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Princess Cruises And Fincantieri Sign Contracts For Two Next-Generation Cruise Ships

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Princess Cruises and Fincantieri announced today the signing of the final contracts for the construction of two next-generation 175,000-ton cruise ships, which will be the largest ships ever built so far in Italy, with deliveries scheduled in Monfalcone in late 2023 and in spring 2025. This announcement follows the initial signing of a memorandum of agreement between the two parties in July 2018.

The vessels will each accommodate approximately 4,300 guests and will be based on a next-generation platform design, being the first Princess Cruises ships to be dual-fuel powered primarily by Liquefied Natural Gas (LNG). LNG is the marine industry’s most environmentally friendly advanced fuel technology and the world’s cleanest fossil fuel, which will significantly reduce air emissions and marine gasoil usage.

“Princess Cruises continues to grow globally — adding new ships to our fleet built by our long-time trusted ship building partner, Fincantieri, who brings decades of expertise to these next-generation cruise ships,” said Jan Swartz, Princess Cruises President. “Even more exciting is that these two ships are being designed to include our MedallionClass platform, powered by OceanMedallion, the most advanced wearable device available within the global hospitality industry.”

Giuseppe Bono, CEO of Fincantieri, commented on the announcement: “This result proves, once again, the trust we receive from the market, which allows us to look to the future with ambition. It honors our great work focused on innovation thanks to which we have been able to offer to the client a record-breaking proposal not only in terms of size. Besides we firmly believe that a new class of Princess Cruises’ ships, one of Carnival Group’s top brands, can stem from this promising project. In fact, for Princess Cruises, we have received orders for 21 ships, another unprecedented result in this industry.”

Considered a breakthrough in the vacation industry and recently honored with a CES® 2019 Innovation Award, the OceanMedallion is leading-edge technology that delivers personalized service on a large scale through enhanced guest-crew interaction, as well as enabling interactive entertainment. Guests are currently experiencing Princess MedallionClass vacations onboard Caribbean Princess and Regal Princess. By the end of the year, MedallionClass vacations will be activated on three additional ships, Royal Princess, Crown Princess and Sky Princess.

Cruise Lines International Association (CLIA) and United Nations reported that growth in the number of people cruising between 2004 and 2014 outpaced land-based vacations by over 20 percent, and CLIA projects 30 million people will take an ocean cruise in 2019, an all-time record. These stats signal a bright future for the cruise industry, as well as for professional travel advisor partners enthusiastic for more inventory to meet the growing demands for cruising.

With five ships being built over the next six years, Princess Cruises is the fastest growing premium cruise line in the world.

One of the best-known names in cruising, Princess Cruises is the fastest growing international premium cruise line and tour company operating a fleet of 17 modern cruise ships, carrying two million guests each year to 380 destinations around the globe, including the Caribbean, Alaska, Panama Canal, Mexican Riviera, Europe, South America, Australia/New Zealand, the South Pacific, Hawaii, Asia, Canada/New England, Antarctica and World Cruises. A team of professional destination experts have curated 170 itineraries, ranging in length from three to 111 days and Princess Cruises is continuously recognized as “Best Cruise Line for Itineraries.”
In 2017 Princess Cruises, with parent company Carnival Corporation, introduced MedallionClass Vacations enabled by the OceanMedallion, the vacation industry’s most advanced wearable device, provided free to each guest sailing on a MedallionClass ship. The award-winning innovation offers the fastest way to a hassle-free, personalized vacation giving guests more time to do the things they love most. MedallionClass Vacations will be activated on five ships by the end of 2019. An activation plan will continue across the global fleet in 2020 and beyond.
Princess Cruises continues its multi-year, “Come Back New Promise” – a $450 million-dollar product innovation and cruise ship renovation campaign that will continue to enhance the line’s onboard guest experience. These enhancements result in more moments of awe, lifetime memories and meaningful stories for guests to share from their cruise vacation. The product innovations include partnerships with award-winning Chef Curtis Stone; engaging entertainment inspired shows with Broadway-legend Stephen Schwartz; immersive activities for the whole family from Discovery and Animal Planet that include exclusive shore excursions to onboard activities; the ultimate sleep at sea with the award-winning Princess Luxury Bed and more.
Three new Royal-class ships are currently on order with the next new ship under construction, Sky Princess, scheduled for delivery in October 2019, followed by Enchanted Princess in June 2020. Princess has announced two new (LNG) ships which will be the largest ships in the Princess fleet, accommodating approximately 4,300 guests are planned for delivery in 2023 and 2025.  Princess now has five ships arriving over the next six years between 2019 and 2025. The company is part of Carnival Corporation & plc (NYSE/LSE: CCL; NYSE:CUK).

