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Aloha is not “Aloooooha”: Stop visitors from offending Hawaiians

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Do not say ALOHA or better ALOOOOOHA when visiting Hawaii.

“Those of you particularly in the tourist industry and in entertainment, stop saying “ALOOOOOOOHA”.  There is no such word and as the Hawaiian Queen said herself, they have stolen the country, and now they want to redo our language. Stop it. Just stop, It’s Aloha, not Alooooooha.”, said Adam Keawe Manalo- Camp, a native Hawaiian resident on Oahu.

Hawaii visitors and the travel and tourism industry together with the entertainment world is making Hawaiians very angry. Hawaiians think the largest industry in the State of Hawaii misusing the word “Alooooha” is disrespecting them and their rich ancient culture.

The Hawaii Tourism Authority should better educate stakeholders and visitors on cultural concerns native Hawaiian people raise. HTA must put an increased effort in on managing tourism and not just look at increasing arrival numbers. Increasing arrival numbers may not be a good indicator for a healthy tourism industry anymore.

With mass tourism and thousands of visitors arriving and leaving the US Pacific State every single day, it appears a boiling point is on the horizon. There may be is an urgent and immediate need to keep this industry safe and profitable. The largest industry in the State of Hawaii is seen as a business of invasion and disrespect by many.

Are you planning to travel to Hawaii? Are you operating a tourist attraction in the “Aloha State?” Overtourism comes with great concerns, and a massive number of people on Waikiki’s sidewalks, restaurants, hotels, and shopping malls, and beaches are a good indication there is a limit to tourism.  Has this limit been reached? Native Hawaiians are even more concerned. They are worried the travel and tourism industry is overwriting their rich Hawaiian Culture. For them shouting out “Alooooha” is a good indication.

A recent discussion on the eTurboNews Publishers Facebook points out such concerns.

Derek Hiapo told eTN: “To use the HAWAIIAN word “ALOHA” I need to make something VERY CLEAR!!  HAWAIIANS AND THE USE OF OUR LANGUAGE have been taken over by people who have NEVER known the true meaning of the word. For us kanaka maoli, we have had EVERYTHING stolen from us by people who are intent on raping us of EVERYTHING WE HAVE!!! The meaning of aloha cannot be lived or practiced, when what people have learned about the word “aloha” was taught to them at the usual tourist luau with someone onstage screaming the word and giving some halfwitted story about what that word means.

THERE’S WAY MORE MEANING TO THE WORD ALOHA AND THE PRACTICE OF LIVING ALOHA!!! You ask where is the aloha?? Being chased off of, and away from, it’s native homeland!! Where is the aloha?? In the bank accounts and pockets of all who’ve come to Hawaii to make their money at the cost of us kanaka maoli!! Where is the aloha?? In the twisted history being taught to the world that says that Hawaii was “saved” by America and not being told the TRUTH behind the theft of our internationally recognized sovereign kingdom. People want us to show ALOHA, but all we’ve been shown is disrespect, poverty, death, and the bastardization of our culture for the benefit of the illegal foreign occupier.”

Adam added this story:

“A long time ago, there lived a Hawaiian family. They worked the land for generations. Then one day there appeared a stranger. He was a haole guy (caucasion guy) who got lost and stumbled upon the Hawaiian family.

They told him where to go back but they invited him to stay with them as he seemed to have a cold. He lived with them for a week and they took care of his needs. He eventually left.
Then soon afterward, the family got sick and only the mother was left. The man returned and brought his Japanese friend. They stayed in the Hawaiian family’s house. The Hawaiian mother took care of them as she was still in mourning. The haole guy and the Japanese guy decided that it would be great if others could experience her hospitality and “the culture”.

They devised plans and started a tour business. When the Hawaiian woman began to complain as she now was being forced to work under them in her own land, they asked her, “Where was your Aloha Spirit? Don’t be such an angry Kanaka” She then began to be quiet. Then more of her time and food was being given to the strangers. She then complained again.

This time the haole guy said “Okay let’s be fair and democratic about this. Let’s vote. ” The haole and Japanese guys voted to keep the Hawaiian woman as their employee while taking over her family’s lands. And that, in a nutshell, is what is happening in Hawai’i.”

Aloha is not only a magical word for Hawaii but was stolen further by destinations like Hainan, China. The Chinese destination is fully banking and integrating on the magic this word had for many and is further offending native people in Hawaii.

The overthrow of the Kingdom of Hawaii began on January 17, 1893, with a coup d’état against Queen Liliʻuokalani on the island of Oahu by subjects of the Kingdom of Hawaii, United States citizens, and foreign residents residing in Honolulu.

