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Machu Picchu Pueblo: First 100% sustainable Latin America city

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Machu Picchu Pueblo is the first city in Latin America to sustainably manage 100% of its solid waste.

Through the process of pyrolysis, in which the waste is decomposed at high temperatures without oxygen, 7 tons of trash is processed per day, generating bio-coal, a natural fertilizer that will be used to restore the Andean cloud forest and contribute to the agricultural productivity of Machu Picchu. Continuing initiatives for the conservation and environmental care of Machu Picchu, AJE Group and Inkaterra presented this first Organic Waste Treatment Plant to the city.

Alongside the Organic Waste Treatment Plant, a Plastic Compactor Plant to SERNANP will be used to recycle trash found along the Inca Trail, the most famous trekking route in South America. The plant was donated in 2017 and prevented the ruins of Machu Picchu from entering UNESCO’s list of Heritage at Risk. Currently, 14 tons of polyester plastic are processed daily in this plant.

In 2018, a Biodiesel and Glycerin Plant was inaugurated at Inkaterra Machu Picchu Pueblo Hotel. By processing used vegetable oil from Machu Picchu’s homes, lodges, hotels, and restaurants, 20 gallons of biodiesel are produced daily from nearly 6,000 liters of used oil a month. The glycerin obtained in the process of making biodiesel is also used by the municipality to clean the stone floors, thus replacing chemical products.

These cumulative efforts to turn the city of Machu Picchu into a model of global sustainability won the Peruvian “Líderes + 1” prize and, in Germany, the prestigious “Die Goldene Palme” award in the category for Responsible Tourism.

For more information on Inkaterra Machu Picchu Pueblo Hotel, click here.

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SriLankan Airlines’ new plan to be like Emirates

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In a bid to turn the loss making airline into a profitable venture, SriLankan Airlines has come up with a five-year strategic plan. Part of the plan will see them emulating industry leader Emirates, with a new hub and spoke network model.

In a statement SriLankan Airlines said:

“SriLankan Airlines has formulated a new five-year Strategic Business Plan for the period 2019-24 with the objective of transforming itself into a financially viable organization airline group with high brand visibility and a global reputation for excellence,”

They went on to say that the national carrier had an ‘enormous contribution’ to make to the GDP of Sri Lanka, including import, export and tourism.

What is SriLankan Airlines planning?

Their latest five year strategic business plan includes major development of the Colombo hub to make it a key connecting point for a variety of markets. SriLankan are targeting passengers connecting through Africa, Asia and the Middle East, in a bid to grow as big as rival airline Emirates.

As a member of Oneworld, SriLankan are hoping to leverage their membership to develop their network for the future. In contrast to their current point to point model, they plan to work on more of a hub and spoke model to develop new opportunities.

The plan is to be presented to the Government of Sri Lanka for approval shortly.

New routes and fleet

Currently, SriLankan Airlines operate with a fleet of 27 Airbus aircraft. Specifically, these are 13 A320 family aircraft and 14 A330s. As part of the five year plan, the carrier intends to select new fleet inclusions which match the requirement of their developing route network. They have also said they want to reconfigure their existing fleet to offer an enhanced business class service.

Already, the airline has announced a fifth weekly service between Colombo and Tokyo from July onwards, using its Airbus A330-300s. If the plan is formalized by the government, we expect to see many more new route announcements over the coming weeks.

As well as routes and fleet, the plan specifies that it will:

  • Enhance the customer experience by improving customer-centricity throughout the airline
  • Adopt best practices to improve productivity
  • Grow online sales to reach a wider market in a more cost effective manner
  • Improve employee engagement
  • Implement a competitive cost structure through a greater cost consciousness throughout the company

The plan is being headed up by Group Chief Executive Officer Vipula Gunatilleka, who was appointed to the airline in mid-2018. Prior to joining SriLankan, Gunatilleka was a board member and CFO of TAAG Angola. There, he worked closely with Emirates while they were managing TAAG, so no doubt knows his hub and spoke business very well already.

A loss-making airline

The airline is undergoing a major shakeup with a view to turning a profit. Over the last nine months, the carrier’s net loss more than doubled to a total loss of $135m. It is hoped that the five year strategic plan being tabled today will transform the airline by 2024.

 

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St. Kitts shines in US Roadshow 2019

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A signature activity in US, the St. Kitts Tourism Authority conducted its 2nd annual Destination St. Kitts & Nevis US Roadshow 2019 from Monday, March 25 to Friday, March 29. The week-long series of 6 events were held in New York, New Jersey, Atlanta, Houston, Farmer’s Branch (Texas) and Dallas in order to grow visitor arrivals from these gateway markets and supporting flow markets. These events were designed to educate travel agents, tour operators, MICE buyers, wedding and honeymoon planners, media and experiential lifestyle consumers about everything the destination has to offer both business and leisure travelers.