Fincantieri is one of the world’s largest shipbuilding groups and number one for diversification and innovation. It is leader in cruise ship design and construction and a reference player in all high-tech shipbuilding industry sectors, from naval to offshore vessels, from high-complexity special vessels and ferries to mega yachts, as well as in ship repairs and conversions, production of systems and mechanical and electrical component equipment and after-sales services.
With over 230 years of history and more than 7,000 vessels built, Fincantieri has always kept its management offices, as well as all the engineering and production skills, in Italy. With over 8,600 employees in Italy and a supplier network that employs nearly 50,000 people, Fincantieri has enhanced a fragmented production capacity over several shipyards into a strength, acquiring the widest portfolio of clients and products in the cruise segment. To hold its own in relation to competition and assert itself at global level, Fincantieri has broadened its product portfolio becoming world leader in the sectors in which it operates.
With globalization, the Group has around 20 shipyards in 4 continents, over 19,000 employees and is the leading Western shipbuilder. It has among its clients the world’s major cruise operators, the Italian and the US Navy, in addition to several foreign navies, and it is partner of some of the main European defense companies within supranational programs.
Fincantieri’s business is widely diversified by end markets, geographical exposure and by client base, with revenue mainly generated from cruise ship, naval and offshore vessel construction. Compared with less diversified players, such diversification allows it to mitigate the effects of any fluctuations in demand on the end markets served.
www.fincantieri.com

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New Executive Chef at Westin Langkawi Resort & Spa Malaysia

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Guests dining at The Westin Langkawi Resort & Spa’s signature Eat Well menu, as well as its array of local and international cuisine, are in for a healthier, heightened culinary experience with the appointment of Glen Roberts as the 5-star resort’s Executive Chef.

Glen’s primary emphasis will be on overseeing and enhancing the Eat Well program at The Westin Langkawi, which provides guests with nutritious dishes sourced responsibly and created thoughtfully. The program, offered at Westin Hotels & Resorts worldwide, focuses on accommodating individual dietary preferences and needs without compromising on flavour, taste or satisfaction.

“The Eat Well program is a unique initiative based on the belief that feeling good starts with the right nourishment,” said Glen. “It’s an honour to be part of a stellar team that operates on a wellness-first philosophy, and I’m eager to acquire local insights and exchange knowledge on how best to provide guests a thoughtful, nutritious yet appealing culinary experience.”

Alongside his team from The Westin Langkawi, the widely-travelled food connoisseur will also be in charge of elevating culinary offerings at the Langkawi International Convention Centre (LICC), the island’s leading and largest centre of its kind.

Glen arrives in Langkawi after a stint at the 5-star Emerald Palace Kempinski Dubai, where he was part of the pre-opening team. Prior to his spell in the United Arab Emirates, he spent two years, from 2016, as the Executive Chef at the Shangri-La in Surabaya. His culinary adventures, however, began almost 5,000 kilometres and 40 years ago in Australia.

He began his love affair with food in Australia in the mid-1980s before honing his culinary skills in London and New Zealand. Glen returned to Brisbane and progressed to become second in charge to the Executive Chef of the Hyatt Regency Coolum in Queensland, overseeing 10 food outlets and multi-banquet facilities. He later moved to the Park Hyatt in Canberra, where his tenure as Senior Executive Sous Chef saw him attending to HRH Queen Elizabeth and Prince Edward, Earl of Wessex during their visit there in 2002.

Seeking new horizons, Glen was part of the team that launched the Grand Hyatt Dubai. He then set his sights on the Sheraton Grand Laguna Phuket in Thailand, where he celebrated his first stint as Executive Chef in 2003. Two years later, he found himself in East Malaysia at the Shangri-La Rasa Ria Resort. Whilst there one of the many highlights was to be the key driver behind the production of the “Taste of Borneo” cookbook, which focused on the preparation of 5-star cuisine using local products from Sabah.

