The World Sustainable Hospitality Alliance has formed a powerful partnership with ZEERO Group. Their joint mission is to transform luxury travel into a leader in climate action. This collaboration answers a vital question: how can luxury hotels and aviation reduce waste and emissions while keeping guest experiences seamless? The answer lies in embedding effortless climate contributions into bookings. With small actions at scale, this model creates big change. Together, the Alliance and ZEERO aim to redefine luxury travel as a force for good.

A strategic partnership with global impact

The Alliance brings one of the largest hospitality networks in the world. ZEERO contributes bold climate innovation and financing models. This partnership connects 66,000 hotels, 300 brands, and over 8 million rooms to climate solutions. Global leaders like Hilton, Marriott, and IHG are already part of the Alliance’s mission. ZEERO’s waste-to-energy and renewable fuel models add immediate impact. The collaboration empowers hotels, resorts, and private aviation to act on two major challenges: waste and emissions. It is a bold move that promises measurable global outcomes for people and planet.

Making sustainability effortless for guests

Luxury travellers expect sustainability to be seamless. They want it built into their stay without hassle. ZEERO makes this possible by embedding climate contributions directly into booking paths. Guests do not face burdensome decisions during their holiday. Climate action becomes part of the experience, either included as a benefit or as a subtle, optional addition. This model reflects the evolving expectations of modern luxury travellers. They want elegance and responsibility together. By making sustainability invisible yet impactful, ZEERO ensures the guest journey remains smooth while the planet benefits.

Small contributions, large transformations

The power of ZEERO’s model lies in scale. Hotels can collect small contributions from guests, often just a few euros or dollars. These amounts fund waste management and clean energy projects. For operators, the process is cost-neutral. For the planet, the benefits are massive. When aggregated across thousands of bookings, these contributions channel millions into renewable energy. One example is converting municipal wastewater into biofuels. These fuels can cut lifecycle emissions by up to 81 per cent compared to fossil fuels. Small actions add up to big, measurable climate progress.

Real climate leadership in hospitality

Hotels that adopt this model are not only reducing emissions but also demonstrating leadership. They show guests that climate commitments are more than slogans. They are actions tied to local communities and global goals. Projects funded through this approach improve waste systems, support energy innovation, and benefit local economies. The leadership impact extends beyond numbers. It builds trust and brand value. Guests can see that their stay contributes to something meaningful. Climate leadership becomes part of the hotel’s identity, woven into its promise of excellence and care.

A holistic and practical approach

What sets this initiative apart is its balance of ambition and practicality. The system is holistic because it connects climate, community, and guest experience. It is practical because it does not compromise luxury or elegance. Properties can support long-term environmental and social wellbeing while staying true to their brand. Guests still enjoy seamless service, while behind the scenes, climate innovation is at work. This dual focus makes the approach scalable. It ensures hotels can achieve sustainability without friction, building a stronger industry for the future.

Voices from the leaders

Glenn Mandziuk, Chief Executive Officer of the Alliance, highlighted the power of the partnership. He said it will turn sustainability into a source of innovation, value, and leadership. For him, the collaboration is about systemic change and community support. Nico Nicholas, CEO of ZEERO, emphasised the responsibility of luxury travel. He stated that luxury brands can lead global climate action. By making sustainability seamless for guests and profitable for operators, ZEERO’s approach delivers impact at scale. Together, their voices underline the urgency and the opportunity in this transformation.

Regenerative energy and waste solutions

The partnership will scale regenerative energy projects worldwide. Waste will no longer be a burden but a resource. Hotels will be able to convert it into renewable fuels and electricity. These projects create cleaner environments and new sources of energy. They also align hospitality with the global shift to circular economies. Waste-to-energy solutions cut emissions and reduce landfill dependence. For guests, the change is invisible. For operators, it is smart investment. For the planet, it is progress. Regenerative energy is no longer theory but practice, embedded in daily hospitality operations.

Building strong sustainability narratives

Beyond technology, storytelling plays a vital role. The partnership will help hospitality brands craft authentic sustainability narratives. These stories matter to travellers. They want to know their stay makes a difference. Hotels can highlight how small guest contributions support clean energy or community projects. This enhances brand value and deepens customer loyalty. It also builds awareness about the impact of luxury travel. Narratives backed by real action create credibility. They inspire both guests and staff. In a competitive market, authentic sustainability stories can set brands apart.

Shared ownership and investment models

The collaboration goes further by building shared ownership structures. Hospitality groups will be able to co-invest in renewable infrastructure. This model spreads costs and increases impact. It also fosters long-term commitment. Hotels are not just funding one-off projects but becoming part-owners of climate solutions. Shared investment builds resilience and accountability. It ensures projects are sustainable over time. This approach also brings financial returns. Sustainability becomes not just an ethical choice but a profitable one. Shared ownership connects hospitality directly to the global renewable energy economy.

Redefining luxury as a force for good

This partnership signals a redefinition of luxury travel. Luxury is no longer only about elegance and exclusivity. It is also about responsibility and impact. Travellers are increasingly drawn to brands that care about the planet. By integrating climate action, hotels align with this trend. They position themselves as leaders in a new era of hospitality. Luxury becomes a force for good, connecting guests to community and environment without effort. This redefinition creates a win-win scenario. Guests enjoy premium experiences. Operators unlock new value. The planet gains long-term protection.

The role of the Alliance network

The Alliance’s vast network makes this partnership especially powerful. With 66,000 hotels across 300 brands, the scale is global. Giants like Hilton, Marriott, and IHG amplify the reach. The Alliance has long been committed to a Net Positive hospitality sector. Its over 100 partners work on environmental and social challenges. Now, with ZEERO, this network can accelerate climate innovation. The reach is not limited to hotels. Resorts, private aviation, and other luxury sectors are included. This scale ensures the partnership delivers measurable impact for people, planet, and prosperity.

Looking ahead to a sustainable future

The partnership between the Alliance and ZEERO is more than a deal. It is a blueprint for the future of luxury travel. It combines climate innovation, community wellbeing, and seamless guest experience. It makes sustainability effortless for guests, profitable for operators, and impactful for communities. The road ahead will involve scaling projects, sharing ownership, and building authentic narratives. By 2030, this model could transform the industry globally. The future of luxury hospitality is not just elegant. It is regenerative, responsible, and a driving force for positive change.

Conclusion

The Alliance and ZEERO partnership proves that luxury travel can lead on climate action. By embedding guest contributions, scaling waste-to-energy projects, and creating shared ownership models, they are rewriting the rules. Sustainability becomes invisible yet powerful, enriching both brands and communities. This collaboration shows that the future of luxury is about responsibility as much as indulgence. It demonstrates that small actions can have global impact. The message is clear: luxury hospitality can be elegant, seamless, and climate-positive. And the time to act is now.

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Ancillary revenue strategies are becoming the lifeline of the hospitality industry. Hotels can no longer depend only on room revenue. To beat rising costs and meet new guest demands, they need fresh ideas. The question is clear: how will these strategies evolve, and what role will HSMAI play in shaping them? The answer lies in innovation, resilience, and leadership.