Read what the Queen said in 1907:

The Hawaiian Queen comment on the word ALOOOOHA

Wikipedia posted: Liliʻuokalani was born on September 2, 1838, in Honolulu, on the island of Oʻahu. While her natural parents were Analea Keohokālole and Caesar Kapaʻakea, she was hānai (informally adopted) at birth by Abner Pākī and Laura Kōnia and raised with their daughter Bernice Pauahi Bishop. Baptized as a Christian and educated at the Royal School, she and her siblings and cousins were proclaimed eligible for the throne by King Kamehameha III. She was married to American-born John Owen Dominis, who later became the Governor of Oʻahu. The couple had no biological children but adopted several. After the accession of her brother David Kalākaua to the throne in 1874, she and her siblings were given Western style titles of Prince and Princess. In 1877, after her younger brother Leleiohoku II’s death, she was proclaimed as heir apparent to the throne. During the Golden Jubilee of Queen Victoria, she represented her brother as an official envoy to the United Kingdom.

Liliʻuokalani ascended to the throne on January 29, 1891, nine days after her brother’s death. During her reign, she attempted to draft a new constitution which would restore the power of the monarchy and the voting rights of the economically disenfranchised. Threatened by her attempts to abrogate the Bayonet Constitution, pro-American elements in Hawaiʻi overthrew the monarchy on January 17, 1893. The overthrow was bolstered by the landing of US Marines under John L. Stevens to protect American interests, which rendered the monarchy unable to protect itself.

The coup d’état established the Republic of Hawaiʻi, but the ultimate goal was the annexation of the islands to the United States, which was temporarily blocked by President Grover Cleveland. After an unsuccessful uprising to restore the monarchy, the oligarchical government placed the former queen under house arrest at the ʻIolani Palace. On January 24, 1895, Liliʻuokalani was forced to abdicate the Hawaiian throne, officially ending the deposed monarchy. Attempts were made to restore the monarchy and oppose annexation, but with the outbreak of the Spanish–American War, the United States annexed Hawaiʻi. Living out the remainder of her later life as a private citizen, Liliʻuokalani died at her residence, Washington Place, in Honolulu on November 11, 1917.

It appears the problem of overtourism and local culture is not unique to Hawaii.
Barcelona also thinks Tourism is an invasion, but ETOA doesn’t want tourists to go home yet 

Travel News | eTurboNews

Uganda travel and trafficking

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Sub-Saharan Africa has enormous tourism potential: leopards lounging in acacia trees, elephant herds drifting across vast savannah plains, gorillas and chimps rioting in deep forests, the earliest traces of human beings and their works. But according to the World Bank, the region receives a mere 3% of global tourism arrivals.

What scares tourists off may have something to do with an unfair, continent-wide reputation for lawlessness. There is a way around this. During the 1970s, entrepreneurs created the idea of eco-tourism as an alternative to the sun and sand package tours that wreaked havoc on the environment and local communities. Perhaps the eco-tourism concept could be expanded to encompass human rights more broadly, focusing not just on the ethical conduct of companies but on governments as well. Thus, travelers could be assured that their fees, taxes and entertainment dollars aren’t being used to support regimes engaged in grand corruption, human rights abuses, wildlife trafficking and the persecution of minorities.

Uganda’s new tourism push is a case in point. The government hopes to welcome four million visitors in 2020, more than double the current number. The Uganda Investment Authority is expediting bids from eco-tourism companies to develop ten sites in the nation’s national parks, including Queen Elizabeth, Masindi and Kidepo Valley. The World Bank has lent Uganda $25 million dollars to build a new hotel and tourism school, purchase equipment such as buses, game drive trucks, boats and binoculars and hire public relations firms to market Uganda in US, Europe, the Middle East and China. In October, Kanye West boosted the publicity effort by recording a music video in one of Uganda’s fine resorts and also visited Statehouse where he presented President Yoweri Museveni with a pair of his patented sneakers. Then in January, Tourism Minister Godfrey Kiwanda launched a beauty contest to identify Miss “Curvy” Uganda, whose zaftig figure will appear in tourism brochures.

The downside of Uganda’s tourism campaign is that every safari-goer it attracts will pay fees to government agencies such as the Uganda Wildlife Authority, which is currently engaged in a program of violent evictions that have left thousands of people in northern Uganda’s Acholi region destitute, and has also been implicated in trafficking in ivory, pangolin scales and other illegal wildlife products, both inside Uganda and in neighboring countries.

Since 2010, thousands of huts in Apaa, northern Uganda have been burned to the ground, and animals and belongings stolen by UWA officials and members of other security agencies. The government claims the area is gazetted for a game reserve, but residents say their families have lived in the area for generations and have nowhere else to go. Sixteen people have been killed and thousands, mainly women and children are now homeless. Some of the raids appear to have been carried out by members of the neighboring Madi ethnic group, and government officials have characterized them as ethnically motivated. However, the Madi and Acholi have lived in peace for generations and some suspect that senior government officials may be inciting the attackers.