In 2010, Glen was an integral part of the team behind the successful renovation and reopening of the Shangri-La Rasa Sentosa Resort in Singapore. He continued to spearhead the resort until 2013, when he moved to the Shangri-La Fijian Resort and Spa as their Executive Chef.

Longing to once again step back into Southeast Asia, he made his way to Thailand’s InterContinental Hua Hin Resort in 2015. Glen was involved in developing and opening the resort’s Roof Top bar and BluPort Wing, which features 40 guest rooms, an all-day dining restaurant, meeting rooms and ballroom.

“Food is my passion, and I’ve also missed this lovely region,” laughs Glen. “By combining the two, I hope to tantalize guests at The Westin Langkawi with some of the healthiest, tastiest cuisine in Southeast Asia while maintaining our international-class standards of service, quality and hospitality.”

Centrally located on 104 acres of lush, Langkawi tropical gardens bordered by the Andaman Sea, The Westin Langkawi Resort & Spa comprises 221 spacious, fully-appointed rooms and suites. The resort also features 20 ultra-luxury Ocean View Pool villas complete with personal pools as well as the award-winning Heavenly Spa by Westin, the only Heavenly Spa in Malaysia.

For more information on The Westin Langkawi Resort & Spa, visit

www.westinlangkawi.com or follow us on Twitter, Instagram and Facebook.

 

 

 

Travel News | eTurboNews

Follow travel journalists of “The Bucket List Family”

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The Bucket List Family is a family of five, including three small children, who travel the world together documenting and sharing their adventures. The family will travel with LATAM Airlines throughout the South American region, checking off places from their bucket list with some of the most popular destinations in the region.

In addition, LATAM is bridging a partnership between The Bucket List Family and TECHO, a nonprofit organization that seeks to overcome the poverty situation that millions of people live in across Latin America through the joint work of its inhabitants and young volunteers.

During a yearlong adventure, LATAM will take the family to key destinations in South America to explore the variety of cultures, and via their partnership with TECHO, present the family with the opportunity to give back to the communities by collaborating with local leaders and share their efforts and accomplishments for building better communities.

“We are thrilled to fly with LATAM to amazing destinations and work with TECHO to help in its important mission of fighting poverty throughout the region, said Jessica Gee, matriarch of the Bucket List Family. “In every country we visit, we try to find local service opportunities where we can not only give back but impart valuable life lessons to our children. That’s why we feel this latest adventure is perfectly aligned with our mission and family values.”

Felipe Bogotá, General Director at TECHO added: “TECHO is proud to join LATAM in making The Bucket List Family´s tour an opportunity to build bridges and share on the disparate realities of life in Latin America with the world. Sharing stories is a substantial part of our work, which we have developed in part thanks to LATAM´s foundational contribution to our organization.”

The Bucket List Family will begin its tour in March of 2019, running through 2020. They are expected to visit Chile, Argentina, Colombia and Peru.

“LATAM is thrilled to take the Bucket List Family on this amazing adventure of discovery and purpose,” said Pablo Chiozza, Senior Vice President USA, Asia, Canada and Caribbean at LATAM Airlines.

Follow the journey and join the conversations at The Bucket List Family and use the hashtag #TheBucketListandLATAM.

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Cebu Pacific airline to fly Shanghai – Cebu 

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The Philippines air carrier, Cebu Pacific, will begin regular flights between Shanghai and Cebu starting April 15, 2019 as it boosts its route network from key tourism markets in North Asia to prime leisure destinations in the Philippines.

The new Shanghai route is also in line with the carrier’s plans to ramp-up capacity in its Cebu hub by as much as 20% in 2019. Flights between Shanghai and Cebu will run 6 times weekly (Monday to Saturday).

China is the fastest-growing tourism market of the Philippines, with destinations such as Cebu and other neighboring islands among the most popular. In 2018, Central Visayas—which includes prime tourist destinations such as Cebu, Bohol, Dumaguete and Siquijor – welcomed over 8 million tourists, of which 17% were Chinese.