“This year’s US Roadshow was a resounding success with record numbers of attendees for each event,” said the Hon. Lindsay F.P. Grant, Minister of Tourism for St. Kitts & Nevis. “Having attracted the sheer number of travel agents, MICE buyers, media and more who sell or publicize business and/or leisure travel demonstrates that there is growing interest and demand in these gateway markets for the tourism product that St. Kitts & Nevis has to offer.”

The first event was a brunch held at The Castle Hotel & Spa in Tarrytown, New York, an affluent suburb north of New York City on Monday, March 25. The second event was a dinner held at the Pleasantdale Chateau in West Orange, New Jersey, an upscale neighborhood in the northern part of the state, also on March 25. On Tuesday, March 26, the third event was a dinner held at the Westin Buckhead, located in an affluent suburb just north of Atlanta. The fourth event was a luncheon held on Wednesday, March 27, at the Hess Club in Houston. A cocktail reception held on Thursday, March 27 at the Brookhaven Country Club in Farmer’s Branch, an affluent suburb of Dallas, Texas, was the fifth event in the Roadshow, while the sixth and final event was a luncheon held at III Forks Restaurant in Dallas.

All events supported St. Kitts’ non-stop flights and attracted a total of 300 attendees combined, all of whom were travel agents, MICE buyers, tour operators, wedding and honeymoon planners, media or experiential lifestyle consumers. Attendees were top travel professionals representing some of the most respected organizations in the business, including Maritz Travel, Cox Enterprises, Pro Travel International, Meetings Plus, Valerie Wilson Travel, Houston Style Magazine, Frosch, Questex LLC, Travel Impressions, and Westchester magazine.

“Developing lasting relationships with top travel professionals in our key gateway markets is a key component of our overall marketing strategy for the destination and our Roadshow provides us with the opportunity to connect with these individuals face-to-face,” added Racquel Brown, CEO of the St. Kitts Tourism Authority. “In order to continue growing arrivals, we need to maintain and expand our base of sellers to help fill our non-stop flights as we continue to build out new and increased airlift from the US.”

In addition to being treated to a meal and lively conversation with representatives from St. Kitts, the individuals played games, listened to presentations and won a variety of prizes from hotel stays to bottles of St. Kitts’ own Brinley Gold Shipwreck rum that were provided by participating local island tourism stakeholders. In addition, attending travel agents were offered a special $150 incentive for booking clients’ air only on the non-stop flights to St. Kitts or air in combination with a hotel reservation at participating destination hotels, all offering special Summer Sunsation rates, between now and May 17, 2019 for clients’ travel through August 17, 2019 when they log their productivity on St. Kitts’ website or via the Destination Specialist program with Travel Agent University. As a result, many attendees are now adding St. Kitts & Nevis as a featured destination they will sell to their clients.

The delegation from St. Kitts inclded: the Hon. Lindsay F. P. Grant, Minister of Tourism for St. Kitts & Nevis; Racquel Brown, CEO of the St. Kitts Tourism Authority; Ambassador Jonel Powell, Chairman of the Artist Selection Committee for the St. Kitts Music Festival; Annie Sinzinger, US Marketing Manager for the St. Kitts Tourism Authority; Denise Zimber, Christina Mucha and Shayna White, Marketing Consultants for the St. Kitts Tourism Authority; Tom Jaronski, Golf Consultant for the St. Kitts Tourism Authority; and Candice Kimmel, CEO and Founder of Adams Unlimited, PR & Marketing Agency in North America for the St. Kitts Tourism Authority.

A number of tourism stakeholders from St. Kitts & Nevis were also part of the delegation, including: Troy Hendrickson, Carib Journey Masters; Tawanna Wigley, Sales Representative, Ocean Terrace Inn; Richard Berridge, General Manager, Kayanjet; Jaana Kuntonen, Sunlinc; Christine Marshall, Sales Manager, Park Hyatt St. Kitts; Sylvia Martinez, Director of Sales and Marketing, St. Kitts Marriott; Tim Thuell, Nisbet Plantation; Cyndi Miller-Aird, President, Miller + Aird Destination Marketing for Belle Mont Farm; Jamar Wilkins, Travel Industry Sales Manager, Four Seasons Resort Nevis; and Darren Thompson, General Manager, Royal St. Kitts.