Meanwhile, CITES, the international body that tracks endangered species has named Uganda as a global hub for the illegal wildlife trade. After damning reports about the scale of poaching in Kenya and Tanzania revealed that elephant populations were plummeting in both countries, stricter laws and better enforcement resulted in a nearly 80 percent decline in poaching in Kenya since 2013. Tougher enforcement has also resulted in steep declines in poaching in Tanzania. But between 2009 and 2016 an estimated 20 tons of ivory were trafficked via Uganda, along with over 3000 kilograms of pangolin scales.

The trade in wildlife products appears to be organized by senior officers of the army and UWA. Ivory traffickers working along the Uganda-Congo border told Belgian political scientist Kristof Titeca that much of their loot came from Congo and the Central African Republic, where the Ugandan Army, with US support, unsuccessfully tried to track down the notorious warlord Joseph Kony between 2012 and 2017. Thus, US taxpayers may have inadvertently facilitated Uganda’s wildlife crimes.

Uganda’s recently established Standards, Utilities and Wildlife Court, which is supposed to deal with trafficking crimes has begun prosecuting and convicting low level traffickers—the men who transport the goods to Kampala for export – but as yet there have been no prosecutions of those suspected of organizing the trade. When 1.35 metric tons of confiscated ivory disappeared from a Uganda Wildlife Authority storehouse in 2014, the director was suspended for two months and then reinstated. According to a 2017 Enough Project report, two senior Uganda Wildlife Authority officials quit the force in despair after apprehending traffickers and then being ordered by officials in President Yoweri Museveni’s office to drop the cases.

Uganda’s own elephants have largely been spared, and their numbers may even have increased in recent years. But other animals have not been so lucky. In 2014, the UWA granted a local company a license to collect thousands of pounds of scales from the shy, aardvark-like creatures known as pangolins. While officials claimed that the intention was to purchase the scales from people who’d collected them from animals who had died of natural causes, there’s little doubt that huge numbers of pangolins were killed as a result.

Unfortunately, the World Bank’s assistance to Uganda could be making things worse. It’s $25 million Tourism Sector Competitiveness and Labor Force Development loan, approved in 2013, is part of a larger $100 million Competitiveness and Enterprise Development Project which, according to project documents, allocates 21% – or $21 million, to government agencies, including the Uganda Wildlife Authority. World Bank spokespersons declined say how much of that will go to the UWA, and what the money will spent on, other than “systems strengthening and procuring tourism assets.”

Before the World Bank launches any project, it commissions an environmental impact assessment, as well as a review of safeguards to protect habitats and indigenous people who might be affected by it. In this case, the safeguards and Impact Assessment documents don’t consider the risk that Ugandan security agencies, including the army and UWA, might use funds raised from the project to engage in human rights abuses and trafficking.

This matters because countless development groups, including the Global Fund for AIDS, TB and Malaria, the Global Alliance for Vaccines and Immunization, the Red Cross and the World Bank itself– have seen millions of dollars in funding sink into Uganda’s swamp of corruption. Billions more have been siphoned out of the Treasury and the workers’ pension fund and or in inflated bids for infrastructure projects such as roads and dams.

In power for 33 years, Uganda’s leader Yoweri Museveni has hung on in part by spending funds looted from various development projects on voter bribery and harsh repression. In 2017, he sent Special Forces troops into Parliament to beat up MPs who were trying to block debate about a bill that would enable him to rule for life. One of the victims, MP Betty Nambooze, may never walk unaided again. Then in August, the same Special Forces arrested and tortured four other MPs and dozens of their supporters, including the famous pop star-politician Bobi Wine

Some of Museveni’s opposition-politician-victims, if allowed to govern, might – like the leaders of Tanzania and Kenya–do a better job of protecting Uganda’s people and its wildlife than he has. But as long as the World Bank and other donors keep allowing Museveni’s government to get away with corruption, human rights abuses and wildlife trafficking, these activities will only continue. While the World Bank continues to ignore this reality, Uganda’s prospective investors and tourists should steer their dollars towards less odious regimes.

Travel News | eTurboNews

Single-use plastic ban, food waste and local produce top priorities in Centara’s 2019 Sustainability Plan

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Centara Hotels & Resorts, Thailand’s leading hotel operator, is focusing on three key sustainability initiatives as part of the company’s recently announced 2019 Sustainability Plan: eliminating single-use plastic products; reducing its food waste footprint; and expanding its support of local farming and produce-growing communities.

  1. No Single-Use Plastic Products by end-2019

The elimination of single-use plastic items is part of the “Centara Earth Care” program aimed at encouraging hotel guests and tourists to be proactive about energy saving, waste reduction and sustainable environmental tourism. The sustainability plan covers five types of single-use plastic items, including drinking straws, laundry bags, take-away food containers, fitness center and poolside plastic bottles, and plastic guest room amenities. They are being replaced with items made from materials designed to minimize environmental impact.