Cebu offers direct connections to Siargao, Camiguin, Puerto Princesa and 19 other domestic destinations. Aside from Shanghai, Cebu Pacific flies direct between Cebu, Hong Kong and Macau in China, as well as Narita, Japan; Incheon, Korea; and Singapore.

Cebu Pacific operates flights out of 7 other strategically-placed hubs in the Philippines: Manila, Clark, Kalibo, Iloilo, Cebu, Cagayan de Oro (Laguindingan) and Davao. In 2018, CEB flew 20.3 million passengers on over 2,130 weekly flights across 37 domestic and 26 international destinations.

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Destinations need new resources to tackle the “invisible burden” of tourism

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A report published today by the Travel Foundation, Cornell University’s Centre for Sustainable Global Enterprise and EplerWood International describes how destinations must uncover and account for tourism’s hidden costs, referred to as the “invisible burden,” to protect and manage vital destination assets worldwide. Failing to do so puts ecosystems, cultural wonders, and community life at increasing risk, and places the tourism industry on a weak foundation that could crack under its own weight.

The range of costs not currently accounted for include those needed to:

  • upgrade infrastructure beyond resident needs, to meet tourism demand;
  • manage and protect public spaces, monuments, the environment and natural habitats;
  • mitigate exposure to climate change risks; and
  • address the needs of locals affected by rising real estate prices, driven by the demand from tourism.

Either residents are left to pay these costs, or they are simply not paid, increasingly leading to environmental crises, spoiled tourism assets, and growing dissatisfaction among local residents. Destination authorities urgently need access to new resources, systems and expertise to ensure that, as tourism grows, the true costs of every new visitor are fully covered.

Amid increasing concern about “overtourism” and calls from within the travel industry for improved destination management, the report, Destinations at Risk: The Invisible Burden of Tourism, was commissioned by the Travel Foundation to better understand the challenges and constraints that national and municipal authorities face. It provides a thorough review of the risks that destinations face and the solutions urgently needed, including:

  • New local accounting systems that capture the full range of costs stemming from the growth of tourism, in place of an incomplete set of economic impact measures.
  • New skills and cross sector collaboration, underpinned by data and technology, to achieve effective spatial planning, manage demand for public utilities and services, and evaluate the availability of vital, local resources.
  • New valuation and financing mechanisms to redress debilitating underinvestment in infrastructure and local asset management and enable the transition to low-carbon destination economies.

Principal report author, Megan Epler Wood, said: “The Earth’s greatest treasures are cracking under the weight of the soaring tourism economy.  New data-driven systems to identify the cost of managing tourism’s most valued assets are required to stem a growing crisis in global tourism management.  With the right leadership, finance and analysis in place, a whole new generation of tourism professionals can move forward and erase the invisible burden while benefiting millions around the globe.”

Salli Felton, CEO of the Travel Foundation, said: “The invisible burden goes a long way to explain why we are now witnessing destinations failing to cope with tourism growth, despite the economic benefits it brings. It’s not enough to call on governments and municipalities to manage tourism better, if they don’t have access to the right skills and resources to do so. Destination managers need support to develop new skills and new ways of working that will enable them to move beyond tourism marketing.”

Dr Mark Milstein, co-author of the report, said: “This is a challenge of investing for the long-term health of a critical global economic sector. Future success will require collaboration among business, government, and civil society so that destinations are managed as the valuable, yet vulnerable, assets that they are.”

The authors conclude that some destinations are more vulnerable to the invisible burden and should be prioritised. For instance:

  1. Where there is a high risk of climate change impacts (which would disproportionately affect a visitor economy) – for instance, island states.
  2. Where the rise of the global middle class is driving tourism growth at unsustainable levels – for instance, in Southern and Southeast Asia.
  3. Where there is a high percentage of economic dependence on tourism – for instance, in the Caribbean.
  4. Where the ability of local government to manage tourism growth is low, in terms of budgets and human capital – a problem that has been found in both advanced and emerging economies.

The analysis draws upon academic literature, case studies, expert interviews and media reports, and provides a wealth of examples of the invisible burden.  Cases are drawn from Thailand, Mexico, and the Maldives, as well as Europe, Africa, and Latin America. The report also gives insights into types of data-driven systems, such as GIS mapping tools and the Smart Cities concept, which can address growth issues and facilitate new forms of investment.

