, which occupies over 200% of the hotel’s land area. Our connection to the natural world is also architecturally celebrated with four high-volume terraced environments: Forest, Beach, Garden and Cloud. Dramatic 120-metre green columns tower through the terraces, creating a spectacle of thriving flora. We have also incorporated a variety of lush green spaces throughout the hotel, which not only helps to offset the building’s carbon footprint but also provides a uniquely aesthetic and tranquil experience for our guests. 

Pan Pacific Hotels Group has an expanding portfolio, with over 50 properties situated in more than 30 cities. The group is dedicated to reducing its ecological impact and embracing responsible environmental measures. Leading the charge in sustainable hospitality, the group has established Green Committees at its hotels, comprising representatives from various departments such as facilities, operations, procurement, IT, and finance, to drive and enhance their sustainability initiatives. 

How has the new Pan Pacific Orchard been received in its first few months? 

We’ve been delighted by the positive response received since the opening. Since its launch in June 2023, Pan Pacific Orchard has received a plethora of media attention, amidst steadily growing demand and rising booking numbers. 

Overall, the hotel has made a positive start, and we’re confident that this will continue. However, we’re not resting on our laurels; as always, we continuously seek out guest feedback to make improvements and ensure we’re offering the best experience possible. 

How would you describe the differences between the new Pan Pacific Orchard and the recently reopened Parkroyal Collection Marina Bay, and what does each offer to business travellers in the city? 

While each hotel in the group has its own unique attributes that set them apart, both Pan Pacific Orchard and the Parkroyal Collection Marina Bay are excellent choices for business travellers due to their prime locations, comprehensive service offerings, and modern amenities. Pan Pacific Orchard was meticulously designed for both comfort and luxury and is one of Singapore’s only luxury hotels designed with the environment in mind, brimming with 14,000 sqm of foliage and water features, a high-ceiling open-air lobby and energy-saving features like rainwater collection, solar panel technology and a bio-digester system, marking the green rejuvenation in Orchard Road.

Meanwhile, Parkroyal Collection hotels are statements of iconic design with a sense of responsibility and care towards the environment and self. It goes beyond bricks and mortar to refresh body and soul. For instance, Parkroyal Collection Marina Bay completed its transformation into Singapore’s first ‘Garden-in-a-Hotel’ in 2020 and the hotel’s efforts to conserve the environment can be seen all over the premises. It is home to over 2,400 plants, trees, shrubs, and more than 60 varieties of flora with a high suitability to indoor conditions.

The F&B department also contributes to sustainability with its own urban farm that forms the backbone of its farm-to-table concept which serves business travellers who are looking for an iconic hideaway that rejuvenates them with green designs and experiences that fit into their eco-friendly, conscious and wellness-driven lifestyles. 

Pan Pacific seems to be enjoying a renaissance of sorts; what’s driving the group’s new vitality and what can we expect from it in the coming years in Asia? 

The way I see it, this renaissance is not so much a resurgence as it is a product of our commitment to delivering high-quality experiences to our guests. Pan Pacific Hotels Group has recently been active in terms of expanding and developing our brand repertoire. We have made our mark in key cities like Singapore, Tokyo, London, Kuala Lumpur, Beijing, Melbourne and Sydney, where our properties have enjoyed high occupancies and travellers are growing even more familiar with our brands. For instance, we recently launched the Bellustar Tokyo, a Pan Pacific Hotel (below), as well as Hotel Groove Shinjuku – a key milestone for us as we expand into Japan. Pan Pacific Hotels and Resorts also made its mark in Europe with the opening of Pan Pacific London, which has achieved the Forbes Five Star rating every year since it opened in 2021. 

Our development pipeline is extensive and dynamic, chartering our expansion across more prime locations where we see the strong potential for meaningful growth. In the next year, Pan Pacific Hotels and Resorts will launch its new vision of luxury in Indonesia with Pan Pacific Jakarta, opening in the first half of 2024 in the prestigious integrated complex, Thamrin Nine. In the pipeline, we can also expect further expansion in key Asian markets and more innovations that seek to enhance the guest experience. 

How important is sustainability to guests staying at the luxury end of the hospitality spectrum?

Sustainability remains a significant concern for guests staying at luxury hotels, but with the increasing cost of living, it might not be at the forefront of everyone’s mind. As the Pan Pacific Hotels Group, we recognise the importance of inspiring and assisting consumers in travelling more sustainably. It is now more crucial than ever to make sustainable options easily visible and worthwhile. 

With our extensive portfolio comprising over 50 properties in more than 30 cities, we are deeply committed to reducing our ecological impact and embracing responsible environmental practices. Taking the lead in sustainable hospitality, we introduced Parkroyal Collection in 2020, dedicated to developing sustainable hotels for the future. While we implement environmentally friendly initiatives across all three brands; for instance, Pan Pacific Orchard installed bio-digesters that are able to filter food waste and convert it into water for self-cleaning and Parkroyal on Beach Road embarked on a journey to switch out plastic for more sustainable materials. Parkroyal Collection stands out as the brand where we specifically showcase efforts to reduce our carbon footprint and resource consumption with hotels designed around five Sustainable Development Goals: Biophilic Design, Green Design, Reduce, Recycle, and Food & Beverage. 

For example, Parkroyal Collection Pickering (above and below) exemplifies how they utilise over 50 diverse types of herbs and vegetables sourced from their Urban Farms. This fresh produce serves as garnishes, aromatics, and key ingredients in the property’s various establishments. Additionally, the property takes a sustainable approach by incorporating 262 solar panels that generate an impressive 65,004 kwh per year. 

