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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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Maldives Tourism: Changes needed say local travel industry leaders

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The Corporate Maldives blog recently published an interesting analysis on how tourism leaders in the Indian Ocean Island Republic think.

The information sheds some light on what tourism professionals think, do and what issued they have in running the largest industry in the country during politically difficult times.

Tourism is the largest industry in the Maldives making the biggest contribution to the GDP of the country. In order to further understand the views of those who are not from the country on Maldives, our team conducted a research through social media. Our research showed that many people thought of Maldives as an intense and expensive destination that only the rich can afford. Due to this, we had a sit-down with Mr. Ibrahim Inad, former Director of Sales at Velaa Private Island Island to discuss ways to change the mindset of such people and to market Maldives in the most effective ways possible. Below listed are the 5 key components he believes are required to be changed in order to properly promote our destination.

1. Finding a new concept in destination marketing

Maldives resorts are mainly made to fit into the concept of one Resort in one Island. Every resort markets itself as a seclusive getaway to get away from the hustle and bustle of the busy world. Mr. Inad believes that it is more than about time that this concept changes and we get introduced to newer concepts. He acknowledged the CROSSROADS project as it is a multi-island resort development project. He requested other companies to find inspiration from the CROSSROADS project and bring about a change in the concept of Maldivian resort tourism.

CROSSROADS project which spans 9 islands and boasts 1,300 rooms and a retail space of over 11,000 sq m

2. Recognize demand level to know how to supply

With each passing year, more and more resorts are being opened, hence increasing the competition within the industry. However, how many of us actually took the time to think about whether or not we actually needed all these new resorts or not? According to Mr. Inad, with regards to the amount of tourists that visit Maldives on a yearly basis, we do not exactly need to open newer resorts every year without being able to have proper occupancy rates in the existing ones. He added that we should first let the demand grow to a point where we are unable to host anymore tourists, and that’s when newer resorts should join the market.

Angsana Velavaru

3. Know your competitors

When looking to promote the tourism industry of Maldives, we also need to consider that we have competitors who offer similar services in similar environments. Mr. Inad explained that it is wisest to keep an eye on our competitors to learn about their moves in order to come up with better strategies in marketing Maldives.

Sugar Beach, Sun Resort in Mauritius

4. Promote celebrations for special occasions

Mr. Inad shared that while working in Velaa, he found that many chose to visit Maldives for occasions such as their birthdays, Christmas, Easter, New Year and more. It is not a secret that so many resorts host exciting and marvelous celebrations for the previously mentioned occasions. This could be used as a point in our marketing strategy and in creating a position for ourselves in the market. Once we are able to develop ourselves as such a destination, we will be able to make ourselves a name in this cut-throat competition the industry puts forward.

Christmas tree at Kuredu Island Maldives Resort

5. Make use of digital marketing

While conducting the social media research, one thing we were able to gather was how people of our competing countries, used any opportunity to promote the cheap services available at their countries. They made sure to prove to convince people that their country was worth visiting. According to Mr. Inad, this sort of digital marketing is one aspect we really need to work on. If we, as individuals, promoted all sorts of tourism in the Maldives, it would reach a greater audience and hence, aid in bringing in more tourists to the country.

A phone displaying social media apps which can be used in digital marketing

So many more things need to change in order for our country to keep developing. We need to do proper marketing and show the world that we have the luxury to offer for all classes rather than just the high-end population of the world. We should make them feel like they do not need to have a luxury branded things in order to access the beauty Maldives has to offer. Once the correct message has been delivered, even more tourists will keep visiting the country and we shall keep improving more and more. Maybe one day will be able to become a destination able to compete with the biggest markets in the world.

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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.

 

 

 

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Is there a right way to take a Staycation?

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Can you really not go anywhere and call it a vacation? Even more importantly, can you take time off, stay at home or go away, and unplug from the office? As the Staycation enters its second decade, what’s changed and made it an attractive alternative for many families?

“The Staycation became a thing after the 2008 crash when many families simply didn’t have the resources to take that trip to Disney World or the rental fee for that lakeside cabin or ocean cottage, so they stayed at home for vacation,” said Peter Hans, president of Discovery Map International since 2005. “This year, there are a number of families who didn’t quite get as large a tax return as they had in years past. Consequently, the Staycation is back on the table for some families.”