The free report is available at invisibleburden.org.

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PATA: Indian tourism to Asia Pacific will increase by 5.4 million in next 4 years

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India is set to generate an incremental increase of 5.4 million visitor arrivals between 2018 and 2023, according to a latest report by PATA’s Asia Pacific Visitor Forecasts 2019-2023.

Of the 210 million additional foreign arrivals into Asia Pacific generated between 2018 and 2023, 73.7 percent will come from Asian origin markets.

The strongest Asian generators of additional visitor arrivals between 2018 and 2023 will be led by China and Hong Kong SAR with respective increases of 49.2 million and 30.8 million. These markets will be supported by Korea (ROK), Malaysia and India. The Asian Average Annual Growth Rate for tourism receipts between 2018 and 2023 is expected to be around 9.1 per cent, with Northeast and Southeast Asia showing even stronger average growth.

“The growth momentum of Asia Pacific as both a receiver and a generator of international visitors – not just into Asia Pacific but globally – and the receipts that they both receive and generate, is set to continue to at least 2023,” said Dr Mario Hardy, CEO, PATA. “As is always the case, growth in international arrivals across Asia Pacific and indeed globally, is often unequal, with subtle changes and shifts occurring as travellers tune into new experiences and the destinations that offer them,” he said.

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Passenger satisfaction at baggage collection jumps to new high with mobile notifications

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While the adoption of technology has improved passenger satisfaction across the airport journey, the biggest jump by far over the past year was at baggage collection. 2019 Passenger IT Insights shows that passengers are demanding more mobile services in relation to their baggage and where these are available, satisfaction levels have surged.

The research shows that 26% of passengers in 2018 used their mobile device to receive status updates on their baggage at arrival, up from 14% in 2017. At the same time, there is a growing demand from passengers to receive more baggage information via their mobile devices. A majority of passengers said they would definitely use mobile notifications providing information on baggage at arrival while a similar proportion said they would use their mobiles to track their bags or to report mishandled baggage.

These mobile services have dramatically improved passenger satisfaction levels. In 2018, those travelers who used their mobile to receive updates at baggage collection were 8.6% more satisfied than those who relied on traditional voice announcements or flight information screens for information. In fact, those who relied on traditional voice or screen announcements for updates ranked baggage collection as one of the lowest points in their journey while those receiving mobile updates perceived this step as one where they were most satisfied.

Peter Drummond, Director of Baggage at SITA, said: “Today airports and airlines are increasingly tracking bags at key points across their journey. While this tracking data is primarily used to provide better oversight of baggage and reduce mishandling, many operators are providing some, or all, of this information to passengers as a mobile service. This is being done either through the airline or airport mobile app or other notifications such as SMS.

“As we have seen from the survey, this service has a tremendously positive impact on passengers’ airport experience. It provides a significant positive boost to the way they perceive their travel, while reducing anxiety around baggage. It is a strong endorsement of the benefits of baggage tracking in addition to the improvements in mishandling rates we have already seen where tracking solutions are in place,” said Drummond.

A potential force driving adoption of mobile baggage services is the growing number of checked bags in 2018.

Drummond added: “More than 4.3 billion bags were checked in by passengers globally. This is an average of 1.2 bags per person, up from 1.08 bags per passenger in 2017. The rise in checked baggage is likely to drive demand for more services as passengers want to know where their bags are at all times. Those airports that track bags across the journey are well placed to offer this service.”

The key findings of the report are based on a survey of passengers from 20 countries across the Americas, Asia, Europe, Middle East and Africa, representing over 70% of global passenger traffic.

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Ethiopian Airlines CEO believes in The New Spirit of Africa and pledges to work with Boeing

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Tewolde GebreMariam, Group CEO, Ethiopian Airlines issued a statement today.

He wrote: “It has been more than two weeks since the tragic crash of Ethiopian Airlines flight 302. The heartbreak for the families of the passengers and crew who perished will be lasting. This has forever changed their lives, and we at Ethiopian Airlines will feel the pain forever. I pray that we all continue to find strength in the weeks and months ahead.

The people of Ethiopia feel this very deeply, too. As a state-owned airline and the flagship carrier for our nation, we carry the torch for the Ethiopian brand around the world. In a nation that sometimes is saddled with negative stereotypes, accidents like this affect our sense of pride.