Ancillary Revenue Will Only Grow in Importance

Hotels today face a fast-changing market. Costs rise, guests expect more, and competition is fierce. Ancillary revenue will only grow in importance because it creates extra income streams. It allows hotels to turn every guest touchpoint into an opportunity. This is no longer optional. It is a survival strategy. Whether it is a spa treatment, a rooftop dinner, or a digital upgrade, hotels must use every option to generate value. The future will demand even more creativity.

Creative Ways Hotels Differentiate Their Brand

Differentiation is essential. Guests choose hotels that stand out. Ancillary revenue strategies will become a way for hotels to showcase identity. Wellness retreats, farm-to-table dining, or cultural experiences will help properties tell their story. Partnerships with local businesses will add authenticity. A simple stay will evolve into a unique journey. In this way, ancillary revenue strategies will act as a brand-building tool, not just a money-maker.

Innovation in Wellness and Wellbeing Experiences

Wellness is no longer a niche. It is mainstream. Guests now seek yoga sessions, meditation classes, and spa rituals. Hotels that invest in wellness experiences can generate strong revenue while meeting demand. Ancillary revenue strategies will expand in this area. From fitness packages to sleep-focused programmes, the possibilities are endless. Hotels will compete on wellbeing as much as on comfort. HSMAI sees this trend as central to future growth.

Food and Beverage as a Revenue Powerhouse

Food and beverage has always been part of hospitality. But its role in ancillary revenue is expanding. Guests want immersive dining. Cooking classes, chef’s tables, and wine tastings are now popular. Hotels can use food and beverage to differentiate themselves and generate high-margin revenue. Local sourcing and storytelling add value. Ancillary revenue strategies in food and beverage are set to grow rapidly in the next decade.

Technology-Driven Upselling Opportunities

Technology is reshaping ancillary revenue. Mobile apps, AI-driven offers, and personalised upgrades are part of the guest journey. Hotels can use technology to suggest spa appointments, premium Wi-Fi, or extended check-outs. Upselling becomes easier when data shows guest preferences. This technology-driven approach makes ancillary revenue more efficient. It reduces friction for guests and maximises value for hotels. HSMAI is helping hoteliers adopt these digital tools with education and best practices.

Partnerships With Local Businesses and Communities

Local partnerships will become a bigger part of ancillary revenue. Hotels cannot offer everything on their own. By working with local operators, they can expand experiences. Cultural tours, adventure packages, or artisan workshops add depth to a stay. These partnerships benefit the hotel, the guest, and the community. Ancillary revenue will no longer stop at the hotel door. It will spread into the destination itself.

HSMAI’s Role in Guiding Hoteliers

HSMAI has always been a leader in hospitality knowledge. Its role in ancillary revenue is critical. HSMAI equips industry leaders with insights, case studies, and training. The organisation ensures hotels do not just adopt new strategies but implement them effectively. This is vital. Innovation without execution fails. HSMAI makes sure hoteliers have the tools to succeed. Its playbooks, workshops, and research are designed to give confidence and clarity.

Education and Best Practice Sharing

The hospitality industry learns best when knowledge is shared. HSMAI provides a platform where hoteliers can access education. It helps leaders understand what works and what does not. Case studies from across the world allow hotels to learn quickly. Best practice sharing ensures no hotel is left behind. Ancillary revenue becomes easier to manage when supported by collective knowledge.

Building Sustainable Success Models

Sustainability is more than a buzzword. Hotels need strategies that are profitable and sustainable. HSMAI highlights this balance. Ancillary revenue strategies must not add costs that outweigh benefits. They must use existing assets smartly. For example, turning an unused ballroom into a co-working space. Sustainability also means eco-friendly practices. Guests care about green choices. HSMAI ensures hoteliers adopt models that are both financially and environmentally sustainable.

Adapting Strategies to Global and Local Markets

One size does not fit all. Ancillary revenue strategies must reflect market needs. In Europe, cultural experiences may dominate. In Asia, family-focused packages may be popular. In North America, co-working spaces or entertainment may drive revenue. HSMAI’s guidance is flexible. It shows hoteliers how to adapt global ideas to local realities. This adaptability is key for future success.

Challenges Hotels Must Overcome

Ancillary revenue is powerful, but challenges remain. Hotels must train staff to upsell naturally. They must avoid overloading guests with offers. Technology integration can be complex. Quality must be maintained at all times. HSMAI helps hotels manage these challenges. Its guidance provides clarity and step-by-step processes. With strong support, hotels can turn obstacles into opportunities.

Resilience Through Diversification

The pandemic showed the risk of dependence on one revenue stream. Ancillary strategies provide resilience. They allow hotels to spread risk and balance income. If room bookings slow down, wellness, dining, or events can keep cash flow steady. This resilience is vital in a world of economic uncertainty. HSMAI helps hoteliers design diversified strategies that keep them strong in all seasons.

Why Ancillary Revenue Is the Future

The future of hospitality is about more than rooms. It is about experiences, personalisation, and added value. Ancillary revenue strategies will shape this future. They will allow hotels to maximise revenue, delight guests, and stand out from competitors. HSMAI will continue to guide the industry through this transformation. Its role as a leader in insights and education ensures hoteliers are ready for what lies ahead.

Conclusion

Ancillary revenue strategies are evolving fast. They are moving beyond optional extras to become central to hotel profitability. Innovation in wellness, food and beverage, technology, and partnerships will drive growth. HSMAI’s role is vital. It provides knowledge, education, and best practices to help hotels succeed. With HSMAI’s guidance, hotels can adopt these strategies effectively and sustainably. The future of hospitality will be defined by ancillary revenue, and HSMAI will remain at the heart of that journey.

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HSMAI Ancillary Revenue Playbook helps hotels beat rising costs at a time when the industry needs new answers. Hotels everywhere are feeling pressure from higher energy bills, rising wages, and shifting guest expectations. Traditional reliance on room revenue is no longer enough. That is why the HSMAI Ancillary Revenue Playbook helps hotels beat rising costs by offering clear and practical strategies that go beyond the basics.

The HSMAI Ancillary Revenue Playbook helps hotels beat rising costs with a roadmap that is simple and powerful. It shows how hoteliers can unlock new high-margin revenue streams while still focusing on the guest experience. It explains how to activate underutilised spaces, from rooftops to ballrooms, and how to introduce experience-based offerings that add real value. This approach makes it easier for hotels to protect profits and stay competitive.

Importantly, the HSMAI Ancillary Revenue Playbook helps hotels beat rising costs by stressing sustainability. The guide avoids expensive, wasteful ideas and instead shows how to make the most of what hotels already have. By following these steps, hoteliers can grow revenue without adding disproportionate expenses. The strategies are practical, easy to apply, and designed for hotels of every size.

At its core, the HSMAI Ancillary Revenue Playbook helps hotels beat rising costs by blending creativity with resilience. It gives leaders confidence to act now and ensures they can deliver long-term value to both owners and guests.