While the Staycation may be in its second decade, the ground rules for fun and stress-free breaks remain pretty much the same. For starters, no contact with your office allowed. Just because you’re not going away for an extended trip is no reason to be calling in to the office. Time off is meant for you to rest up and recharge your batteries. You can’t do that if you’re never mentally away.

Hans said: “You also want to limit your computer time. Remember, you’re on vacation. Restrict your computer time to researching potential day trips. NO E-MAIL, unless you’re being sent a confirmation or reservation number.”

He also recommends not setting an alarm if you don’t have to. Remember, you are on nobody’s schedule but your own. You also want to limit your household chores that week unless you’re specifically taking the week off to complete a project, e.g. painting your house, keep your home chores to a minimum. That doesn’t mean let the dishes in the sink stack up. Just don’t sweat it if the lawn goes a few days without being cut.

Additionally, a rather bold suggestion for your Staycation is: Leave your cell phone off unless you need to use it. Said Hans, “Your phone can be handy if you’re traveling with other families or your group splits off into two’s. So, leaving it home is not practical. Just make sure you don’t take calls from anybody not in your vacation group. If you’re curious or worried about an emergency, just check the voice mail they leave.”

Continued Hans, “If you were on a cruise ship you wouldn’t answer a call from the office. Your Staycation deserves that same respect. Remember, you work hard for your time off and you owe it to yourself — your family and — believe it or not, your employer to come back rested and ready with your batteries fully recharged.”

For more information on Discovery Map, visit discoverymap.com.

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Pilots frantic search for fix while Boeing Max8 went down

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Ethiopian Airlines and Lions Air most likely have the same deadly scenario accordsidng to a report Reuters today reported about the 31-year-old Lions’ Air captain was at the controls of Lion Air flight JT610 flying the Boeing Max 8 when the nearly new jet took off from Jakarta. The first officer was handling the radio, according to a preliminary report issued in November.

The report said:

The pilots of a doomed Lion Air Boeing 737 MAX scoured a handbook as they struggled to understand why the jet was lurching downwards but ran out of time before it hit the water, three people with knowledge of the cockpit voice recorder contents said.

The investigation into the crash, which killed all 189 people on board in October, has taken on new relevance as the U.S. Federal Aviation Administration (FAA) and other regulators grounded the model last week after a second deadly accident in Ethiopia.

Investigators examining the Indonesian crash are considering how a computer ordered the plane to dive in response to data from a faulty sensor and whether the pilots had enough training to respond appropriately to the emergency, among other factors.

It is the first time the voice recorder contents from the Lion Air flight have been made public. The three sources discussed them on condition of anonymity.

Reuters did not have access to the recording or transcript.

A Lion Air spokesman said all data and information had been given to investigators and declined to comment further.

Just two minutes into the flight, the first officer reported a “flight control problem” to air traffic control and said the pilots intended to maintain an altitude of 5,000 feet, the November report said.

The first officer did not specify the problem, but one source said airspeed was mentioned on the cockpit voice recording, and a second source said an indicator showed a problem on the captain’s display but not the first officer’s.

The captain asked the first officer to check the quick reference handbook, which contains checklists for abnormal events, the first source said.

For the next nine minutes, the jet warned pilots it was in a stall and pushed the nose down in response, the report showed. A stall is when the airflow over a plane’s wings is too weak to generate lift and keep it flying.

The captain fought to climb, but the computer, still incorrectly sensing a stall, continued to push the nose down using the plane’s trim system. Normally, trim adjusts an aircraft’s control surfaces to ensure it flies straight and level.

“They didn’t seem to know the trim was moving down,” the third source said. “They thought only about airspeed and altitude. That was the only thing they talked about.”

Boeing Co declined to comment on Wednesday because the investigation was ongoing.

The manufacturer has said there is a documented procedure to handle the situation. A different crew on the same plane the evening before encountered the same problem but solved it after running through three checklists, according to the November report.

But they did not pass on all of the information about the problems they encountered to the next crew, the report said.

The pilots of JT610 remained calm for most of the flight, the three sources said. Near the end, the captain asked the first officer to fly while he checked the manual for a solution.