You oversee a vast territory in Asia – what are the biggest challenges to developing brand recognition and loyalty in such a competitive space? 

The hospitality sector, particularly in the Asia Pacific, is incredibly competitive and dynamic, and building both brand recognition and loyalty requires a multifaceted approach. One of the biggest challenges is the sheer diversity of the region. Each country has its own unique culture, traditions, and customer expectations. What works in Singapore might not work in Japan or Indonesia. Hence, we must ensure our brands are adaptable and able to meet local expectations while still maintaining our core brand values and standards. 

This brings me to another major challenge: developing brand recognition and loyalty. Asia’s hospitality sector is incredibly competitive, with numerous well-established local and international brands. To stand out, we aim to deliver consistent, high-quality experiences across all our properties, which helps to build our reputation and drive customer loyalty. This involves continually training our staff, investing in our properties, and staying ahead of hospitality trends. 

While these challenges are significant, they also represent opportunities. By meeting them head-on, we can differentiate our brand, build loyalty, and ensure that our growth is sustainable and beneficial for all stakeholders. All these challenges require a flexible approach, where we constantly learn, adapt, and innovate. It’s a fascinating space to work in, and I believe that as we continue to listen to our customers and our teams on the ground, we’ll be able to continuously build a brand that resonates and stands out in this competitive market. 

Your mandate also covers Indonesia, an economy that’s presently booming. What can we expect from the Group there in the coming years? 

The Indonesian economy is indeed booming, and we view this as an exciting opportunity for Pan Pacific Hotels Group. Over the next few years, you can expect to see a significant expansion of our presence there. Pan Pacific Hotels Group is proud to announce that we are reintroducing our brands to Indonesia, starting with three upcoming properties: Pan Pacific Jakarta, Parkroyal Serviced Suites Jakarta (below), and Parkroyal Jakarta. We were drawn back to this market due to Jakarta’s significant role as a bustling gateway city and tourism hub. Factors such as the substantial population size, burgeoning business and corporate travel demand, and potential for leisure tourism, along with finding the right partners and locations within the city, made this decision an obvious choice for us. 

Each of our properties will offer a unique experience that reflects Indonesia’s rich culture and hospitality. For instance, Parkroyal Serviced Suites Jakarta is designed to provide a comfortable, contemporary living experience that will feel like a second home to the modern traveller. Meanwhile, Pan Pacific Jakarta will offer refined luxury coupled with sincere hospitality, all enhanced by a distinct Indonesian charm. Parkroyal Jakarta aims to immerse our guests in an authentic local experience, putting them right in the heart of the best that the city has to offer. 

This expansion into Indonesia is part of our broader growth strategy in key markets across the globe. While we’re excited about our upcoming openings in China, Cambodia, and Vietnam, Indonesia truly plays a pivotal role in our expansion plans for the Asia Pacific region.

For more Mile High Club columns click here

STAY IN THE KNOW BY FOLLOWING US ON FACEBOOK, INSTAGRAM, & LINKEDIN

The post The Need for Green Hospitality first appeared on The Art of Business Travel.

The travel risk landscape has changed significantly in the post-pandemic world. Correspondingly, there is an increased perception of elevated risks, with the International SOS 2022 Risk Outlook showing that globally, 67 per cent of the workforce believes that travel risks have increased.

Duty of care legally and morally obligates employers to mitigate the risks that employees might face while travelling and to safeguard their safety, health and well-being. Organisations can follow a step-by-step approach to research, plan, develop and implement their business travel policies and operational procedures centred around the principles of duty of care.

1) Internal Assessment

The first step to building and refining policy comes from an understanding of the fundamentals of your business. Conduct an internal assessment to determine the foundational components that will form the basis for the travel program and policy. This includes where employees are stationed, where they may need to travel, existing travel policies or procedures – both formal and informal – the organization’s risk potential, available and affordable mitigation resources, existing or required vendor relationships, technologies, and tools.

2) Risk Assessment

The next step is to assess the health, safety, security risks, vulnerabilities, or exposure associated with the organization’s business travel requirements. Key risk factors to consider include destination and location risks, travel risks, and health and safety risks, related to the type of employees that may travel, to the destinations that may be visited, and for the typical purposes of the business. They may encompass items such as the sociopolitical climate, crime rates, modes of travel, accommodations, infectious diseases, and the safety of local transportation.

3) Policy and Procedure Development

Travel policy is not about control or mere expense management. It should strike a fair balance between efficient use of the company’s resources and efforts to maintain the health, safety, well-being, and morale of travelling employees such that it encourages employee compliance with the policy.

Key elements of business travel policy and related procedures include clearly stating the purpose of the policy and the organization’s duty of care objectives; identifying the products of step 2, including determination of essential and non-essential travel; documenting policies and procedures for each facet of business travel, including pre-approvals, pre-travel risk assessment, reservations, monitoring, incident response, and feedback; establishing guidelines and/or acceptable exceptions; and designating lead/responsible parties.

4) Employee Education and Training

Educating everyone, including leadership, on policy and procedures is necessary for fulfilling duty of care responsibilities. Proactive communication is key to driving awareness and adoption. Through education, an organization creates and reinforces a culture of risk awareness and discernment. Employees should be trained on the policy, related procedures, processes, and protocols, and any supporting technology or other tools used by the organization.

5) Pre-travel Risk Assessment

While broad-based risk factors are built into the pre-policy risk management framework, a pre-travel risk assessment conducted prior to each trip helps identify anything that might compromise the safety, security, and well-being of a given travelling employee with respect to that specific business trip. Pre-travel risk assessment boosts employee confidence in their employer’s commitment to their health and safety.