Hotels today face higher operating costs than ever before. Room revenue alone is no longer enough to guarantee profits. The question is simple: how can hotels protect their margins? HSMAI’s Ancillary Revenue Playbook provides the answer. It gives hoteliers a roadmap to unlock new, high-margin revenue streams beyond rooms. The playbook explains how to offset rising expenses while still creating better guest experiences.

Why Hotels Need More Than Room Revenue

Rising costs are cutting into hotel profits across the world. Labour shortages, energy bills, and supply chain pressures are all part of the challenge. At the same time, travellers demand more value. They expect experiences, not just a room. Relying on room revenue alone makes hotels vulnerable. The Ancillary Revenue Playbook shows how to move beyond this model. It helps hotels find new income sources while delivering extra value to every guest.

The Roadmap to High-Margin Revenue Streams

The playbook equips hoteliers with a clear and actionable roadmap. It explains how to identify underused assets and transform them into profit. This could be a rooftop converted into an event space or a lounge turned into a co-working hub. By activating these areas, hotels unlock high-margin streams without heavy investments. The playbook also highlights experience-based offerings. These include cooking classes, wellness retreats, cultural tours, or even paid late check-outs. Each idea is designed to be guest-friendly, practical, and profitable.

Offsetting Rising Costs With Smart Strategy

Operational costs continue to rise. But hotels can fight back. The playbook outlines strategies to balance these costs with new revenue. For example, a hotel may face higher energy bills. By offering premium wellness services, it can add income that offsets these expenses. Importantly, the strategies are sustainable. They focus on revenue growth without creating disproportionate costs. This ensures hotels protect profitability in both the short and long term.

Guest Experience at the Heart of Growth

Ancillary revenue is not only about money. It is about creating memorable experiences. When hotels add spa services, dining packages, or cultural events, guests feel more satisfied. They enjoy more choices and better value. The playbook explains that happy guests are more likely to spend extra and return again. Positive reviews and word of mouth further strengthen brand reputation. By placing guest experience at the centre, hotels can grow revenue and loyalty at the same time.

Turning Underutilised Spaces Into Assets

Hotels often overlook spaces that could generate value. Ballrooms sit empty during weekdays. Rooftops remain unused. Gardens are idle for much of the year. The playbook shows how to transform these spaces. A ballroom can host yoga mornings or local art exhibitions. A rooftop can be an outdoor cinema. A garden can offer wellness retreats. These creative changes add revenue while enhancing the hotel brand.

Building Resilience Through Diversification

The pandemic taught hotels the risk of relying on one source of income. Ancillary revenue strategies build resilience. They spread risk across multiple streams. If room demand drops, other services like events, dining, or spa treatments can keep revenue flowing. This makes hotels more stable in uncertain times. The playbook stresses that resilience and creativity must go together. Hotels that adapt quickly to new guest trends are the ones that thrive.

Sustainability as a Core Principle

The playbook insists that revenue growth must be sustainable. Hotels cannot afford to add costly services that consume more than they earn. Instead, they should reuse and repurpose what they already have. This approach keeps costs low and results high. It also supports eco-friendly goals, which matter to today’s guests. Sustainable strategies create long-term value for both the business and the environment.

Practical Applications for Every Hotel Type

Big hotel chains and small boutique properties can all use the playbook. A large chain may focus on big conferences, brand partnerships, or entertainment. A boutique hotel may focus on unique tours, art classes, or local cuisine. The playbook gives flexible strategies that can be adapted to size, budget, and market. This makes it relevant for the global hotel industry.

Using Technology to Drive Revenue

Digital tools are central to the playbook. Mobile apps allow guests to upgrade services with one click. Data analytics show which add-ons are most popular. Artificial intelligence can even suggest personalised offers to each guest. For example, if a guest has booked a spa visit, the system can recommend a dining package. Technology makes ancillary revenue seamless, efficient, and scalable.

Training Staff for Success

No strategy works without staff. The playbook encourages hotels to involve employees in new revenue ideas. Staff on the ground see guest needs daily. Their input is invaluable. Training ensures teams can upsell services naturally, without being pushy. When staff believe in the value of these offerings, guests respond positively. This creates a consistent and high-quality experience.

Global Relevance and Local Adaptation

The playbook is built for global use. But it allows for local adaptation. In Europe, guests may prefer wellness retreats and cultural tours. In Asia, family packages or food experiences may be more popular. In North America, co-working hubs and event spaces may drive demand. The flexibility of the playbook ensures it can be applied in any market. This global relevance makes it a powerful tool for the entire industry.

Overcoming Challenges

Implementing ancillary revenue strategies is not without challenges. Hotels must maintain quality, avoid over-investment, and ensure smooth technology integration. The playbook addresses these issues with step-by-step guidance. It helps hoteliers avoid common mistakes while building sustainable growth. By following the roadmap, hotels can overcome barriers and deliver success.

HSMAI’s Leadership in Hospitality Innovation

HSMAI has long been a leader in sales, marketing, and revenue management. With the Ancillary Revenue Playbook, it strengthens its role as an industry thought leader. The playbook reflects HSMAI’s mission to provide knowledge and tools that make hotels stronger. By addressing current challenges head-on, HSMAI is helping hotels prepare for the future with confidence.

Why This Playbook Matters Now

Timing is everything. The playbook comes at a moment when hotels face inflation, shifting guest expectations, and intense competition. Waiting is not an option. Hotels need strategies they can apply now. The Ancillary Revenue Playbook provides those strategies. It turns uncertainty into opportunity. It makes revenue growth possible even in difficult conditions. That is why this playbook matters more today than ever.

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The secret weapon hotels are using to beat rising costs is finally here, and it comes in the form of HSMAI’s Ancillary Revenue Playbook unveiled for the industry. At a time when hotels everywhere are facing higher bills, from energy to staffing, this secret weapon is more important than ever. The Ancillary Revenue Playbook is designed to show hotels how to beat rising costs while also improving guest experience. It is a tool that brings clarity, creativity, and confidence to hotel leaders who want to stay ahead.

The secret weapon works because it focuses on new ways of earning money beyond just room sales. Hotels can use the playbook to unlock ideas like spa packages, food and beverage upgrades, cultural events, and digital services. By following HSMAI’s steps, hotels can turn underused spaces into profit centres. In this way, the Ancillary Revenue Playbook gives hotels a chance not only to beat rising costs but also to increase value for every guest.

HSMAI’s Ancillary Revenue Playbook unveiled a clear message: the industry must think differently. Hotels must treat every guest touchpoint as a revenue opportunity. This secret weapon helps hotels beat rising costs without losing sight of quality or service. It guides hoteliers with strategies that are practical and sustainable. At its core, the Ancillary Revenue Playbook is not just unveiled as a report but as a roadmap to future growth. That is why hotels are calling it their secret weapon to beat rising costs today.

The hospitality industry is changing faster than ever before. Rising costs, new traveller demands, and limited dependence on room revenue are shaping the future of hotels. To answer these challenges, the Hospitality Sales and Marketing Association International (HSMAI) has released the Ancillary Revenue Strategy Playbook. This guide is designed to help hoteliers discover new ways to earn money, improve guest experience, and build long-term success.