Yet this tragedy won’t define us. We pledge to work with Boeing and our colleagues in all the airlines to make air travel even safer.

As the largest aviation group on the continent of Africa, we represent The New Spirit of Africa and will continue to move forward. We are rated as a 4-star global airline with a high safety record and member of Star Alliance. That will not change.

Full Cooperation

The investigation of the accident is well underway, and we will learn the truth. At this time, I do not want to speculate as to the cause. Many questions on the B-737 MAX airplane remain without answers, and I pledge full and transparent cooperation to discover what went wrong.

As it is well known in our global aviation industry, the differences training between the B-737 NG and the B-737 MAX recommended by Boeing and approved by the U.S. Federal Aviation Administration called for computer-based training, but we went beyond that. After the Lion Air accident in October, our pilots who fly the Boeing 737 Max 8 were fully trained on the service bulletin issued by Boeing and the Emergency Airworthiness Directive issued by the USA FAA. Among the seven Full Flight Simulators that we own and operate, two of them are for B-737 NG and the B-737 MAX. We are the only airline in Africa among the very few in the world with the B-737 MAX full flight Simulator. Contrary to some media reports, our pilots who fly the new model were trained on all appropriate simulators.

The crews were well trained on this aircraft.

Immediately after the crash and owing to the similarity with the Lion Air Accident, we grounded our fleet of Max 8s. Within days, the plane had been grounded around the world. I fully support this. Until we have answers, putting one more life at risk is too much.

Belief in Boeing, U.S. Aviation

Let me be clear: Ethiopian Airlines believes in Boeing. They have been a partner of ours for many years. More than two-thirds of our fleet is Boeing. We were the first African airline to fly the 767, 757, 777-200LR, and we were the second nation in the world (after Japan) to take delivery of the 787 Dreamliner. Less than a month ago, we took delivery of yet another new two 737 cargo planes (a different version from the one that crashed). The plane that crashed was less than five months old.

Despite the tragedy, Boeing and Ethiopian Airlines will continue to be linked well into the future.

We also are proud of our association with U.S. aviation. The general public does not know that Ethiopian Airlines was founded in 1945 with help from Trans World Airlines (TWA). In the early years, our pilots, flight crews, mechanics and managers were actually employees of TWA.

In the 1960s, after the handoff, TWA continued in an advisory capacity, and we’ve continued to use American jets, American jet engines and American technology. Our mechanics are Federal Aviation Administration (FAA) certified.

Our first direct passenger service to the U.S. began in June 1998, and today we fly direct to Africa from Washington, Newark, Chicago and Los Angeles. This summer, we will begin flying from Houston. Our cargo flights connect in Miami, Los Angeles and New York.

U.S. travel to Africa has increased more than 10 percent in the last year, second only to travel to Europe in term of the percentage increase — traveling to Africa has increased more than traveling to Asia, the Middle East, Oceania, South America, Central America or the Caribbean. The future is bright, and Ethiopian Airlines will be here to meet the demand.

In less than a decade, Ethiopian Airlines has tripled the size of its fleet – we now have 113 Boeing, Airbus and Bombardier aircraft flying to 119 international destinations in five continents. We have one of the youngest fleet in the industry; our average fleet age is five years while industry average is 12 years. Moreover, we have tripled the passenger volume, now flying more than 11 million passengers annually.

Each year, our Aviation Academy trains more than 2,000 pilots, flight attendants, maintenance workers and other employees for Ethiopian Airlines and several other African airlines. We are the company others turn to for aviation expertise. In the last 5 years, we have invested more than half a Billion dollars in training and other infrastructure in our Addis Ababa base.

We will work with investigators in Ethiopia, in the U.S. and elsewhere to figure out what went wrong with flight 302.

We resolve to work with Boeing and others to use this tragedy to make the skies safer for the world.”

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Marriott to open South Asia’s first Tribute Portfolio hotel at Cochin International Airport

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Twenty14 Holdings has announced plans to launch Port Muziris – South Asia’s first Tribute Portfolio hotel, part of Marriott International, near Cochin International Airport.