“Centara strives to operate ethically and sustainably in a balanced manner across the entire portfolio whilst providing an exceptional level of Thai hospitality,” said Thirayuth Chirathivat, Chief Executive Officer. “We are committed to selecting environmentally friendly produce which, in turn, enables us to further incorporate sustainable strategies and development into our products and services, creating shared value at an environmental, social and economic level wherever we operate. We are also committed to ensuring a respectful, safe and healthy environment to the larger society and our future generations.”

Centara began phasing in its elimination of single-use plastic products in 2018 across all 39 of its operating properties. Under the plan, alternative products which are reusable and made from environmentally friendlier materials, including plant-based, compostable and bio-degradable plastics, will be fully phased in by year-end.

  • Phase I, targeting the elimination of plastic straws, began in August 2018. The single-use plastic straws being eliminated take up to 200 years to decompose; the new bio-straws replacing them decompose within six months. Once the change is fully enacted throughout all Centara properties, the reduction in plastic straw consumption will total nearly 2.2 million straws per year.

 

  • Phase II, eliminating the use of plastic laundry bags, began in December 2018. Moving forward, these practices will also become Centara’s standards for all existing and new properties.

  1. Food Waste Reduction

Centara’s new and continuing food-related sustainability initiatives include:

  • further reducing food waste and minimizing each property’s carbon footprint with expanded purchasing of fresh local foods from herb, fruit and vegetable growers
  • making same-day donations of surplus food to charities located near each property
  • providing local farms with pre-separated organic waste for composting
  • transforming waste at select properties into biogas fuel, a blend of mostly methane and carbon dioxide gases which can be used in place of fossil fuels.

In 2018, Centara supported the Bangkok-based foundation Scholars of Sustenance (SOS Thailand) by making same-day donations of more than 28,000 kilograms (kg) of quality surplus food. The donations provided over 86,000 servings to those in need, while the reduction in Centara’s food waste saved over 54,000 kg of GHG equivalent emissions.

Both Centra by Centara Maris Resort Jomtien and Centara Grand Beach Resort Phuket have biogas machines on-site capable of converting 30-100 kg of organic waste each day into an equivalent number of litres of organic compost and biogas comparable to nearly five kg/day of LPG fuel. Since July 2018, the Cowtec Composting & Biogas Production Machine installed at Centra by Centara Maris Resort Jomtien has been processing organic waste from the property’s kitchens, staff canteens and landscaping works. By the end of 2018, the machine had composted more than 5,700 kg of organic waste and produced 262 kg of biogas equivalent LPG.

  1. Strengthen Local Communities

Centara’s 2019 Sustainability Plan further expands the company’s support for local communities’ small farms and producers who grow food for Centara hotels and resorts in their area.

The company attributes much of its carbon footprint reduction to making approximately 70% of total produce purchases from local sources. Beyond the economic benefits to the community, expanding farm-to-table dining enables each property to provide the freshest available food items to guests.

The company’s ongoing engagement with EarthCheck, the world’s leading scientific benchmarking, certification and advisory group for travel and tourism, continues to yield consequential improvements in key sustainability metrics. To date, 15 Centara hotels and resorts have achieved EarthCheck certification and another four properties are enrolled in  EarthCheck’s Evaluate Plus program, leading to significant reductions in carbon footprints and greenhouse gas emissions across a number of Centara’s certified properties.

Most recently, the company’s leadership in environmental sustainability was recognized by the Stock Exchange of Thailand, which awarded Centara Hotels & Resorts (CENTEL) its “Thailand Sustainability Investment (THSI)” designation, an annual recognition for listed companies that operate with responsibility for Environmental, Social and Governance (ESG) aspects.

Further recognition for properties includes the “Green Hotel 2018 Award” from the Department of Environmental Quality Promotion at Thailand’s Ministry of Natural Resources and Environment, awarded to Centara Grand Beach Resort & Villas Hua Hin and Centra by Centara Maris Resort Jomtien.

Centara Hotels & Resorts is Thailand’s leading hotel operator. Its 68 properties span all major Thai destinations plus the Maldives, Sri Lanka, Vietnam, Laos, China, Oman, Qatar and the UAE. Centara’s portfolio comprises six brands – Centara Grand Hotels & Resorts, Centara Hotels & Resorts, Centara Boutique Collection, Centra by Centara, Centara Residences & Suites and COSI Hotels – ranging from 5-star city hotels and luxurious island retreats to family resorts and affordable lifestyle concepts supported by innovative technology.It also operates state-of-the-art convention centers and has its own award-winning spa brand, Cenvaree. Throughout the collection, Centara delivers and celebrates the hospitality and values Thailand is famous for including gracious service, exceptional food, pampering spas and the importance of families. Centara’s distinctive culture and diversity of formats allow it to serve and satisfy travelers of nearly every age and lifestyle.

Over the next five years Centara aims to double its size with additional properties in Thailand and new international markets, while spreading its footprint into new continents and market niches. As Centara continues to expand, a growing base of loyal customers will find the company’s unique style of hospitality in more locations. Centara’s global loyalty program, Centara The1, reinforces their loyalty with rewards, privileges and special member pricing.