Hotels today need to be more creative, more resilient, and more focused on the entire guest journey. HSMAI’s new playbook comes at a critical time, when the industry must diversify revenue beyond room bookings.

Why Hotels Need Ancillary Revenue Strategies Now

For decades, hotels relied heavily on room sales. But this model is under pressure. Operating costs are climbing. Energy, labour, and supply costs have all increased. At the same time, guests want more value and more personalised services. Traditional revenue sources are no longer enough to guarantee strong profits.

Ancillary revenue—income from services beyond room rates—offers a solution. Examples include spa treatments, wellness experiences, tours, dining upgrades, meeting spaces, and digital services. These extra sources of revenue not only increase profits but also enhance the guest experience.

HSMAI recognised that hotels needed a clear, structured way to adopt these strategies. That is why the Ancillary Revenue Strategy Playbook was created.

What the Ancillary Revenue Strategy Playbook Offers

The playbook is not just a document. It is a roadmap. It provides practical, step-by-step guidance for hotels of all sizes. It explains how to identify opportunities, set goals, and implement ideas without adding unnecessary costs.

The guide includes real-world examples. It shows how hotels can activate underused spaces, build experience-based offerings, and use technology to personalise services. It also stresses sustainability, so that hotels can grow without harming their budgets or the environment.

This makes the playbook useful for leaders, managers, and teams across departments. It is not limited to revenue managers but extends to marketing, operations, and guest services.

The Role of Guest Experience in Driving Revenue

One of the key messages of the playbook is that ancillary revenue and guest experience are deeply connected. Guests today do not just want a bed. They want memories, activities, and services that make their trip special.

A hotel that offers yoga on the beach, wine tastings, or local cultural tours adds value. Guests are often willing to pay extra for these experiences. At the same time, their overall satisfaction improves, leading to positive reviews and repeat bookings.

By linking guest happiness with revenue growth, hotels can create a cycle of value.

Creativity and Resilience in Hospitality

HSMAI highlights that this is a time for creativity. Hotels must think beyond traditional models. This means turning lobbies into co-working hubs, rooftops into event spaces, or gardens into outdoor cinemas.

It is also a time for resilience. Hotels cannot afford to depend only on one stream of income. By diversifying, they protect themselves from sudden drops in demand. For example, during off-seasons, meetings, dining, or spa packages can keep revenue flowing.

The playbook shows how resilience and creativity can work hand in hand.

Analysing Industry Timing

The release of the playbook is not a coincidence. It comes at a moment when global travel is returning strongly after pandemic disruptions, but with new dynamics. Travellers are demanding more flexibility, more personalised services, and more digital options.

At the same time, the global economic environment is uncertain. Hotels face inflationary pressures. Room rates alone cannot carry the weight. That is why HSMAI acted now, giving hotels a timely tool to guide future growth.

Practical Applications for Hotels

The playbook offers many ideas that hotels can use right away. A few examples include:

• Selling day passes for pools, gyms, or spas to local residents.
• Partnering with local tour operators for cultural or adventure packages.
• Creating dining packages, cooking classes, or wine tastings.
• Adding premium Wi-Fi or digital streaming bundles.
• Hosting meetings, co-working spaces, or small events.
• Curating wellness experiences such as yoga retreats or spa days.

These ideas not only increase revenue but also bring hotels closer to their communities and guests.

Sustainability and Long-Term Value

HSMAI’s playbook also focuses on sustainability. It stresses that hotels should not add new services that cost more to run than they earn. Instead, it suggests ways to repurpose existing assets. For example, a ballroom that is often empty could become a yoga hall in the morning, a co-working space during the day, and an event venue in the evening.

This flexibility makes the most of what hotels already have, reducing waste and costs. It also creates long-term value.

Benefits for Different Types of Hotels

The strategies in the playbook can apply to large chains, boutique hotels, or independent properties. Big hotels may focus on large-scale events, branded experiences, and partnerships. Smaller hotels may focus on personalised tours, unique dining, or local art.

By adapting the playbook to their size and market, all hotels can benefit.

The Bigger Picture for Hospitality

Ancillary revenue is not just about money. It is about redefining hospitality. It shows that hotels are no longer just places to sleep. They are centres of community, culture, and experience.

This shift also makes hotels more competitive against other accommodation types such as vacation rentals. By offering curated services and trusted experiences, hotels can stand out in a crowded travel market.

Training and Team Involvement

HSMAI encourages hotels to involve their staff in developing ancillary revenue ideas. Frontline employees often see guest needs directly. Their input can create practical, guest-friendly services.

Training is also important. Teams need to understand how to promote services, upsell ethically, and deliver value. This creates a consistent guest experience.

Technology as a Driver

Digital tools are key to delivering ancillary revenue. Mobile apps can promote upgrades, personalise offers, and allow easy booking. Data analytics can show what guests want most, helping hotels target their efforts.

For example, if data shows guests often ask for late check-outs, hotels can formalise this as a paid option. If spa usage is high, hotels can offer packages that combine spa, dining, and rooms.

Technology makes ancillary revenue seamless and scalable.

Global Relevance

Though HSMAI is a global association, the playbook’s ideas work across different regions. In Europe, hotels may use wellness and cultural packages. In Asia, culinary experiences or family packages may be popular. In the Americas, event spaces and entertainment may drive revenue.

This flexibility ensures that hotels worldwide can apply the guidance in ways that fit their local markets.

Challenges Hotels Must Overcome

While the potential is high, hotels must also overcome challenges. These include:

• Ensuring staff are trained to promote services without being pushy.
• Maintaining quality so that new services do not harm brand reputation.
• Avoiding over-investment in services that may not pay off.
• Managing technology integration smoothly.

The playbook addresses these challenges by offering step-by-step guidance.

HSMAI’s Role in the Future of Hospitality

HSMAI has always focused on knowledge and leadership in sales, marketing, and revenue. With the Ancillary Revenue Strategy Playbook, it reinforces its role as a thought leader. By providing tools, case studies, and frameworks, HSMAI is helping hotels prepare for the future.

This leadership is vital for an industry that is both resilient and constantly changing.

The Ancillary Revenue Strategy Playbook from HSMAI is more than a guide. It is a lifeline for hotels navigating rising costs, changing guest expectations, and a competitive travel market. It shows how creativity, sustainability, and guest experience can drive revenue.

By focusing on ancillary services, hotels can protect themselves from economic pressures, delight their guests, and build stronger brands. HSMAI has provided the industry with a timely and practical tool. For hoteliers worldwide, this playbook could be the difference between surviving and thriving.

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PCMA and CEMA have revealed their powerful 2026 leadership slate. The announcement confirms a diverse mix of global executives who will guide the organisations into the future. With leaders from North America, Europe, APAC, and LATAM, the slate reflects the worldwide influence of PCMA and CEMA. This milestone signals a new era for the global business events industry.