6) Monitoring Employee Travel

Organisations should be able to track itineraries and have knowledge of who is travelling, where they are, where they are staying, the length of stay, and how to contact them should an emergency arise.

7) Incident Response

In contrast to the previous steps, which are “proactive,” this step is “reactive.” Should an incident occur, an organization must be able to coordinate efforts to react rapidly to the situation at hand and provide immediate and appropriate assistance to the employee. Organisations should have comprehensive emergency response plans, including the ability to determine what constitutes an emergency, immediately implement emergency protocols, provide appropriate support and activate local support if needed.

8) Feedback

Incorporating regular feedback about travellers’ experiences, both positive and negative, through traveller surveys or simple questionnaires is an important mechanism to improve processes.

Effective travel risk management is strategic and fundamental to any organization’s ability to achieve its duty of care responsibilities. To formulate the steps above, organisations now have a new resource to help develop policies and procedures to protect their employees. ISO 31030, the first international standard for travel risk management, is a guidance document for organizations for managing the security, health, safety and well-being of individuals travelling for work.

For more Mile High Club columns click here

STAY IN THE KNOW BY FOLLOWING US ON FACEBOOK, INSTAGRAM, & LINKEDIN

The post A Step-by-Step Plan For Achieving Duty Of Care first appeared on The Art of Business Travel.

As the new CEO, what are your expectations for Fairmont and where will growth be focused?

Fairmont currently operates 13 hotels across Asia and we’ll see a lot more growth across the region with the recent signing of Fairmont Bangkok, and upcoming hotels in Hanoi, Phu Quoc and Tokyo. In India, we currently have one property and we’ll be growing to five in the next two years with openings scheduled in Udaipur, Mumbai, Shimla and Agra. 

Saudi Arabia is also a key market for us. We’re already present in Riyadh and Makkah and recently signed a new property in Madinah. Fairmont will soon be present in all major cities in Saudi Arabia, playing a role in the nation’s 2030 vision of diversifying its economy and growing the tourism sector. We’ll also be focusing growth on prime locations where we are not yet present including Las Vegas, Paris, Bali, Phuket, Kuala Lumpur and Jeddah.

What patterns are you noticing in Asian travel?

With China and Hong Kong opening up this year, we’re expecting to see a surge in the number of Asian travellers in 2023 across our properties. However, with international flight costs still high and a degree of uncertainty about travel remaining for those who haven’t flown since before the pandemic, we anticipate a large number of domestic bookings from Asian travellers, especially in markets like China. 

For those who do opt to travel abroad, we’re expecting to see a spend on luxury authentic travel experiences and longer trips as opposed to short weekend getaways. 

We’re also seeing the recovery of the business travel segment. While it still somewhat lags behind the leisure travel segment given the increase in remote working following the pandemic, there is a growing demand for in-person meetings again and an increase in demand for MICE facilities. The new Fairmont Bangkok Sukhumvit will be the first fully integrated luxury MICE hotel in Thailand, offering extensive meeting facilities to meet the needs of a new era of luxury events. 

Fairmont Maldives – Sirru Fen Fushi

What travel trends do you foresee going into 2024?

Sustainability remains a top priority for travellers and for the Fairmont brand. Many of our hotels have received recognition for their food waste management, water management, decarbonisation, coral conservation and bee programmes among other initiatives. As a group, all hotels are committed to reducing food waste and will be required to install a Food Waste Management system by this September. Fairmont, along with Accor, has also announced its commitment to reaching net zero carbon emissions by 2050.

Bleisure travel remains a big trend, even more so post-covid, with travellers opting to tag on a few extra days instead of travelling a long way for a quick two- to three-day business trip. We’re noticing an increase in business travellers arriving with their partners to explore and make the most of their time abroad. Our properties already have a focus on wellness and offer an urban sanctuary amid busy city locations. This is a focus for us to develop and further refine to cater to partners looking for a place to relax and unwind. 

Culinary creativity also remains a top trend and is often now a reason for travel. Especially with the younger generation, we’re seeing guests who are staying in a certain location for a particular restaurant or culinary experience in the area that they’ve specifically travelled for. 

AI is another big trend – how can it improve guest stays?

AI has the potential to revolutionise the guest experience as it can provide more personalised and efficient service through the use of recommendation engines, smart room technology and by automating repetitive tasks. It can enable automated check-out, monitoring and prediction of maintenance needs in hotel rooms, forecasting demand and adjusting room availability and more, all of which will enable staff to spend more time with guests to enhance their experience. 

Fairmont Makati

Most established hotel brands such as Fairmont want to capture Gen Z’s attention without alienating loyal followers. How do you do that?

Gen Z travellers are passionate about associating with brands that are socially responsible; they are looking for an increase in transparency and accountability. We’ll make it a priority to communicate all that we’re doing as a brand across all social media platforms, from LinkedIn to TikTok. We’ll continue to leverage on quality rather than quantity when it comes to attracting the right customers who feel they belong with Fairmont – those who associate with the brand values, direction and practices. 

What does experiential luxury mean in today’s post-Covid world?

Experiential luxury is all about personalisation, anticipating the needs of a guest and tailoring a stay to their preferences. We strive to create meaningful connections with guests, calling them by their name, remembering what their favourite drink is, and suggesting relevant experiences. This has always been key for hotels but post-covid, it is of even greater importance with travellers looking for hospitality that makes them feel cared for at every touchpoint. Our customised concierge service supports this, along with seamless technology like in-room tablets that will enable each guest to tailor their stay. 

Experiential luxury is of course also about unique experiences that go beyond the hotel room, from 360-degree dining experiences that offer exceptional food and distinct settings to immersive cultural experiences in the surrounding locale. 