Find out more about Centara at www.CentaraHotelsResorts.com

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Travel News | eTurboNews

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.

Travel News | eTurboNews

St. Kitts & Nevis records double-digit growth for first two months of 2019

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Demand for St. Kitts & Nevis as a premier destination for travelers continues to rise, with air arrivals for the first two months of this year posting a year-to-date increase of 15.3% system-wide as compared to the same period in 2018. Results are even better from North America, the destination’s largest source market, registering a year-to-date increase in air arrivals of 19.3% for January and February 2019 as compared to the same months in 2018. This continues the growth of airlift from major gateways in 2018, which increased over 2017 by 9.3% system-wide and reached a total of 153,364 air passenger arrivals for the full year, the highest number ever recorded in the destination’s history.

“I am extremely pleased to see such strong increases in air passenger arrivals to our Federation for 2018 continuing into peak season 2019,” said the Hon. Lindsay F.P. Grant, Minister of Tourism for St. Kitts & Nevis. “These numbers are a clear indication that we are gaining momentum towards reaching our goal of 150,000 stayover visitors in the next few years.”

“We redoubled our marketing efforts in the fourth quarter of last year specifically to support our additional peak season air service and these numbers demonstrate that we have achieved very successful results,” added Racquel Brown, CEO of the St. Kitts Tourism Authority. “With the milestone airlift arrivals recorded for 2018 and performance last year in the months of March and June nearing 30% growth over the same months in 2017, the significant growth measured so far in 2019 signals a rising demand for St. Kitts as a highly desirable travel destination, particularly from North America and for key events such as St. Kitts Music Festival. We will continue to employ this successful marketing formula as we strive to reach our goal of 150,000 stayover guests by 2021 from our primary source markets of the US, Canada, UK and the Caribbean.”

St. Kitts’ marketing strategy maintains a particular focus on reaching individuals who are a match with the geo-demographic lifestyle data of its target visitors in key gateway markets to support airlift year-round as well as marquee island events including St. Kitts Music Festival. In the fourth quarter of 2018, additional digital, print and spot TV advertising combined with public relations to communicate special offers and raise brand awareness in and around select North American cities comprised a coordinated campaign to grow arrivals for peak season 2018-2019. The Ministry of Tourism and the St. Kitts Tourism Authority also work closely with airlines to systematically build out air bridges to/from identified target gateways to grow service in a sustainable manner while making the island increasingly easy to reach via air.

St. Kitts & Nevis welcomed non-stop Saturday flights from Minneapolis that started December 22, 2018 and operate through April 20, 2019. In addition, from Newark Liberty International Airport in New Jersey, the destination receives Wednesday non-stop flights that started January 9, 2019 and operate through March 6, 2019 to complement existing non-stop Saturday flights. Looking ahead to the summer, new non-stop Saturday flights from Dallas starting May 25, 2019 and operating through August 17, 2019 open up a new gateway with easy connections from Houston and the western states of the US.

About St. Kitts:

Intoxicating natural beauty, sunny skies, warm waters, and sandy beaches combine to make St. Kitts one of the most seductive spots in the Caribbean. Located in the northern Leeward Islands, it offers a diverse tourism product developed from the destination’s natural beauty, cultural heritage and rich history. The island’s stunning variety of tourism attractions include hiking through the tropical rainforest, riding the scenic railway that connects the island’s former sugar plantations, visiting the Caribelle Batik factory, and touring Brimstone Hill Fortress National Park, which is an UNESCO World Heritage Site. Among the more traditional vacation pastimes available are water sports including catamaran cruises, golf, shopping, tennis, dining, gaming at St. Kitts’ exclusive casino or simply relaxing on the beach.

Travel News | eTurboNews

Lufthansa launches seven new European destinations from Munich

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During this year´s summer flight schedule Lufthansa launches seven new destinations in Germany and Europe. There are several weekly flights to Strasbourg and Rostock for the first time, and the offer is being extended to Spain, France, Italy and Croatia. “The summer timetable offers business travellers important connections via Munich to the rest of the world. Holidaymakers can also look forward to attractive new holiday destinations, especially around the Mediterranean,” says Wilken Bormann, Lufthansa CEO Hub Munich. Lufthansa is flying from Munich to 140 destinations in 46 countries this summer. These include 113 destinations in Germany and Europe that can be reached non-stop from the southern Lufthansa hub.

On April 9, Lufthansa will be taking off from Munich to Strasbourg for the first time. As the seat of the European Parliament, the city in Alsace is an important business destination. But Strasbourg is also interesting for short-term holidaymakers: The old town is a UNESCO World Heritage Site. The Bombardier CRJ900 brings passengers to Strasbourg five times a week, offering an optimal option for business and leisure travelers.

Alicante is on the Munich flight plan for the first time on April 12. An Airbus A320 will fly to the port city on the Costa Blanca three times a week.