A Record Nomination Year for PCMA

The 2026 slate comes after a record 57 nominations, highlighting unprecedented engagement across the PCMA community. Immediate Past Chair and Nominating Committee Chair Leonard Hoops, President & CEO of Visit Indy, praised the depth of talent. He described this year as a milestone moment that reflects the strength of the community and its confidence in PCMA’s vision. The high calibre of nominees ensures the Board remains equipped to drive growth.

Global Representation in Leadership

PCMA and CEMA’s 2026 leadership slate highlights global reach and diversity. The proposed nominees represent regions across APAC, EMEA, LATAM, and North America. For the first time, a next-generation leader also features prominently, underscoring PCMA’s commitment to future leadership. Sherrif Karamat, President & CEO of PCMA and CEMA, said the passion and commitment of members worldwide shaped this outcome. The organisation sees the new slate as essential to advancing its mission globally.

Executive Officers Announced for 2026

The new Executive Officer team for PCMA in 2026 will include:

• Chair: Kelly Ricker, COO, Global Technology Industry Association
• Chair-Elect: Robin Preston, CEM, DES, Managing Director, Events, The American Institute of Architects
• Immediate Past Chair: Neil Brownlee, Head of Business Events, VisitScotland

Upon membership approval, Panos Tzivanidis, Director of Corporate Events and Services at the International Olympic Committee, will serve as Secretary-Treasurer. Their combined expertise reflects the breadth of industries now shaping PCMA’s future.

CEMA Advisory Board Gains New Leadership

The CEMA Advisory Board will welcome new leadership in 2026. Bridgette Birdie, Senior Director, Global Events and Outreach at Moody’s, will serve as Chair. Her appointment marks a strategic step in strengthening CEMA’s role in advancing experiential marketing and corporate events. With CEMA’s growing global influence, Birdie’s leadership adds fresh energy to the advisory structure.

Directors and Trustees Begin New Terms

Upon member approval, several leaders will serve a two-year term from 2026 to 2027. These include Michael Barnett, CEO of InGo; John Hawley, Executive Director, Hilton Worldwide Sales; Elizabeth Tovar, President of Turenlaces; and Lindsay Williams, Senior Manager, GES. Their diverse skills cover event technology, sales, global tourism, and experiential services. This balance ensures the Board captures multiple perspectives across business events.

Returning Leaders Continue Service

PCMA’s strength also lies in continuity. Several experienced leaders will serve their second two-year terms from 2026 to 2027. Among them are Deborah Caldwell of Bank of America, Patrick Espinoza of Caesars Entertainment, and Clifford “Rip” Rippetoe of the San Diego Convention Center. Their return secures consistency and proven leadership in advancing PCMA’s global initiatives.

Final-Year Leaders Conclude Their Service

The 2025–2026 term leaders are entering their final year. This group includes Gregg Caren of Philadelphia CVB, Dr. Amanda Cecil of Indiana University, Ari Goldsmith of KeHE Distributors, and Dr. Edward Koh of the Singapore Tourism Board. Others include Ori Lahav of Kenes Group, Brian Landers of ConferenceDirect, Walt Leger III of New Orleans & Company, Stephen Rose of Siemens AG, and Heather Seasholtz of CM Event Solutions. Their continued service ensures stability through transition.

Sherrif Karamat’s Continued Role

As President & CEO of PCMA and CEMA, Sherrif Karamat will remain an active Director and Trustee. His vision continues to unify both organisations under one leadership umbrella. Karamat emphasised that the enthusiasm and passion seen in this year’s nominations underline the global community’s belief in PCMA’s mission. His leadership remains a cornerstone of continuity.

Confirmation Timeline and Next Steps

The slate will be confirmed by PCMA members at the close of business on 1 October 2025 at 1700 hours Chicago time. Once approved, the directors and trustees will officially take office after PCMA’s Convening Leaders annual meeting. This flagship event will take place from 11–14 January 2026 at the Pennsylvania Convention Center in Philadelphia. The timing ensures a seamless handover and an energised start to the new term.

Why This Slate Matters for Global Business Events

This slate is not just about names. It represents the future of global business events and the leadership needed to guide transformation. With a record number of nominations and unmatched global representation, the 2026 slate stands as a testament to PCMA and CEMA’s relevance. The Board will steer innovation, education, and industry growth while keeping inclusivity and diversity at the forefront. For the global meetings and events sector, this leadership slate promises a dynamic next chapter.

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The International Air Transport Association (IATA) reported a 4% year-on-year increase in global passenger demand for July 2025. This increase, measured in revenue passenger kilometers (RPK), indicates a positive trend in global air travel as the aviation industry continues to recover from previous disruptions.

• Total demand: Up by 4.0% compared to July 2024.
• Total capacity: Increased by 4.4% year-on-year.
• Load factor: A slight decrease of 0.4 percentage points to 85.5%.

Growth in International Passenger Markets

International passenger traffic was a key contributor to the growth in July 2025, seeing a 5.3% increase in demand, compared to the same month in 2024. However, the load factor across international flights slightly declined by 0.4 percentage points, standing at 85.6%.

• Asia-Pacific: Passenger demand increased by 5.7%, with a capacity rise of 5.6%. The region recorded a load factor of 83.2%.
• Europe: Demand growth of 2.9%, with a capacity increase of 3.2%. The load factor was 88.0%.
• Latin America and the Caribbean: The region saw the highest demand increase, at 7.2%, with a 7.5% capacity expansion. The load factor stood at 85.7%.
• Middle East: With a demand growth of 5.4% and a capacity rise of 5.9%, the load factor was 83.8%.
• North America: Saw a more modest growth of 1.9%, with a capacity increase of 3.0%. The load factor was 87.5%, the highest in the international segment.

Air Passenger Market in Detail – July 2025

Regional Breakdown—International Passenger Markets

Domestic Passenger Markets

All figures provided are provisional and include total reporting at the time of publication, along with estimates for any missing data. Historical data may be subject to revision.

Domestic RPKs accounted for approximately 38.2% of the global market in 2024. The five domestic markets covered in this report represent 28.6% of total global RPKs.

Measurement Terms:

• RPK (Revenue Passenger Kilometers): This measures actual passenger traffic.
• ASK (Available Seat Kilometers): This measures the available passenger capacity.
• PLF (Passenger Load Factor): This indicates the percentage of available seat kilometers (ASKs) that are utilized.

IATA statistics cover both international and domestic scheduled air traffic for both member and non-member airlines.

The breakdown of total passenger traffic market shares by region for 2024 in terms of RPK is as follows:

• Asia-Pacific: 33.6%
• Europe: 26.7%
• North America: 22.9%
• Middle East: 9.4%
• Latin America: 5.3%
• Africa: 2.2%

Broader Context and Travel Linkages

According to IATA’s Director General, the July figures show resilience in both business and leisure travel. While the industry still faces challenges such as higher fuel prices, infrastructure constraints, and geopolitical risks, airlines continue to see steady demand. The modest softening of load factors reflects capacity growth catching up with demand rather than a decline in traveler appetite.

For tourism, the growth in international passenger markets is a key indicator of recovery. The Asia-Pacific region, which is showing strong demand, benefits from the reopening of popular destinations in Southeast Asia and the Pacific Islands. These markets rely heavily on air connectivity, and rising passenger traffic suggests a rebound in tourism receipts, hotel occupancy, and related services.