The 55-room property is all set to be opened to the public in April. “We are thrilled to debut the first Tribute Portfolio in South Asia. At Twenty14 Holdings, we share the vision of offering a unique experience for guests,” said Adeeb Ahamed, Managing Director, Twenty14 Holdings. “Kerala has long been one of the most sought-after destinations worldwide, and we are excited to be part of the state’s flourishing tourism sector. We look forward to extending our legacy of providing outstanding hospitality to guests across Kerala and India through our bespoke properties,” he said.

Tribute Portfolio, launched by Marriott, is a collection of independent hotels around the globe with a focus on expressive design moments, vibrant public spaces, and a flexible food and beverage model. “We are delighted to announce the first Tribute Portfolio hotel in India with the opening of Port Muziris hotel in Kochi. This will also mark the debut of our 16th brand to join the Marriott International portfolio in India,” said Neeraj Govil, Area Vice President — South Asia, Marriott International. He added, “We are honoured to partner with Twenty14 Holdings for their first hotel in India. With its unique design and vibrant social spaces, we are sure this hotel will become a preference for leisure travelers.”

Port Muziris is Twenty14 Holdings’ first property in India. Currently, the hospitality investment firm has over $750 million portfolio of properties around the world, including the Waldorf Astoria Edinburgh – the Caledonian in Scotland, Sheraton Oman in Muscat and Steigenberger Hotel Business Bay in UAE.

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Reimagining tourism for the future

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In the last decade or so, tourism has positioned itself as a critical variable in the development planning space and the development discourse globally. Today businesses, governments, international organizations as well as NGOs have established, or are establishing programs, initiatives and programs to facilitate tourism for development. Academic institutions have also been introducing, organizing or reorganizing ‘tourism’ as an important element of their curriculum. The University of the West Indies is no exception. Through its many courses, centers and institutes, the UWI has been preparing our Caribbean nationals for the expanding opportunities and benefits being presented by the growth of the tourism sector. But we have much more to do.

Tourism and Development

According to the UNTWO, WTTC, CTO, PATA and several other regional and global institutions, tourism has been recognized as that force, which accelerates human development, social and economic inclusiveness, increased entrepreneurship and self-employment, the generation of decent work, environmental sustainability and also support regional integration.

Indeed, the contribution of tourism to both national and regional development continues to be enormous and I dare say unmatched. Firstly, tourism is linked to the notion of a sustainable economy in several ways. The economic indicators show that Caribbean is the most-tourism dependent in the world, tourism is the main economic sector in 16 out of 28 Caribbean states and the total contribution of tourism to employment in the Caribbean is estimated at 2.4 million jobs according to the World Travel and Tourism Annual Report for 2018. In Jamaica tourism employs one in every four persons.

Beyond direct employment tourism and hospitality there are vast indirect opportunities for supplying inputs to tourism enterprises catering to the visitor experience in areas such as accommodations, food and beverage, cultural and creative arts, entertainment and recreation, agriculture, manufacturing, banking and finance and foreign exchange.

Tourism is also linked to the preservation of heritage and culture through the concept of experiential tourism. Most tourists travel to have authentic experiences that require that they partake in activities and consume and acquire products/goods that are indigenous to the countries they travel. Tourism thus helps to preserve natural and cultural resources while generating revenues and incomes for local populations.

To unlock the potential of tourism to contribute to inclusive growth and development our main focus at the Ministry of Tourism is to find innovate ways to reduce economic leakage in the tourism sector and to improve retention. This mandate is already being executed through our Linkages Network which has been coordinating policies and strategies designed to strengthen linkages with other sectors of the economy particularly the agricultural and manufacturing sector, strengthen the benefits derived from the industry by local residents and communities and promote broader participation by nationals.

We however recognize that the competitiveness 0f the Caribbean destinations will significantly rely on how well we prepare our people for the emerging opportunities. If Caribbean destinations are to remain globally-competitive and increase their share of the global tourist market, we must find ways to unlock new sources of competitiveness and comparative advantage.