Fairmont Jakarta

In your career in hospitality so far, what lessons have you learned about leadership?

The most important lessons I’ve learned are, listen to people around you and surround yourself with people who colour outside of the lines – they are the ones who will create real impact and change in the world. I’ve also learned that hospitality has a place for everyone; we can always find a role for someone motivated to work in the industry. 

Tell us about the group’s recent and upcoming openings and single out some of your favourites

Fairmont Doha is a recent opening. Housed in the iconic crescent-shaped Katara Tower, it’s a defining symbol of this fast-growing city. In terms of upcoming projects, I’m excited by the Fairmont Red Sea, a luxury family, wellness and nature-focused resort that will be a part of the upcoming landmark Red Sea Project. Then there’s the Fairmont Agra, which will be located next to the Taj Mahal when it opens in 2025, and the Fairmont Dubai Skyline, which will feature 54 floors across a 226m-high building and is set to open in 2024. 

How do you expect the Fairmont brand to evolve over the next few years?

We’ll seek to attract and engage the modern traveller by offering unique and personalised experiences, catering to diverse audience segments such as Gen Z, Social Culturalists, HENRYs, and Digital Nomads. Personalisation will be a key aspect of the Fairmont experience, ensuring that each guest feels valued and special. As a part of this evolution, Fairmont will consolidate its flagship properties and expand its presence in key cities around the world, including Las Vegas, Miami, Munich, Paris, Rome, Milan, Madrid, Amsterdam, Hong Kong, Bali, Sydney, Guangzhou, and Jeddah. 

Fairmont Doha

Which Fairmont hotels do you most enjoy staying at?

That’s very tricky to answer as I enjoy them all for different reasons but if I had to pick I’d say the Fairmont Royal York in Toronto for its iconic bar, Clockwork; The Savoy in London for its elegance and history; and Fairmont Hotel Vier Jahreszeiten in Hamburg for outstanding quality.

For more Mile High Club columns click here

STAY IN THE KNOW BY FOLLOWING US ON FACEBOOK, INSTAGRAM, & LINKEDIN

The post The Evolution of Luxury Hospitality first appeared on The Art of Business Travel.

Jetcraft celebrated its 60th-anniversary last year. How did it feel to reach this milestone and what were some of the celebration highlights?

It was certainly a year we’ll look back on with pride. We were founded in 1962 by Charles “Bucky” Oliver. Since then, Jetcraft has grown extraordinarily, from a predominantly US-based organisation to an expanding global corporation. Today, we operate more than 25 offices worldwide with a team of over 80 aviation experts across five continents. Last year, we established the first business aviation lounge in the Metaverse, taking our global footprint even further by removing the boundaries of the physical world from business aircraft sales, acquisitions, and trades.

We also began our sustainability journey, working closely with ZenithJet and Azzera, specialists in climate action solutions, to become a carbon-neutral business. To mark the official end of our year-long anniversary celebrations, we shared our story on the world’s tallest building – the Burj Khalifa — underlining a commitment to perform transactions at the Speed of Life and our optimistic outlook for business aviation going into 2023 and beyond.

Can you share more details on your brand refresh?

It’s a nod to our rich heritage and fresh energy. Our new look showcases our global team’s unstoppable attitude to delivering industry-leading market intelligence, unbeatable access and proven results to go further and faster for every aircraft transaction. It’s the culmination of several years of work to truly understand the value we bring to our clients every day.

This 2015 Bombardier Challenger 350 sn 20556 is for sale exclusively through Jetcraft. It is outfitted with an 8 passenger, double club configuration and the engines & APU are enrolled on MSP. It includes seller-paid 12/24/48/96 Month Inspection at Bombardier and will deliver to the US, N-Registered and with a fresh US CofA.

Across your 25 offices worldwide, what are your fastest-growing markets and where do you hope to launch next?

We have offices in different regions but ultimately, we’re global and virtual. What comes next in terms of our footprint is ever-changing, but we’re available everywhere our clients are, and when the next ‘new place’ comes up for our clients, we’ll be there too. You’ve expanded into the virtual world, what does that mean for your clients? We pride ourselves on being early adopters of new technology and innovative ways of working. Right now, we’re in learning mode; the Metaverse is set to be the evolution of the internet but how and when it will happen is yet to be seen. Clients turn to us for an unmatched international presence and local insight in every key region and an integral part of this is our ability to meet clients, wherever they are, to better serve them. Establishing ourselves in the Metaverse provides our clients with the ability to interact with Jetcraft in a new and unique way. As we learn what our clients need in this virtual world, the possibilities are endless.

That being said, we don’t ever see face-to-face interactions going away, especially within business aviation. Our presence in the Metaverse and online hangar will bolster our customer convenience but won’t replace the value of in-person connection.

Tell us about some of the challenges to becoming a carbon-neutral business.

In 2022, we began offsetting our business emissions, through the support of forest conservation projects in North Carolina and Papua New Guinea and wind power supplies in South Africa. Through a partnership with sustainability consultants Azzera, we’ve now delivered a scheme that achieves total verified carbon neutrality across everything we do. It’s important to us and our clients that Jetcraft has a solid response to our environmental challenges. We’re a global business and therefore our efforts must have a global impact, which is why we’re excited to be positively influencing climate projects in as many regions as possible.

What trends are you noticing in aviation right now?