In Europe, a 2.9% growth may look moderate, but the region continues to lead in efficiency with one of the highest load factors globally. This stability supports both inbound tourism from long-haul markets and intra-European leisure travel, which remains strong during the summer peak. Major tourist hubs such as Spain, France, and Italy are seeing higher air arrivals compared to the previous year, boosting local economies tied to tourism.

Latin America’s strong performance, with over 9% growth in international RPKs, highlights the region’s rising role in global leisure travel. Caribbean destinations in particular are benefiting from expanded connectivity and increased demand from both North America and Europe. This reflects ongoing consumer interest in beach and resort destinations, coupled with governments promoting tourism as a growth engine.

Domestic markets also contribute to the tourism landscape. Brazil’s nearly 10% domestic growth demonstrates how improved connectivity within the country is boosting both business and leisure travel. Similarly, Japan’s sharp improvement in load factor shows how domestic tourism campaigns and events are supporting airlines even with modest demand growth.

Looking Ahead

IATA expects global air travel demand to continue on its upward path, with international traffic driving much of the growth. The link between aviation and tourism is clear: as more flights operate and new routes are added, destinations can expect higher visitor numbers, supporting local economies. The July 2025 data underscores how aviation remains a vital enabler of global mobility, cultural exchange, and economic opportunity.

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The Pacific Asia Travel Association (PATA) has chosen Sarawak to host the PATA Travel Mart 2026, which is a significant step for the state’s tourism sector. The Borneo Convention Centre Kuching (BCCK) will host this esteemed event from August 18 to August 20, 2026. The choice of Sarawak as the host city demonstrates the state’s rising stature as a major force in the world travel industry. The event is not only expected to boost Sarawak’s tourism profile but will also reinforce the state’s role as a sustainable tourism destination and gateway to Borneo. This international event will be held in Sarawak for the first time, marking a significant turning point for the local tourism industry.

A Flourishing Tourism Industry

Sarawak’s tourism sector has seen remarkable growth in recent years, setting new records for both visitor numbers and tourism receipts. In 2024, the state welcomed an impressive 4.83 million visitors, surpassing pre-pandemic levels. This increase of 23% from the previous year demonstrated the state’s recovery and resilience in the face of the challenges brought by the global pandemic. The rise in tourism arrivals was matched by a significant increase in tourism receipts, which reached a record-breaking RM12.45 billion, up from RM9.99 billion in 2023. This robust growth has positioned Sarawak as one of Malaysia’s leading tourism destinations, offering a combination of unique cultural heritage, natural beauty, and eco-friendly travel experiences.

The Role of BCCK: Sarawak’s Flagship Venue

The Borneo Convention Centre Kuching (BCCK) will play a crucial role in hosting the PATA Travel Mart 2026. As Sarawak’s flagship convention venue, BCCK is no stranger to large-scale international events. With its modern facilities, the venue offers expansive meeting spaces, including the Great Hall, which can accommodate over 5,000 guests, making it suitable for both large and intimate gatherings. Additionally, BCCK is equipped with cutting-edge technology, providing seamless audio-visual experiences for attendees. It has also earned a reputation for sustainability, meeting green building standards that align with Sarawak’s vision for eco-friendly development.

BCCK’s strategic location in Kuching makes it an ideal venue for hosting such a prominent international event. As a city, Kuching offers visitors easy access to Sarawak’s diverse natural attractions, including rainforests, wildlife sanctuaries, and heritage sites. The city is not only a key business hub but also a gateway to the broader Borneo region, making it an ideal location for the global tourism professionals expected to attend the PATA Travel Mart.

Aligning with National and State Initiatives

The decision to hold the PATA Travel Mart 2026 in Sarawak aligns with Malaysia’s Visit Malaysia Year (VMY) 2026 initiative. This nationwide campaign aims to promote the country as a top-tier travel destination, highlighting its rich cultural heritage, diverse attractions, and commitment to sustainable tourism. Sarawak’s hosting of the event will complement this campaign by showcasing the state’s unique offerings and reinforcing its position as a key destination for both leisure and business travel.

The hosting of the PATA Travel Mart also aligns with Sarawak’s broader development strategies. The Post-Covid-19 Development Strategy 2030 (PCDS 2030) emphasises sustainable economic growth, with a particular focus on tourism. This strategy aims to transform Sarawak into a leading destination for ecotourism and business events within the ASEAN region. The Sarawak Tourism Master Plan 3.0, another key framework guiding the state’s tourism development, focuses on positioning Sarawak as a premier ecotourism destination that balances economic prosperity with environmental sustainability.

Enhancing Sarawak’s International Reputation

Sarawak has already made a name for itself on the international stage by hosting a variety of major events over the years. The state has become known for its successful hosting of the Rainforest World Music Festival, one of Asia’s premier cultural events, which attracts international performers and audiences alike. Other notable events include the International Energy Week 2025 and the ICCA Congress, held in 2016, which drew global attention to the state’s ability to manage and execute large-scale conferences.

These successful events have positioned Sarawak as a hub for sustainable and culture-rich gatherings, further strengthening its appeal to international travellers and business leaders. The PATA Travel Mart 2026 will undoubtedly build on this reputation, bringing together travel professionals, tourism authorities, and decision-makers from across the Asia-Pacific region and beyond. It is expected that the event will not only generate new business opportunities but will also facilitate cross-border collaborations in the tourism and travel industries.

The Benefits of Hosting PATA Travel Mart 2026

The hosting of the PATA Travel Mart 2026 will bring significant economic and tourism-related benefits to Sarawak. The event is expected to attract a large number of international buyers, exhibitors, and media representatives, creating a vibrant exchange of ideas and partnerships. As part of the event, Sarawak’s tourism stakeholders will have the opportunity to showcase the state’s unique offerings to a global audience, further increasing its visibility in the international tourism market.

The event is also expected to provide a substantial economic boost to the local economy, especially in the areas of hospitality, transportation, and retail. The influx of visitors will drive demand for accommodations, tour services, and local products, benefiting businesses across Sarawak. Additionally, the event will foster collaboration between global tourism players and local industry stakeholders, leading to new investments and business ventures in the state.

Moreover, the PATA Travel Mart will contribute to Sarawak’s continued efforts to build a strong and sustainable tourism sector. By emphasising sustainable travel practices and promoting eco-friendly initiatives, the event will further strengthen Sarawak’s position as a leader in responsible tourism. This is particularly important given the state’s rich natural resources and biodiversity, which serve as key attractions for eco-conscious travellers.

A Bright Future for Sarawak’s Tourism

Sarawak’s decision to host the PATA Travel Mart in 2026 is a noteworthy accomplishment for the state and a blatant sign of its expanding clout in the international travel industry. The event is expected to further solidify Sarawak’s standing as a top travel destination by showcasing the state’s dedication to sustainable tourism and its capacity to host events of the highest calibre. The PATA Travel Mart 2026 will be a major driver of future tourism prospects as the state develops and expands, encouraging increased international recognition and investment. This event is not just a milestone for Sarawak but for Borneo as a whole, reinforcing its status as a leading destination for cultural, eco-friendly, and sustainable travel.