About one minute before the plane disappeared from radar, the captain asked air traffic control to clear other traffic below 3,000 feet and requested an altitude of “five thou”, or 5,000 feet, which was approved, the preliminary report said.

As the 31-year-old captain tried in vain to find the right procedure in the handbook, the 41-year-old first officer was unable to control the plane, two of the sources said.

Slideshow (2 Images)

The flight data recorder shows the final control column inputs from the first officer were weaker than the ones made earlier by the captain.

“It is like a test where there are 100 questions and when the time is up you have only answered 75,” the third source said. “So you panic. It is a time-out condition.”

The Indian-born captain was silent at the end, all three sources said, while the Indonesian first officer said “Allahu Akbar”, or “God is greatest”, a common Arabic phrase in the majority-Muslim country that can be used to express excitement, shock, praise or distress.

French air accident investigation agency BEA said on Tuesday the flight data recorder in the Ethiopian crash that killed 157 people showed “clear similarities” to the Lion Air disaster. Since the Lion Air crash, Boeing has been pursuing a software upgrade to change how much authority is given to the Maneuvering Characteristics Augmentation System, or MCAS, a new anti-stall system developed for the 737 MAX.

The cause of the Lion Air crash has not been determined, but the preliminary report mentioned the Boeing system, a faulty, recently replaced sensor and the airline’s maintenance and training.

On the same aircraft the evening before the crash, a captain at Lion Air’s full-service sister carrier, Batik Air, was riding along in the cockpit and solved the similar flight control problems, two of the sources said. His presence on that flight, first reported by Bloomberg, was not disclosed in the preliminary report.

The report also did not include data from the cockpit voice recorder, which was not recovered from the ocean floor until January.

Soerjanto Tjahjono, head of Indonesian investigation agency KNKT, said last week the report could be released in July or August as authorities attempted to speed up the inquiry in the wake of the Ethiopian crash.

On Wednesday, he declined to comment on the cockpit voice recorder contents, saying they had not been made public.

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Viking Cruises expands European river fleet

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Viking Cruises today welcomed the latest additions to its river fleet, with the naming of seven new river ships during a celebration on the Rhine River in Basel, Switzerland. Of the seven ships, six are Viking Longships – Viking Einar, Viking Sigrun, Viking Sigyn, Viking Tir, Viking Ullur and Viking Vali – which will be deployed on Viking’s most popular itineraries on the Rhine, Main and Danube Rivers. The seventh new ship – Viking Helgrim – was inspired by the Longships design and built specifically for the Douro River, bringing the company’s total number of sister ships in Portugal to four.

This launch of new river ships is Viking’s latest milestone as the company continues to expand and dominate industry awards. Just two weeks ago, Viking swept Cruise Critic’s 2019 Cruisers’ Choice Awards with 11 First Place Wins – including the new “Best for River Cruises” category – and just last month the company took delivery of its sixth ocean ship, Viking Jupiter, which will be named in Oslo on June 6. In addition, Viking was again named the #1 River Cruise Line by Condé Nast Traveler in the publication’s 2018 Readers’ Choice Awards, and Travel + Leisure readers named Viking a #1 Ocean Cruise Line and one of the World’s Best River Cruise Lines in the 2018 World’s Best Awards.

“We began hosting guests on the rivers of Russia 22 years ago, and we have always done things differently. We focus on the destination, and we provide travel experiences that allow our guests to learn, to enrich their lives and to explore the world in comfort. It is ‘The Viking Difference’ that has made us the leading river cruise line in the world – and has helped river cruising become one of the fastest-growing segments of travel,” said Torstein Hagen, Chairman of Viking. “As the leader, it is also important that we recognize those who have helped us achieve success. This year I am especially proud to honor members of the Viking family as godmothers of our newest river ships.”

Viking Naming Ceremony

In keeping with a maritime tradition that dates back thousands of years, Viking invited seven long-serving employees and important members of the company’s family to serve as honorary godmothers of the new ships.