Our latest Pre-Owned Business Jet Market Forecast revealed that the share of Jetcraft buyers under 45 has risen by 20% in the last five years. Furthermore, these aircraft buyers are driving a trend towards larger aircraft purchases, with their average transaction price hitting $25m, some 31% higher than their over 45 counterparts. Nearly a quarter (24%) of our buyers in Europe are younger than 45, with this figure rising to 38% in the Middle East and Africa. This rise is driven by factors such as a growing number of younger entrepreneurs from the technology and finance sectors that are entering into business aviation and are already established Metaverse users. Where our clients are, and where they may be in the future, is where we need to be to better serve them. The pandemic was a tough time for the aviation business.

How did you deal with the challenges it brought and what lessons did you learn from it?

The pandemic was difficult for commercial aviation. However, there was an increase in demand for private aviation. This rise resulted in an all-time low in business jet supply, which at its peak saw the share of the jet fleet for sale go down to only 3.2%. Now, after stabilising in the wake of a post-pandemic surge with a more balanced supply and demand, pre-owned transactions are expected to have a more rational growth, reaching 10,921 transactions valued at US$66 billion over the next five years.

This 2008 Bombardier Global XRS sn 9254 is for sale exclusively through Jetcraft. This 14 Passenger aircraft has Crew Force Measuring System, features Jet Connex – Ka-Band internet and is fully enrolled on programs. It currently has its 180 Month inspection underway at Duncan Aviation as well as new carpet and lower sidewall replacement.

To what extent have your customers’ expectations changed post-pandemic?

Covid drove many buyers into the market looking for the safety, security and reliability flying private affords. The desire to avoid crowds and the unreliability of commercial travel has led first-time buyers into the charter, fractional, and whole ownership solutions. A private jet purchase is very personal; every buyer has very a different and specific set of needs and wants from their aircraft. There’s no one size fits all and that’s why our unique experience with all business jet makes and models, and access to the most diverse inventory in the marketplace, allows us to provide a truly agnostic perspective – one that most closely aligns with what our buyers want and need rather than ‘what needs to be sold’.

You recently published your Five-Year Pre-Owned Business Jet Market Forecast. What were the most salient points of this research?

The trend towards younger buyers is certainly an interesting one, with nearly a quarter of our buyers in Europe now younger than 45. Our data also identified that the global Ultra High Net Worth population is set to increase by at least 21% over the next five years, which will prompt continued increasing demand for pre-owned aircraft.

What’s on the horizon for Jetcraft in 2023?

This year is poised to be another exciting one in business aviation, and we’re ready for it. With the official launch of our Decentraland lounge and online hangar, the continued commitment to being carbon neutral and ongoing expansion across the world, watch this space for even more from Jetcraft in 2023 and beyond

For more Mile High Club columns click here

STAY IN THE KNOW BY FOLLOWING US ON FACEBOOK, INSTAGRAM, & LINKEDIN

The post The Sky is the Limit first appeared on The Art of Business Travel.

Emerging technological, societal, traveller and economic trends have transformed the travel landscape over the past few years. Post-pandemic, a new era of travel has emerged and airlines are responding to it, which was covered extensively in SITA’s Meet the Megatrends report in 2022. Air travel has recovered from the pandemic faster than anyone in the industry had initially expected, particularly in Europe and the US. While the recovery is welcome, airports and airlines have found themselves on the back foot with staff and resource shortages. This has put a strain on operations, resulting in an increased risk of congestion, delays, cancellations, and mishandled baggage. 

It is imperative for airlines to embrace change to prosper in the ever-evolving environment of air travel. They are doing so by streamlining operations and better passenger management. The shift of IT spend over the past year confirms airlines are targeting their investment towards new digital technologies that promise to meet many of the pressing issues they are faced with. 

Digitalising the Passenger Journey

The latest SITA Air Transport IT Insights report details how digitalisation is seen as key to addressing these challenges, providing more scalability and flexibility. The report reveals that, as they steadily increase IT spend, airports and airlines are looking to key technology solutions to fortify their operations against disruption while automating the passenger experience. CIOs want to ensure operations are as agile and efficient, investing in tools like disruption warning systems and business intelligence solutions to enable scaling of operations based on demand. At the same time, airports and airlines are looking to digitalise the full passenger journey to help minimise congestion while freeing up staff to tackle more complex tasks, investing in self-service technologies and biometrics at every step from check-in through to arrival.

“It is imperative for airlines to embrace change to prosper in the ever-evolving environment of air travel.”

One clear takeaway from the pandemic and recovery period for the airports sector is the need for collaboration between all industry stakeholders and accelerated digitalisation. According to the IT Insights report, airports have taken this on board, with upwards of 80 percent of airports making common-use infrastructure and data exchange technology investment priorities by 2025. 

Investing in biometric technology to automate passenger identity management at check-in is another trend that continues to rank highly among airlines’ priorities. Other passenger management solutions at the airport include self-service initiatives for bag drop, boarding and baggage tracking. 

Autonomous Vehicles, Robots and Air Mobility Aircraft

High-speed mobile connectivity at the airport is central to mission-critical performance. Airports will increasingly run just-in-time operations, with automation and self-service making everything more efficient. What’s more, connected, automated and autonomous vehicles and robots are set to become commonplace. Examples of this are already underway at major international airports and we’ll see passengers increasingly accustomed to the evolving solutions over the next decade. 

Advanced Air Mobility (AAM) aircraft will provide a cost-effective, faster alternative to traditional rail or land transport links. The recent SITA partnership with Skyports is an example of integrating new vehicles to ensure a fluid passenger experience. Passengers can book and reserve flights on eVTOL aircraft via a mobile app powered by SITA’s Smart Path biometric capabilities. Upon arrival at the Skyports vertiport, SITA face pods will identify and verify passengers. 