[Image Source: PATA Official Website]

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The Wellness in Travel & Tourism (WITT) and the Wellness Tourism Association (WTA) have collaborated to introduce the Core Wellness Standards for hotels, marking a groundbreaking global initiative that aims to reshape the wellness tourism sector. These standards are designed to guide hotels in integrating authentic wellness practices across all aspects of the guest experience, helping properties establish themselves as credible and high-quality wellness destinations. This marks a significant step toward addressing the growing demand for wellness-focused travel, setting clear and transparent guidelines for the hospitality industry.

What Are the Core Wellness Standards?

The Core Wellness Standards for Hotels are a set of meticulously developed benchmarks designed to elevate the wellness offerings at hotels worldwide. The standards were created in collaboration with the WITT Standards Advisory Committee, which consists of global experts in hospitality, fitness, nutrition, sustainability, and travel. The standards aim to help hotels meet the rising expectations of wellness-focused travelers, ensuring that wellness services and experiences are genuinely beneficial and authentically integrated into every part of the hotel’s operations.

The Core Wellness Standards include five fundamental pillars that every hotel must address to be recognized as authentically wellness-focused. These pillars ensure that wellness is seamlessly woven into both the physical environment and the services offered. They cover a broad spectrum of wellness aspects, from physical health to mental and emotional well-being. The five key pillars are:

1. Healthy Eating: Offering nutritious, dietary-inclusive meals and ensuring the availability of clean, filtered water throughout the hotel. Hotels are also encouraged to recommend local wellness-aligned dining options.
2. Holistic Healing: Maintaining a restful sleep environment, creating a clean and inviting atmosphere, and providing personable and warm service that promotes overall well-being.
3. Nature: Incorporating biophilic design elements indoors and offering easy access to natural green spaces.
4. Movement: Providing ample space and opportunities for physical activity, ensuring that guests have access to exercise programs and facilities.
5. Local Impact: Prioritizing locally sourced supplies, supporting local culture and people, and ensuring environmental sustainability through eco-friendly practices.

Where Do the Core Wellness Standards Apply?

The Core Wellness Standards are applicable to hotels worldwide, regardless of location, as the wellness tourism industry continues to grow globally. Hotels wishing to integrate wellness offerings into their operations can apply for certification under these standards. The certification process provides hotels with an opportunity to demonstrate their commitment to genuine wellness and well-being, attracting a new wave of wellness-focused guests. With the rise in demand for wellness travel, hotels that meet these standards will stand out in an increasingly competitive market, offering transparency and assurance to travelers who seek authentic wellness experiences.

The certification applications are now open for hotels across the globe. With wellness tourism gaining significant traction, especially in regions with well-established wellness markets, such as Europe, North America, and Asia-Pacific, the Core Wellness Standards are expected to have a far-reaching impact, transforming the hospitality industry on a global scale.

Why Are the Core Wellness Standards Important for the Wellness Tourism Industry?

The introduction of the Core Wellness Standards aims to address the prevalent issue of “wellness-washing” within the tourism industry, where some establishments falsely advertise wellness services or create superficial wellness offerings that do not meet authentic standards. By establishing clear, measurable criteria, these standards provide hotels with a credible framework for creating true wellness experiences for their guests.

As the wellness tourism industry continues to expand, with millions of travelers seeking health and well-being during their trips, the need for clear and transparent guidelines has become critical. The Core Wellness Standards not only help hotels align their services with international wellness expectations but also provide travelers with the assurance that the hotel they choose genuinely supports their wellness journey.

The growing popularity of wellness tourism reflects a broader shift in consumer preferences, with travelers increasingly prioritizing self-care, fitness, and mental well-being when choosing travel destinations and accommodations. By following these standards, hotels can capitalize on this trend and ensure they remain competitive in the evolving hospitality market.

How Will Hotels Benefit from Adopting Core Wellness Standards?

Hotels that adopt the Core Wellness Standards will benefit from being part of a transparent and authentic wellness movement. Certification under the Core Wellness Standards enhances a hotel’s credibility and establishes it as a trusted wellness destination for travelers. In a competitive market, offering genuine wellness experiences is crucial for attracting and retaining guests, especially as wellness tourism continues to grow in popularity.

In addition to the competitive edge, hotels that meet these standards can expect a positive impact on their brand reputation. Wellness-focused guests will appreciate the commitment to quality, sustainability, and the guest experience, leading to higher guest satisfaction rates, repeat business, and positive reviews. Furthermore, as the wellness tourism sector becomes a major contributor to the global travel industry, certified wellness hotels can tap into a lucrative and expanding market of health-conscious travelers.

What Are the Next Steps for Hotels and Travelers?

The Core Wellness Standards and certification process are now open to hotels worldwide. Hotels interested in becoming certified can begin the application process, which will involve an evaluation based on the five essential wellness pillars. This initiative marks the beginning of a new era for wellness tourism, where authenticity and quality are at the forefront of the industry’s development.

For travelers, the introduction of these standards means more options for wellness-focused travel, with the added benefit of knowing that the hotels they choose adhere to globally recognized wellness criteria. As the wellness tourism industry grows, travelers can look forward to more transparent and reliable wellness offerings, ensuring a more meaningful and beneficial experience during their stays.

Conclusion: Setting New Standards for Wellness Tourism

In conclusion, the launch of the Core Wellness Standards by WITT and the Wellness Tourism Association sets a new benchmark for wellness in hospitality. With these standards, hotels can elevate their wellness offerings, attract wellness-focused travelers, and foster a transparent and credible wellness tourism sector. This initiative not only provides hotels with a clear path to success but also ensures that travelers can trust the wellness experiences they are investing in. As the wellness tourism market continues to expand, the Core Wellness Standards will play a pivotal role in shaping the future of travel and hospitality, offering a holistic approach to well-being and a renewed focus on quality experiences.

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CDR, a global talent advisory firm specializing in luxury hospitality and destination real estate, has officially joined the World Travel & Tourism Council (WTTC) as a Global Member. Headquartered in London, CDR has been a key player in shaping leadership and unlocking potential within the Travel & Tourism sector, making its partnership with the WTTC a significant move for both organizations. CDR’s international footprint and deep industry expertise will contribute to the ongoing development of leadership within the global tourism industry.

What does the partnership entail?

As part of its membership, CDR will contribute to the WTTC’s platform by engaging in discussions about leadership, diversity, talent development, and organizational resilience within the Travel & Tourism sector. The firm’s primary focus on nurturing visionary leadership and fostering human-driven transformation aligns with the WTTC’s goals of driving sustainable and inclusive growth in the global tourism industry.

Where is CDR based?
CDR’s headquarters are located in London, UK, but the firm operates internationally, partnering with organizations worldwide to provide strategic insights, leadership development, and executive placement within the luxury hospitality, real estate, and leisure sectors. Its involvement with the WTTC provides CDR with an even more expansive platform to shape the future of the global tourism industry.