Until now, Tivat has been considered a little-known holiday destination. Now, a less than two-hour flight links the city in Montenegro to Munich. Steeped in history, Tivat is located near the Bay of Kotor and, with its historical settlements by the fjord-like bay, is a UNESCO World and Natural Heritage Site. From April 13, Lufthansa will be taking off in an Airbus A319 to Montenegro every Saturday.

After a long break, Rostock/Laage is back on the Lufthansa flight schedule. From May 1, the CRJ900 will be flying from Munich twice a day and on every Sunday afternoon. Transfer passengers have optimal connections to the worldwide Lufthansa network in Munich.

Also new in the timetable is Biarritz. The seaside resort on the French Atlantic coast will be served every Saturday from May 25 with a Bombardier CRJ900. The legendary holiday destination offers long sandy beaches and is an Eldorado for surfers.

For the first time, northern Croatia is just an hour’s flight away from Munich: Rijeka is the name of the new Lufthansa destination, which is considered the gateway to the Croatian islands. On Saturdays, also from May 25, a Bombardier CRJ900 will fly to the Kvarner Gulf region.

Tourists can now also reach Rimini on the Italian Adriatic coast directly from Munich with Lufthansa. A CRJ900 will touchdown at the popular holiday destination every Sunday from May 26.

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Hilton University of Florida Conference Center at Gainesville joins Benchmark Resorts & Hotels portfolio

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Benchmark has added the Hilton University of Florida Conference Center at Gainesville to the company’s Benchmark Resorts & Hotels brand portfolio. The recently renovated, 248-guest room property is located on the University of Florida campus, close to Gainesville’s Central Business District. The property serves a growing market of visiting alumni, parents and students, academics, and guests affiliated with the university. Its IACC-approved conference center, with 25,000 square feet of meeting space, attracts a significant number of meetings and events. The Hilton University of Florida Conference Center at Gainesville is Benchmark’s tenth property in Florida, and the third hotel located on a major college campus within the United States.

“We are honored to be chosen by Hilton Hotels & Resorts to manage this exceptional property,” says Benchmark CEO Alex Cabañas. “We are also delighted to again expand our presence in Florida, where both our Gemstone Collection and Benchmark Resorts & Hotels brands are represented throughout the Sunshine State,” he said. Benchmark recently added two hotels in St. Pete Beach to its portfolio, expanding its presence to Southwest Florida.

Mr. Cabañas also noted the growing importance of conference center hotels to a university. “These hotels serve as a campus ‘guest house’, providing an authentic, on-campus experience while sharing ideas and resources,” he said.

The non-smoking, pet-friendly hotel includes 248 guest rooms and suites featuring HDTV, desks for work/study-related activities, and complimentary WiFi. Guests can enjoy the property’s outdoor pool and whirlpool and a 24-hour fitness center.

The University of Florida is a prominent research university, set on 2,000 acres in Gainesville, in North Central Florida. It offers a wide range of undergraduate and graduate programs in law, medicine, business and engineering.

The University of Florida campus offers an array of services and attractions, including an art museum, concerts, lectures, theater, libraries and sports events. Guests can enjoy collegiate football at the nearby Ben Hill Griffin Stadium, home of the Florida Gators. Other local attractions include the Butterfly Rainforest, the Florida Museum of Natural History and the Gainesville Raceway. The surrounding region offers opportunities for biking, canoeing, paddle boarding, swimming and wildlife viewing at one of seven nearby Florida State parks.

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New cruise ship touches the sea for the first time in Turku

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Costa Crociere celebrated the technical launch of the new flagship Costa Smeralda at the Meyer shipyard in Turku, Finland.

During the ceremony, the ship officially touched the sea for the first time. The celebration, which saw the participation of the top management of Costa Cruises and the Meyer shipyards, followed the protocol established by the maritime tradition, with the flooding of the basin where the ship has taken shape in recent months.

Costa Smeralda technical launch Costa Smeralda, which will enter service from October 2019, will be the first Costa ship powered by liquefied natural gas (Lng), the cleanest fossil fuel in the world. Its use represents an environmental change that will improve the quality of the air, almost totally avoiding the emissions of particulate matter and sulfur oxides, both at sea and in port.

Lng will also reduce nitrogen oxide and CO2 emissions. In this way Costa Smeralda and its twin, which will be delivered in 2021, will contribute to achieving the sustainability objectives set by Costa Crociere and Carnival Corporation & plc, which provide for a 25% reduction in the carbon footprint by 2020.

“It is with great enthusiasm that we celebrate such an important moment,” said Neil Palomba, general manager of Costa Crociere. “Costa Smeralda represents a great innovation for the international market and an important step towards the definition of new standards for the entire sector. It is a new generation ship and will be a tribute to the best of Italy and our excellence. It was designed with passion and attention to detail to offer an unforgettable holiday experience.”