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Boston-Logan Airport: New international routes

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The last 24 hours have brought 2 new international flights to Boston Logan International Airport, thanks to Delta joint venture partners KLM and Virgin Atlantic – setting the stage for a year of growth and expansion for Delta in the Northeast.

Delta Air Lines and its partners KLM, Virgin Atlantic, and Korean Air will offer up to 149 daily departures to more than 50 destinations from Boston-Logan Airport in 2019, an increase of nearly 30 daily departures compared to 2018. New routes include Amsterdam, London-Heathrow, Lisbon, Edinburgh, and Seoul.

KLM – Amsterdam

On March 31, KLM began flying between Boston and Amsterdam, adding to the two daily flights to Amsterdam already operated at Logan Airport by Delta. KLM CEO Pieter Elbers joined officials from Massport, Delta leaders, customers and employees at the airport in a ribbon-cutting ceremony ahead of the outbound flight across the Atlantic.

Virgin Atlantic – London-Heathrow

And on April 1, Virgin Atlantic launched its daytime service from Boston to London-Heathrow – a morning departure that will better enable in-flight workday productivity for London-bound business travelers. Virgin and Delta together now offer three daily flights to Heathrow Airport from Boston.

Delta – Lisbon and Edinburgh

Later this spring, Delta will begin its own seasonal Boston service to Lisbon and Edinburgh, rounding out a full slate of new international destinations now directly accessible to Boston customers. Through this and an extended summer season to Dublin, by May Delta and its partners will offer the most international seats from Boston with flights to up to 19 international destinations — more than ever before.

Korean Air – Seoul-Incheon

A third partner, Korean Air, will start new service in Boston on April 12, when it begins nonstop flights to Seoul, one of the first additions to that joint venture’s transpacific network since Delta and Korean Air launched their partnership last May.

This new Boston flying comes as Delta continues to reinforce its position as the city’s leading carrier and deepen its investment at Logan Airport and in the greater Boston community. Overall, the airline and its partners will offer up to 149 daily departures to more than 50 destinations from Logan in 2019, an increase of nearly 30 daily departures compared to 2018.

Delta has doubled domestic daily departures out of Boston since 2013 and this year will serve four additional domestic destinations — Cleveland, Chicago, Washington-Reagan, and Newark-Liberty — while also adding more frequencies in another seven key domestic markets. Overall, the airline and its partners will offer up to 149 daily departures to more than 50 destinations from Logan in 2019, an increase of nearly 30 daily departures compared to 2018.

In addition to Delta’s network growth, the airline is also investing in Boston in other ways. With Massport’s partnership, Delta plans to assume operations at all gates at Logan’s Terminal A by the third quarter of 2019, growing its airport footprint by five gates. Delta also plans by 2020 the expansion of one of its Delta Sky Clubs, including new showers, expanded seating and a reimagined food and beverage area.

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Five challenges confronting Meetings Industry in 2019

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Tight meeting budgets, time pressures, organizational issues, a lack of creativity from hotels, increasingly complex and costly mandates in catering, a need for more dynamic and enriching experiences and resistance to change – these are among the major challenges confronting the meetings industry in 2019.Teneo Hospitality Group surveyed 150 meeting planners and hoteliers on the challenges they faced in effectively competing in today’s changing and complicated marketplace. Interestingly, some of the challenges planners faced are internal, within their own organizations. All identified limited meetings budgets, lack of time and somewhat inflexible corporate cultures that gave rise to additional problems such as a lack of innovation and poor cost control.

“‘Many of these challenges – and their solutions – are interdependent,” says Teneo President Mike Schugt. He notes that meeting professionals are saying that they have concerns within their organization and corporate cultures which contribute to resistance to change, resulting in budgets that are impacted negatively. Planners are also saying that these challenges, coupled with the many demands on time, inhibit creative strategies that could otherwise help solve the obstacles pointed out in Teneo’s most recent survey.

“Teneo and its hotel and DMC members have a unique opportunity to step up and help solve the challenges of our planner partners,” says Mike Schugt. “We can introduce creative, time-saving offerings that can also meet their bottom line. By understanding the needs that go beyond rates, dates and space, hotels can provide innovative, solutions to the challenges planners face behind the scenes.”

Challenge #1 Budgets. Inadequate budgets headed the challenge lists for all survey participants. Planners cited rising costs, especially concerning food and beverage, with no comparable increase in budgets. The complexities of gaining budget increases from various corporate departments impact every aspect of the meeting process from training staff to negotiating contracts. Despite a strong economy, some planners reported budget cuts. Respondents noted that the inability to obtain adequate funding reflected a lack of understanding of the profound changes in the meetings industry that demanded more, not less, investment. Needs of attendees are very different today, especially among Millennials and Generation Z who require a high degree of technical services, greater engagement and entertaining activities – needs that are difficult to meet on a tight budget. Yet management and attendees had extremely high expectations.