When did CDR join the WTTC?

CDR’s official membership with the WTTC was announced recently, positioning the firm as a key player in the global Travel & Tourism industry. This partnership arrives at a crucial time when leadership in the tourism sector is seen as essential for navigating challenges and capitalizing on new opportunities for growth. The firm’s contribution to leadership development and its role in the broader tourism sector transformation will play a vital part in shaping the future of the industry.

Why is this partnership significant?

The partnership between CDR and WTTC underscores the importance of strong leadership in the Travel & Tourism sector. CDR has been instrumental in placing over 400 C-suite and senior-level executives, helping organizations in hospitality, leisure, and real estate to navigate transformations and unlock new potential. This collaboration will enable both CDR and WTTC to advocate for better leadership practices, stronger diversity initiatives, and sustainable business practices across the industry. As part of its commitment to the growth of the sector, CDR will now work closely with the WTTC’s global network, helping to foster resilience, inclusivity, and innovation in the face of emerging challenges.

How will CDR contribute to the WTTC’s goals?

As a Global Member of the WTTC, CDR is set to make significant contributions to key areas such as leadership development, talent strategy, and organizational resilience. By sharing its insights on human capital and strategic foresight, CDR will actively engage in shaping the sector’s future direction. Its role in facilitating C-suite placements and its expertise in luxury hospitality and destination real estate will play a vital part in transforming the tourism industry by fostering effective leadership at all levels. The firm’s commitment to people-driven change and its focus on nurturing human capital are expected to drive important discussions within the WTTC’s global community.

What are CDR’s past achievements in the industry?

CDR has an impressive track record in the Travel & Tourism industry, having successfully led over 400 senior-level placements across key sectors such as luxury hospitality, real estate, and leisure. The firm’s work in these industries has shaped leadership strategies for some of the most respected global organizations. By helping companies build strong, diverse leadership teams, CDR has become a trusted advisor in the tourism and hospitality sectors. Its ability to connect visionary leaders with transformative opportunities has positioned CDR as a central player in the future of the tourism industry.

A significant milestone

The inclusion of CDR as a Global Member of the World Travel & Tourism Council marks a significant milestone in the firm’s journey to influence leadership and organizational development within the travel & tourism industry. With a strong focus on talent development, diversity, and human-driven transformation, CDR’s partnership with the WTTC will be a key driver in reshaping the industry’s leadership landscape. As the tourism sector faces new challenges and opportunities, the collaboration between CDR and WTTC promises to deliver essential strategies for sustainable, inclusive, and innovative growth in the global tourism economy.

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The PATA Travel Mart 2025 has begun in Bangkok, marking a major milestone in the Asia Pacific tourism sector. Running from August 26-28 at the Queen Sirikit National Convention Center, this three-day event anticipates to bring together over 1000 delegates from more than 60 destinations globally, including representatives from Thailand, India, Malaysia, Japan, Singapore and Vietnam.

PATA Travel Mart 2025 is designed to foster unparalleled business-to-business networking opportunities within the travel industry. The event is expected to host professionals from more than 500 organisations, providing a platform for industry leaders to forge meaningful connections, collaborate on new initiatives, and drive growth across the tourism sector.

A Comprehensive Programme of Networking and Learning

The event features more than just the core B2B Travel Mart. Attendees will also benefit from a diverse set of activities designed to enhance both business engagement and industry knowledge. The PATA Knowledge Forum, running concurrently with the first day of the event, will focus on the theme “Designing Meaningful Tourism for a Changing World.” This full-day conference will include presentations, panel discussions, and interactive sessions on key tourism trends such as emerging markets, travel technology, inclusivity, and the role of young professionals in the industry.

One of the key highlights of the forum will be the official introduction of Sarawak, Malaysia, as the host destination for PATA Travel Mart 2026. Sharzede Datu Haji Askor, CEO of Sarawak Tourism Board, will take the stage to present the region’s attractions and initiatives.

As PATA CEO Noor Ahmad Hamid stated, “PATA Travel Mart is designed to bring together the heart of the Asia Pacific tourism industry, but it is only through the united efforts of industry leaders from both the private and public sectors that meaningful connections can be created—connections that inspire growth and collaboration among buyers, exhibitors, and all participants.”

Distinguished Speakers and Influential Participants

The PATA Knowledge Forum will feature several distinguished speakers from across the tourism and travel sectors, including prominent figures like Alex Rayner (Executive Board Member, PATA), Chiranan Kunpalin (Senior Client Partnerships Lead, Google Thailand), and Jason Wang (COO, Global Tourism Economy Forum). They will share insights on the latest innovations in tourism, sustainability practices, and the changing dynamics of the travel industry in the face of global challenges.

“These sessions are essential for anyone looking to understand where the tourism industry is heading,” said Hamid. “It’s a chance to hear directly from the thought leaders who are shaping the future of travel and tourism.”

PATA 75th Anniversary: From Vision to Legacy

In addition to the bustling business activities, the PATA Travel Mart 2025 also marks the start of the association’s 75th anniversary celebrations. The theme “From Vision to Legacy” reflects the significant impact PATA has had on the development of responsible and sustainable tourism across the Asia Pacific region. The anniversary celebrations will include an interactive digital archive featuring historical photos from PATA’s past, inviting members and partners to contribute memories and identify key moments captured in these photos.

The event will conclude with the prestigious PATA Gold Awards 2025 Gala Dinner, sponsored by the Macao Government Tourism Office (MGTO). This black-tie event will recognize the outstanding achievements of tourism professionals and organisations across two key categories: Marketing and Sustainability & Social Responsibility. Twenty award winners will be honoured for their significant contributions to the industry.

Programme Key Highlights

Prior to the official opening of the Mart, the PATA Youth Symposium 2025 will take place at Srinakharinwirot University on August 25, offering a platform for young tourism professionals to engage with industry leaders and discuss the future of tourism. Later that afternoon, the PATA Executive Board Meeting will convene, followed by the full-day PATA Board Meeting on August 26.

On the second day, August 27, the official opening ceremony will be followed by a VIP tour of the exhibition floor, providing delegates with an exclusive preview of the business and networking opportunities on offer. Trade visitors will also have the chance to attend the Mart on the final day, participating in a variety of activities designed to foster business growth and collaboration.

Networking and Future Trends in Tourism

Throughout the event, business and open hall sessions will allow buyers and sellers to engage in meaningful dialogue, exploring new partnerships, and sharing best practices. Topics on the table will include the growing influence of travel technology, shifting consumer behaviors, and the growing importance of sustainable and socially responsible travel.

PATA Travel Mart 2025 is a prime opportunity for businesses across the tourism sector to not only showcase their offerings but also to gain invaluable insights into the future of travel and tourism.

Conclusion

PATA Travel Mart 2025 stands as a landmark event in the global tourism calendar. With its mix of B2B interactions, knowledge-sharing opportunities, and a celebration of PATA’s legacy, the event is positioned to foster new opportunities, collaborations, and innovations that will shape the future of travel and tourism in Asia Pacific and beyond.

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