The name of the ship recalls one of the most beautiful tourist destinations in Sardinia. The names of bridges and public areas are dedicated to famous places and squares in Italy.

Costa Smeralda will also have its museum, the CoDe – Costa Design Museum, dedicated to the excellence of Italian design. “Designing and building Costa Smeralda together with Costa Crociere’s colleagues is an exciting experience,” commented Jan Meyer, CEO of the Meyer shipyard in Turku. “I believe it will be a unique and innovative ship, both from an engineering and design point of view, I am convinced that guests will appreciate all the attractions and services on board.”

The technical launch is the moment when the ship reaches its natural element, water. Construction will continue with the final phase of interior fittings ».The sister ship, also built at the Meyer shipyard in Turku, is scheduled for 2021. The Costa Smeralda debut is scheduled for October20, 2019.

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US$163 million Port Canaveral Cruise Terminal 3: Go for Launch!

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The event theme, “Go for Launch,” was a nod to the Port’s key role with the U.S. space program and Port Canaveral’s new terminal with its futuristic design, which was inspired by nearby Kennedy Space Center. The $163 million terminal project – the largest in the Port’s 65-year history – is scheduled for completion in May 2020 and will be ready for the arrival of Mardi Gras to her year-round Port Canaveral homeport in October 2020.

At a space-themed ceremony today, the Canaveral Port Authority and longtime cruise partner Carnival Cruise Line officially broke ground for construction of Port Canaveral’s new Cruise Terminal 3 complex. The new terminal, dubbed the Launch Pad, will be the home of Mardi Gras, the cruise line’s newest and most innovative ship, beginning in 2020. Port Authority Commissioners and the Port’s leadership team joined Carnival Cruise Line executives for the ceremonial groundbreaking at the project site as NASA’s “Spaceman” planted a Carnival Cruise Line flag on a simulated lunar landscape.

“Today’s groundbreaking is a historic milestone for our Port and underscores the long-standing partnership we have with Carnival,” Port CEO Capt. John Murray said. “The trust and confidence we’ve earned with our great cruise partner has been the foundation of success and we are excited for what the future holds. We’re building a great new terminal, for an innovative new ship, and looking forward to welcoming home Mardi Gras.”

Added Carnival President Christine Duffy, “We began our operations from Port Canaveral nearly 30 years go – coincidentally with our original ship of the same name. We’ve had a great relationship with Port Canaveral during that time and we’re proud, honored and excited that our newest and most innovative ship, Mardi Gras, will sail from the new Terminal 3. We are pleased to be the port’s number one cruise line and Mardi Gras promises to be a spectacular addition to the Space Coast.”

CT3 ceremonial first dig (L-R) Scott Bakos, Bermello Ajamil & Partners, Inc; Jerry Allender, CPA Commissioner; Wayne Justice, CPA Commissioner; Christine Duffy, President Carnival Cruise Line; Capt. John Murray, CEO Port Canaveral; Micah Loyd, CPA Commission Chairman; Rocky Johnson, Ivey’s Construction, Inc.

Port Canaveral and Carnival Cruise Line executives held a “pre-launch mission” news conference complete with a mock countdown, then grabbed shovels on the terminal construction site for the ceremonial first dig to officially kick off construction. Participants included Wayne Justice, Canaveral Port Authority Commissioner; Christine Duffy, President, Carnival Cruise Line; Capt. John Murray, Port Canaveral CEO; Micah Loyd, Canaveral Port Authority Commission Chairman; Jerry Allender, Canaveral Port Authority Commissioner; Rocky Johnson, Vice President, Ivey’s Construction Inc.; and Scott Bakos, Partner with Bermello Ajamil & Partners Inc., a Miami firm providing architecture and engineering design work for the project.

“We are proud to be building this state-of-the-art facility and looking forward to providing Carnival’s cruise guests with a first-class guest experience,” Port Commissioner Wayne Justice said. “Building the new cruise terminal, like each of our construction projects at Port Canaveral, is an investment in building our community.”

The contract to build the two-story, 187,000 sq. ft. terminal facility and adjacent six-story parking garage was awarded to Merritt Island, Florida-based Ivey’s Construction. The terminal will feature a high-tech baggage processing facility and a state-of-the-art check-in and security area on its second floor, with kiosks and seating for 1,700 guests. The six-story 692,000 sq. ft. parking garage will accommodate 1,800 vehicles.

Construction of the cruise terminal’s marine facility got underway last year with a contract awarded to Titusville, Florida-based contractor RUSH Marine to remove the existing pier structures at the site and build a new 1,309-foot-long berth for Mardi Gras. Substantial completion of the project is scheduled for December 2019.