Suggested Solution: The fundamental way planners can achieve their budget is to be transparent and in open communication with a property. Though the tendency may be to play one’s cards close to the vest, transparency from the beginning of negotiations is key to effective planning and keeping costs in check. While many planners feel they must keep back some of their budgetary concerns until further on in the planning process, an honest and comprehensive view of the meetings objectives and resources will enable hoteliers to present a realistic budget.

Challenge #2 Lack of Time. Time pressures impact every business and organization, but some concerns have particular ramifications for the meetings industry. Virtually all respondents cited a lack of time and identified challenges that could have far-reaching consequences. With sweeping advances in technology impacting the industry, hoteliers and planners noted that they often lacked the time to keep up with technical developments. This problem was amplified when attendees were ahead of the planners and hotels in their own use of technology. Training a new generation of meeting planners and hotel staff is key to the industry’s progress. But few had time to develop effective programs, tailored to meet the different viewpoints and technical skills of a new generation. Most significantly, respondents worried that the overwhelming details of day-to-day work left little time for long-term, strategic planning. And the top time waster? Too many unnecessary e-mails.

Suggested Solution: Hotels are often inundated with leads and may not always be able to reply in 24 hours. Planners are encouraged to indicate their timeline for response up front so hotels and resorts can offer a higher quality of response. For planners, they can then gather their lead responses all at one time and be assured that the quality of response is going to be higher if a little more time is allocated to the properties of interest. Planners that source more than 6 or 7 hotels per lead and in multiple cities will tend to be taken less seriously by a hotel. So planners can save time and drive up quality of response by reducing the number of hotel sources they contact.

If planners can share flexibility with dates early in the process, they will save time and the hotels can provide multiple options, which will likely have differences in pricing leading to greater value with the budget. Giving the hotel as much information as possible saves everyone time and can save on the budget.

Challenge #3 Keeping Up with Technology. In a technological environment that is moving at lightning speed, staying current and knowledgeable of technology’s impact on meeting productivity can be daunting. Realizing that millennial attendees may be way ahead in their technical knowledge, technology applications and expectations can be intimidating. Even leadership within select organizations don’t always seem to grasp how technology is revolutionizing the meetings experience today.

Suggested Solution: Staying current and out front with technological progress is critical to the successful outcome of every meeting, conference or social gathering. Yes, some long-term practices are still prized such as white boards and LCD players. But engaging with attendee devices puts the meeting’s learning literally in the hands of conferees in a way that resonates within a generation who grew up on texting, social media posts, interactive apps and more. These are the tools they use for their everyday living, and should be the tools they can expect to use within meetings important to their and their employer’s success.

Challenge #4 Lack of Creativity. Big brand hotels’ corporate bureaucracy partially accounts for planners’ demand for greater creativity in the meeting process, and a far more flexible business environment. Larger hotel brands often have corporate policies that may place limits on pushing the boundaries of creating the ultimate meeting experiences for planners. But the need for innovation and original events, imaginative use of technology, effective teambuilding exercises, new experiences in even the most tried and true destinations, and diverse, sustainable and healthy food cannot be ignored.

Suggested Solution: Partner with a hotel or resort that creatively works with planners and groups to construct a meeting itinerary customized to a specific group and set of meeting objectives. Independent and small brand properties, by the very nature of their independence, have proven to be expert in creatively discovering and helping plan for achieving meeting goals of professional planners and groups, doing so with out-of-the-box thinking, highly unique group initiatives, and far from run-of-the-mill teambuilding programming. Private destination management companies can also be an important resource, and Teneo suggests partnering with them to help make a city or destination come alive for meeting guests by maximizing local resources and attractions in a way that is meaningful to the group.

Challenge #5 Increasing Complexity and Rising Costs of Food & Beverage. As the population becomes more diverse, food preferences and dietary requirements have become more complicated. Growing awareness of wellness and sustainability issues add to a mix that could become more problematic and costlier. Paleo, keto, pescatarian, vegan and religious dietary requests are among the newest trends in conference dining in 2019. Respondents also called for better management of food ordering to keep costs down and eliminate waste.

Suggested Solution: This is an area where independent and small-brand hotels can get ultra-creative for the planner as they are in a more entrepreneurial and creative mode, less restricted by big-brand requirements and constraints. They can typically offer a more creative product with reduced costs. By working with chefs and banquet managers from these properties at the beginning of the planning process and being candid about budget constraints, it’s possible to obtain serious savings on food and beverage while achieving maximum creativity.

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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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