•Leah Talactac, Godmother of Viking Einar
•Natalia Hofmann, Godmother of Viking Helgrim
•Wendy Atkin-Smith, Godmother of Viking Sigrun
•Rikke Semb Pertile, Godmother of Viking Sigyn
•Gisela Rückert, Godmother of Viking Tir
•Linh Banh, Godmother of Viking Ullur
•Minxuan Zhao, Godmother of Viking Vali

The naming event was executed by connecting the new ships via satellite across four European cities. Viking Einar and Viking Sigrun were docked in Basel and named by in-person by their godmothers. The other five ships were “virtually” named by their godmothers: Viking Sigyn and Viking Ullur in Rostock, Germany; Viking Tir and Viking Vali in Brunsbüttel, Germany; and Viking Helgrim in Porto, Portugal. In keeping with another maritime tradition, a bottle of Gammel Opland aquavit was broken on the bow of each new ship. Gammel Opland hails from the same county in Norway where Chairman Hagen’s mother, Ragnhild – also lovingly known as “Mamsen” – was born and was her favorite brand of aquavit. Following the naming event, guests enjoyed dinner at Basel’s Fondation Beyeler museum, set amidst the museum’s newest and most ambitious exhibition: The Young Picasso. Blue and Rose Periods. Guests were also treated to a performance by Alma Deutscher, the 14-year-old English composer, pianist, violinist, and child prodigy – who is a favorite of Chairman Hagen’s.

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Reunion Island NRL viaduct: Now that’s a road trip!

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“The new NRL 974 – the Didier Robert Highway as it is referred to across the island – is a secure road far from the danger of falling stones … nearly 1500 jobs … innovations … ingenuity … perseverance and respect to preserve the environment of the island,” says remarks from social media about this massive Reunion Island project.

The work of the “Nouvelle Route du Littoral” (the new coastal road) is nearing its end on the north side. Motorists traveling along the coastal road watch every day the progress of the work of laying the big posts in the sea.

This Friday marks the last hours of mobilization of the huge machine “Zourite,” used for two years for the installation of the big posts at the bottom of the sea and the first parts of deck assembled in stages. Since the start of work at sea, the machine has reached the construction work at the rate of two of these big posts per month. The total height of these posts varies from 24 to 38 meters on the entire route at sea. The bases of the posts are between 12 and 15 meters below sea level, or between 3 and 8 m below the ocean floor.

48 posts in total

The route stretch of the deck, whose weight of the elements can go up to 670 tons and are conveyed by the “launcher” to be assembled. As for the route on supports, they are much heavier, they weigh up to 2400 tons and are routed and set up on site by Zourite. The height of the segments to be transported varies from 3.80 to 7.30 meters.

Zourite thus completes in this month of March 2019 the installation of the very last of the posts of the viaduct which includes 48 between the Large boat and the advancement at sea in Saint-Denis.

A progress report is made at this very moment on site by a delegation of the regional authority. Taking stock of the progress of the work, the President of the Region was also asked about the prospects for the other achievements that will follow the work of the NRL, starting with the guided regional transport network. “The first phase of 12 km will involve Saint-Denis and Sainte-Marie, plus 2 phases: a first towards Saint-Benoît, and the second towards the west since you know that the New Coastal Road provides for to be able to host a regional guided transport network,” said Didier Robert.

NEO after the NRL

As for the total delivery of the NRL, the president of the Region spoke about the schedule adopted to date. “We are on a 2022 perspective for the overall delivery of the project,” he said, also answering the question of the possibility of a partial delivery. “It’s part of the elements of reflection but it does not integrate today the approach of our community because it is a global work of 12 km, so the goal is to deliver this project on its entirety.”

The subject of NEO Saint-Denis was also mentioned. “For the past two or three years, we have been choosing to co-manage with the City of Saint-Denis for the Nouvelle Entrée Ouest, and we are working together to ensure that there is extension and that Saint-Denis can benefit from the regional commitment with a level of traffic that is more acceptable. It will be finalized in a first time the new bridge of the Saint-Denis River in 2020-2021, so at the same time as the finalization of the viaduct “which prefigures the” new face of Barachois “in a second time,” said the president of Reunion.

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Denis Private Island of Seychelles shortlisted for World Travel Awards

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It has been confirmed that Denis Private Island is in the running for one of the world’s most prestigious honors in the professional tourism trade.

Its nomination in the 26th World Travel Awards (WTA) for the Indian Ocean’s leading private island resort category is a first for the locally-owned property.

Seychelles prides itself on having some of the best tourism accommodation properties, and seeing such nominations for the 26th World Travel Awards (WTA) only confirms the achievements of the local hospitality industry.

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