Addressing Sustainability

After tough times through Covid, passenger numbers are set to grow dramatically by 2050, yet more extreme weather events and higher temperatures will impact operations and both top and bottom lines. Regulatory pressures are mounting, and the burden and cost of sustainability reporting will become more onerous. Reputational pressures are also increasing, with shareholders, passengers and prospective employees scrutinising sustainability performance. If they don’t like what they see, they’ll vote with their feet and invest, travel or work elsewhere. 

The development of sustainable aviation fuel and advancements in aircraft technology will take many years to fulfil their potential, while carbon offsetting doesn’t reduce emissions and is set to get more expensive. However, operational and infrastructure efficiencies currently represent 10 percent of carbon savings and bottom-line benefits for the industry.

“Investing in biometric technology to automate passenger identity management at check-in is another trend that continues to rank highly among airlines’ priorities.”

According to SITA’s latest IT Insights report, airlines continue to regard sustainability as important as they strive to reduce environmental impact through CO2 reduction and other initiatives. The most widely implemented sustainability initiative is the CSR programme, which 73 percent of airlines have undertaken, up from 58 percent last year.

Phones Become a Remote Control for Travel

Gen Z and millennial travellers are driving the adoption of digital travel where their phone acts as a ‘remote control for travel’, which will deliver major efficiency benefits for passengers, airlines, airports, and governments. The benefits of digital travel include faster passenger processing; optimal use of resources and increased capacity and scalability; stronger security; new revenue streams for travel players and rapid responses to changes in operational processes.

We will increasingly move towards dematerialising the passport and travel document to a digital travel credential on your phone. This will be used to verify and share relevant information across the entire journey, with the same identity used to check in for a flight or hotel, pick up a rental car or board a train. We’ll see increasing adoption of intermodal travel with the same seamless experience unified for integrated land, sea, and air journeys. 

The Aging Traveller

Aging travellers are a growing demographic. We will travel longer into our old age and with more disposable income. This will deepen the demographic of aging travellers who require more assistance. Some of the key areas where solutions will appear are Wayfinding (personalised navigational guidance around the airport); mobility (autonomous vehicles and mobility support); reduced waiting times (airport automation providing more accurate guidance to passengers). We will also see more personalised services and dedicated staff support for older travellers through the transition to a flattened business organisation and more automation across the airport.

The Digital Economy

Digital currency has transformed the way we purchase, trade, and invest and these changes will impact the commercial options at airports over the next decade and will likely play a part in the future of retail optimisation. The broader trend will be focused on smart retail for terminals with traveller profiles and behaviour-sensitive optimisation. Non-aeronautical currently accounts for 40-60 percent of an airport’s revenue and smart retail technology could bump this up. Digital currencies will also impact the financial aspect of the industry. Currency and exchange rates may perform interline invoicing and settlement between airlines, settling loyalty points or rewards, insurance, airport fees, taxes, and so on.

For more Mile High Club columns click here

STAY IN THE KNOW BY FOLLOWING US ON FACEBOOK, INSTAGRAM, & LINKEDIN

The post Meet The Megatrends Shaping The Travel Industry first appeared on The Art of Business Travel.

We are living in a time with an increasingly global workforce and companies everywhere are seemingly aiming to strengthen their culture to boost employee engagement and retention. That’s why business travel broke records the week after Labor Day – corporate spending on business travel is expected to rise to 55% of 2019 levels by the end of 2022.

With many organizations operating in completely remote or hybrid work environments, connecting dispersed teams is likely one of the main drivers for many companies’ upleveling business travel. There’s been nearly a 6x increase in trip bookings and spend for travel starting between Sept. 1 and Nov. 19, compared to a year ago – but there’s a twist.

Now, business and leisure travel has started to morph into one and people are calling it ‘bleisure’, or ‘business leisure.’ As business travel continues to pick up steam, many companies (along with the employees themselves) are opting to blend leisure into work trips, particularly given the fact that 35% of business travel bookings are on or over a weekend. Business travel provides a unique opportunity to build company culture for employers, and allows employees to spread their wings and do a bit of exploring while traveling for corporate purposes.

The Rise of “Work Travel”

But as the name implies, bleisure is part business travel, part leisure travel. It’s combining a work trip with an extended vacation before, during, or after a work event.

Work travel isn’t exclusive to company size. Many organizations, ranging from ten employees to 1,000, plan work trips in order to build camaraderie between coworkers. However, corporate updates aren’t how these companies build amity between a workforce. The team-building activities or experiences they do as a group build relationships between employees.

If a company is hosting a huge summit in Las Vegas, why not set up an after-hours ride in the famous High Roller overlooking the Las Vegas strip for team members to mingle? Or, knowing outdoor experiences are exploding in popularity, with nearly half (48%) of the experiences booked this year predominantly outdoors per the 2022 Viator Travel Trends Report, you could take your team on a Friday day trip to the Grand Canyon, while seeing several other sights like the Joshua Tree and Hoover Dam along the way.

Although there’s opportunity for leisure activities for every type of company trip as a group, that doesn’t mean you can only participate in bleisure activities with your colleagues. We’ve evolved into a new future of work where corporate professionals can travel and work from virtually anywhere, as long as they have access to a good wifi connection. Through bleisure, these digital nomads — long-term travelers that can work anywhere, or virtual employees that are also travelers at heart — can complete their work priorities while also satisfying their travel desires.

Whether you’re on a solo trip to visit a client or scoping out a business prospect in another city, the beauty behind bleisure travel is that it encapsulates all of these ideas. From the Chicago River Architecture Tour, to the Flavors of Philly Food Tour, to this narrated lunch cruise along the Potomac River in D.C., there’s always something to do to spend your downtime after work hours.