Port Canaveral’s Launch Pad will be homeport to Carnival’s largest and most innovative cruise ship, Mardi Gras, which will be powered by liquified natural gas (LNG) – part of Carnival Corporation’s “green cruising” platform. Mardi Gras will be the first cruise ship in North America to be powered by this clean fuel technology. Port Canaveral has worked with federal, state and local public safety and regulatory officials to ensure the Port’s safety readiness for the ship’s arrival. Fuel providers will employ widely used and proven safe best practices of a ship-to-ship “bunkering” refueling, which is regulated by the U.S. Coast Guard.

Currently under construction in Meyer Turku, Finland, Mardi Gras will arrive at Port Canaveral mid-October 2020 and will feature BOLT, the first roller coaster at sea, 20 passenger decks and six distinctive theme zones of fun, dining and entertainment: Grand Central; the French Quarter with Emeril’s Bistro 1369, the first restaurant at sea created by famed New Orleans chef Emeril Lagasse; La Piazza; Summer Landing; Lido; and the Ultimate Playground.

After a special eight-day cruise to the Caribbean on Oct. 16, 2020, Mardi Gras will commence year-round seven-day cruises on Oct. 24, 2020, alternating weekly to the Eastern and Western Caribbean. Eastern voyages will take Mardi Gras to San Juan, Puerto Rico, Amber Cove, Dominican Republic, and Grand Turk in the Turks and Caicos, while Western sailings will travel to Cozumel and Costa Maya, Mexico, and Mahogany Bay (Isla Roatan), Honduras.

First-day bookings for Mardi Gras in January 2019 broke opening-day sales records for a new Carnival ship, according to the cruise line.

Carnival named its newest cruise ship after its first cruise ship. The original 27,000-ton Mardi Gras, a converted trans-Atlantic liner, entered service in 1972 and popularized cruise vacations in the United States, helping Carnival become the largest cruise company in the world today. In March 1991, the 1,241-guest Mardi Gras became one of the first Carnival ships to homeport at Port Canaveral, where she offered three- and four-day cruises to the Bahamas until she and sister ship Carnivale were replaced by the Carnival Fantasy in October 1993.

Mardi Gras’ arrival in Port Canaveral in 2020 will mark 30 years that Carnival Cruise Line has been sailing from Port Canaveral, the longest of any of the Port’s cruise partners. The Port Authority Board of Commissioners approved a long-term operating agreement with Carnival in August 2018.

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Mandarin Oriental opens first hotel in Beijing

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Hongkong Land today announced the completion of its prestigious WF CENTRAL premium lifestyle retail destination, located in the capital city’s historic Wangfujing area, with the opening of Mandarin Oriental Wangfujing, Beijing. Executives from Hongkong Land and Mandarin Oriental Hotel Group celebrated the occasion with a ribbon-cutting ceremony at the new hotel, Mandarin Oriental’s first hotel in Beijing.

Seamlessly connected with WF CENTRAL, the hotel features 73 rooms and suites which are among the largest in Beijing. The rooms are designed with a contemporary residential style combined with subtle traditional Chinese elements, an array of luxury amenities and expansive, spa-like bathrooms. Many rooms have superb views towards the Forbidden City. The hotel is also home to stylish restaurants and bars, including the signature Mandarin Grill + Bar, casual dining restaurant Cafe Zi, and the sleek, sophisticated MO Bar — all of which have direct access to an expansive rooftop garden terrace.

Those seeking rejuvenation in the heart of the city may visit The Spa at Mandarin Oriental Wangfujing, Beijing, which offers a range of curated wellness and beauty treatments as well as a 25-metre indoor lap pool with natural light and a comprehensive gym.

“Since its opening in May 2018, WF CENTRAL has been playing a crucial role in the redevelopment of the historic Wangfujing area of Beijing into one of the city’s premium lifestyle retail destinations,” said Mr Raymond Chow, Executive Director of Hongkong Land. “The opening of Mandarin Oriental Wangfujing, Beijing, completes our work and exemplifies this strategy, as we are bringing Mandarin Oriental’s legendary hospitality together with a compelling mix of retail and dining, all nestled within one of the world’s most important and historic cities.”

Mr Richard Baker, Chief Relationship Officer, Mandarin Oriental Hotel Group, said, “Mandarin Oriental is delighted to partner with Hongkong Land in the creation of Mandarin Oriental Wangfujing. This is our third successful collaboration and we are immensely proud to be part of WF CENTRAL, Beijing’s preeminent lifestyle retail destination. We look forward to introducing the Group’s legendary hospitality to China’s capital and to welcoming guests through our doors.”

WF CENTRAL, Hongkong Land’s flagship development in Beijing, is a US$1.2 billion retail-led project designed to be the city’s premier shopping and lifestyle destination. It is also expected to be a major contributor to the transformation of Beijing’s historic Wangfujing area into a hub for retail, dining and business. The complex has a total gross floor area of more than 150,000 sq. m., including 43,000 sq. m. of retail space that hosts an exciting, diverse mix of tenants according to five core categories: “Luxury”, “Fashion”, “World-class Gastronomy”, “Lifestyle & Wellness” and “Art & Culture”.

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