Traditionally the tourism sector has enjoyed one of the highest rates of labor mobility of any segment of the economy. However, many of the opportunities taken up by our citizens are those that require low skill and offer limited prospect for economic mobility. This fact is largely attributable to the fact that the majority of the tourism-related jobs are deemed to require low to medium-level technical skills. The global tourism market is however becoming increasingly differentiated and segmented. Consequently, the continued growth of Travel & Tourism in the region will depend on the right people with the right skills being available to meet this demand for additional human capital. And we at the MOT have been working to create a paradigm shift in the local tourism space which will see our citizens accessing more substantive jobs and I will discuss this some more in a minute.

Many trends are impacting the skills needed to perform competently in tourism-related jobs such as digitalization and virtualization, the need for sustainable behaviors & practices, the growth of non-traditional segments, the changing demographics of international travelers (more youthful, more specific), changing lifestyles and consumer demands and the need for data-driven policies. Technology has had a significant impact on tourism-related employment as well as supporting and changing how services are delivered. While technology has downgraded certain skills in the tourism sector it has upgraded other skills, particularly in the areas of marketing, information and communication. Caribbean destinations must recognize the differing preferences of a new generation of younger travelers and the growing importance of online services and marketing, especially through mobile internet. The future of tourism lies in the manipulation and exploitation of ICT capabilities such as big data, big data analytics, machine learning, blockchain technologies, the Internet of Things, robotics etc. We thus need to urgently capitalize on the opportunities for high-skilled employment that are being generated in the ICT-related fields in tourism.

The growth of non-traditional markets in Europe, Asia and Central America will require increased focus on cultural studies and the development of competencies in various foreign languages. The increased focus on data-driven policies to better understand the emerging needs of markets, to analyze trends and to predict future patterns means that tourism development strategy must increasingly emphasize research-based skills. The evolving tourism market will require modern managerial skills that can drive performance improvements in the sector by raising productivity through better staff planning and scheduling, employing new technology and improving employee motivation, thereby reducing staff turnover. Most importantly , we must equip our citizens with the competitive business management and marketing skills that are required to operate successful tourism enterprises in this globalized era.

In the current dispensation, the hospitality sector has to contend with negative perceptions of low wages and the lack of career opportunities beyond entry-level jobs. Studies have found that many university students have a peripheral view of tourism. There is oftentimes scarce information and misconceptions about the skills required as well as the opportunities for career development. National governments must take a lead in developing a long-term workforce development strategy. Ideally, such a strategy would be developed within the broader context of improving the industry’s competitiveness and sustainability, since the increasing demand for skilled labor will continue to present a major challenge in all countries. It is highly recommended that strategies and their implementation should be carried out with the private and education sectors and embrace agreed-upon commitments from the industry.

A robust institutional framework is needed to determine the education and training policies and programs that will support a more attractive labor market and business environment in tourism which will allow the industry to maintain a sufficient and highly-qualified workforce and hence support the enhancement of productivity in the industry. My view is that while formal qualifications are not always required in tourism, their existence, and a widely available opportunity to obtain qualifications and competency development in tourism may contribute to raising the prestige of the occupation and the sector in general.

A study by the WTTC revealed that Travel & Tourism’s human capital challenges are significantly higher than those faced in other sectors with most countries in study projecting to face a talent ‘deficit’ or ‘shortage’ in Travel & Tourism over the next ten years. Talent development will also prevent many high-skilled positions from being filled by migrant workers. Both public and private sector are thus encouraged to act now to address the anticipated talent shortage.

Given the robust nature of UWI’s tourism portfolio which was recently expanded with the recent launch of the region’s first Global Tourism Resilience and Crisis Management Centre, here at UWI, changes in the tourism space, new instruction technologies, the ever diversifying nature of tourism, it is time for the UWI to reimagine its tourism portfolio and consolidate its programs, courses, institutes, centers, etc. under one roof here in one of the Caribbean’s mecca of tourism (Montego Bay) with the establishment of a school or a faculty of Tourism.

Indeed, UWIs global recognition as a powerful intellectual institution will position the UWI to make an even more substantive contribution to the development of the region through such a Faculty or School. Certainly, this effort would have my support, and, although I cannot speak for my Caribbean counterparts, I am more than certain it would also have the support of the government of the region. More specifically, in keeping with the mandate of the administration that I am apart of, I reiterate my commitment to promoting a sustainable tourism product that advances the well-being of local communities and that incorporates more local talent in the delivery of tourism services.

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