Future of Blended Travel

Flexible work policies are the new normal for much of today’s workforce. As work-life boundaries continue to blur with remote-work options, bleisure is a hybrid that’s growing in popularity. And many employers are supportive of bleisure travel. After learning that virtual and hybrid work is a viable, almost seamless option for most businesses, a lot of employers decided to make the pandemic-born policy a permanent one. In fact, 63% of high-growth companies use a “productivity anywhere” hybrid work model. Many progressive companies even promote bleisure travel as a work perk, in an effort to attract and retain talent in the competitive job market.

Overworked and undervalued employees can quickly become fatigued and potentially develop poor health, high stress, and eventually dissatisfaction with their company. Job satisfaction and travel well-being go hand-in-hand – people stay productive and stay longer in their jobs if they’re given the opportunity to take advantage of travel while working. Bleisure travel offers employees a necessary recharge while still meeting their work goals.

As post-pandemic travellers increasingly adopt seamless blended travel behaviours and attitudes, bleisure will likely prove to be a lasting trend in the professional and travel worlds.

For more Columns click here

STAY IN THE KNOW BY FOLLOWING US ON FACEBOOK, INSTAGRAM, & LINKEDIN

The post The Return of Corporate Trips and Opportunities for ‘Bleisure’ first appeared on The Art of Business Travel.

Executives have been eager to return to operations – both in the office and on the road. We’re also learning that business travellers are more eager than ever to book trips after having to stay at home most of 2020 and 2021. However, the Covid-19 crisis has fundamentally impacted travel, both domestically and internationally in unprecedented ways.

As we look at the year ahead, the mobile workforce will continue to face similar challenges to what they have experienced since the start of the pandemic. International SOS, the world’s largest health and security risk mitigation company, has released its annual Risk Outlook report, predicting the top threats and trends to organizations and their employees for the year. The report also revealed that in the last year there has been a 10% increase in international travel each month and a seven-fold increase in domestic travel since the start of the pandemic, despite the fast-spreading Omicron variant. The report also reveals that the workforce is also becoming more and more comfortable with the idea of business travel, as 73% of folks indicated they are more willing to travel domestically for work, rather than go into the office.

It is predicted that 68% of decision-makers in charge of making the call when it comes to Covid-related business travel guidelines predict risk levels will only increase or remain steady throughout the year. Regardless of the destination, there is undoubtedly a heightened risk for travellers during the pandemic, and while travel is back, there are must-have safety protocols that should be implemented when travelling for business from a security and health perspective.

Prior to booking travel, employees and employers should have a full understanding of the level of risk at any given destination. International SOS’ Travel Risk Map is a handy tool for businesses and staff to use to understand the level of risk of any destination from a health and security standpoint, and also factors in Covid-19 related issues.

If an organization is planning to send an employee on a trip, all meetings and happenings during the trip should strictly follow federal and local authorities’ safety requirements and recommendations at the given location. We know that restrictions and requirements can change at a drop of a dime prior to travel or even while an employee is at their destination, so organisations should be sure to implement a smooth process for keeping employees “in-the-know” on an ongoing basis. Organisations should also encourage employees to speak with their airline before travelling too.

Aside from Covid-19 concerns, the Risk Outlook report reveals that 19% of business travellers have other safety concerns. It was reported that 16% of travellers are worried about security threats, such as civil unrest, terrorism, and other geopolitical issues. The best way for business travellers to protect themselves against safety risks while travelling is to prepare prior to departure. Regardless of the destination, travellers should conduct research to better understand the level of risk, safety protocols, and how to get help in the event of an emergency. For example, prior to travelling, be sure to research and book trusted accommodations, and know where the nearest hospitals are in the event of an emergency. By recognizing these kinds of vulnerabilities, you’re taking the necessary precautions to mitigate risks.

It’s imperative for organisations to stress the importance of preparation ahead of travel and to ensure that the mobile workforce understands the risks associated with any given destination. This can ultimately help protect the travelling workforce and make them feel secure in the current, ever-changing climate.

For more Mile High Club commentary click here.

STAY IN THE KNOW BY FOLLOWING US ON FACEBOOK, INSTAGRAM, & LINKEDIN

The post The State of Business Travel in 2022 first appeared on The Art of Business Travel.

In 2021 the air transport industry has been forced to adapt nearly all operations to adhere to rapidly changing regulations and travel requirements, from health status verifications to fluctuating border controls based on virus hotspots and emerging new Covid-19 variants like Omicron.

It has also been a year punctuated with extreme weather events, including an unprecedented deep freeze in Texas and record heatwaves in Canada. The year ended with the COP26 summit articulating a vast volume of work that needs to happen immediately to avoid climate catastrophe.

Automation & Digital Health Key to Industry Recovery

Despite airport and airline IT budgets being slashed by the Covid-19 crisis, spending on automation of passenger processing is seeing a rise. The industry continues to battle new challenges with Covid-19 variants, and while there are many hurdles that must be overcome to stimulate global travel, the need for low-touch and efficient operations grows stronger. Automation and digitization are crucial to give passengers the confidence and control back to travel efficiently and reduce processing times to acceptable levels. Biometric technology offers an essential solution to address this issue with airports around the world investing in future-proofing operations.

In addition to automated passenger processing, we need to standardize and digitalize health verification to ensure easier, safer, and more seamless travel in the face of ongoing health concerns. In November 2021, SITA announced that to support the recovery of the travel industry, it will make its Digital Travel Declaration solution – which allows passengers to share required travel and health documentation with governments ahead of travel – available to governments free of charge globally. This is aimed at addressing the global challenge of submitting and verifying health documentation which remains a major impediment to the recovery of the global travel industry.

Airport Operational Efficiency and Sustainability Will Work in Harmony

Agility, scalability, and operational efficiency have become critical considerations for airports’ business models amid the fast-changing environment imposed by the pandemic. Airports will need to operate leaner operations, drive ancillary revenue, and adapt to fluctuating passenger numbers. For that reason, cloud technology remains a key investment area. At the same time, almost all airports also plan to implement business intelligence solutions to gain better visibility across their operations, focusing on key areas such as flight operations and asset management.

Through operational efficiency, airports can also drive significant sustainability gains. According to ACI, 235 airports across Europe have committed to net-zero by 2050, and more than 90 airports are now set to achieve net-zero carbon emissions by 2030. A recent collaboration between SITA and Envision Digital is designed to help these airports in their journey towards meeting their sustainability commitments, combining solutions that optimize airport operations to reduce local emissions while optimizing infrastructure-related energy consumption.

Following calls from COP26 and rising passenger demands for more sustainable travel, airports have a sharp focus on reducing Scope 1 and 2 emissions. Most airports have implemented sustainability initiatives such as building airport infrastructure (green spaces, use of natural light and renewable energy), widely available recycling points, and smart building technology and automation. Airports are showing a continued interest in IT that supports more sustainable printing practices as well as end-of-life recycling of IT equipment and promoting energy savings. Outside of the cost-saving benefits, Industry figures estimate that improving aviation operations and infrastructure could reduce emissions by up to 10%.

The Pressure Will Remain on Airlines to be More Sustainable

In the air, significant efficiencies can be achieved today with potential fuel and CO2 emissions reductions of up to 10% for the flight phase. Technology can provide pilots and dispatchers with real-time access to accurate multi-source weather reports. Today’s solutions can help pilots optimize their flight profiles to maximize fuel efficiency, reduce carbon emissions and improve situational awareness for safer, more comfortable flights. eWAS Pilot provides accurate 4D weather forecasts and real-time updates from various sources to warn about hazards such as thunderstorms, lightning, clear air turbulence, strong winds, icing, and even volcanic ash. Based on this information, pilots can dynamically determine the most economical flight paths that avoid adverse weather.

The software suite OptiFlight helps save aircraft fuel and reduce CO2 emissions during the three flight phases: climb, cruise, and descent. The focus currently lies on the climb-out – the most fuel-consuming phase of a flight – and the cruise phase. In combination with airport operational efficiency, solutions like these can have a major impact today while alternative fuels are being developed and refined over the following decades.  In 2022 SITA will expand its focus to offer new technologies that support ground movements as well as aircraft condensation trail reductions.

Regional and Domestic Airports Must Prepare for a Post-pandemic Boom

With domestic air travel in bigger markets such as the United States, India, and China, the first to recover from the COVID-19 pandemic, regional airports are set to play an outsized role in the coming years. The question is, are they prepared for a surge of passengers?

While the operational challenges for international hubs are similar, we’ll likely see regional airports experiencing capacity constraints sooner as domestic travel resumes at an accelerated pace. The potential for national economic prosperity will also be significantly affected by their ability to improve the passenger journey while cutting costs and managing evolving health requirements through technology.

Passengers traveling from regional airports also demand the same digital experience and efficiencies they receive at international hubs. On top of that come greater airline expectations, route volatility, space constraints, staff multi-tasking, and a myriad more. Then, of course, as journeys become more digital, there’s the growing need for seamless interoperation across travel systems and technologies – not just among airports large and small, but also with other modes of transport.

Ready-to-go cloud-based (SaaS) airport management capabilities to help optimize resources while supporting collaborative processes and decision-making will be essential for these airports to thread the needle between passenger satisfaction, capacity, and profitability.

As travel becomes more connected and intermodal, having unified digital systems that simplify the passenger journey across land, sea and air will become increasingly important.

Blockchain Will Become a Key Technology and Bring New Efficiencies to Air Travel

Blockchain holds immense potential for the air transport industry because of its unique ability to share information instantly, securely, and privately between the dozens of stakeholders across airports, governments, airlines, and OEMs.

The air transport industry spends US$50bn a year on aircraft spare parts. Yet, tracking and tracing of these spare parts as they move between airlines, lessors, and original equipment manufacturers (OEMs) remains largely manual.

There is no one single view of how to track hundreds of millions of records of transactions between these entities, exacerbating risk and cost. And if there is any inconsistency between stakeholder systems, the risk of data overlap increases – as does cost.

Airlines face some of the most complex issues related to MRO, from a lack of digital records to supply chain difficulties, system inconsistencies, and burdensome costs. We believe that blockchain will be vital to solving these challenges.

For pilots, SITA has developed a proven blockchain-based solution enabling the verification of an electronic personnel license (EPL) without network connectivity. Allowing offline verification in an efficient and privacy-preserving way, SITA’s contribution supports the International Civil Aviation Organization’s (ICAO) adoption of an industry-wide digital standard for the use of EPLs on international flights.

On the passenger side, blockchain could solve many of the efficiency challenges the industry faces today. In 2021 SITA, together with Indicio.tech and the Aruba Health Department, trialed the Aruba Health App, a pilot that makes it easy for visitors to share a trusted traveler credential – based on their health status – privately and securely on their mobile device. This credential will provide access to participating hospitality sites on the island.

For more Mile High Club commentary click here. 

STAY IN THE KNOW BY FOLLOWING US ON FACEBOOK, INSTAGRAM, & LINKEDIN

The post 5 Critical Travel Technology Trends for 2022 first appeared on The Art of Business Travel.