Asia/Singapore Sunday, 26th April 2026
Page 575

Lean, mean, sustainable

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Treeline Urban Resort does not have single-use plastic in rooms

CAMBODIA

Treeline Urban Resort
The minimalist resort – founded by Cambodian architect Hok Kang – was constructed around the ancient trees that sit on the riverside spot it was built on.

Treeline Urban Resort does not have single-use plastic in rooms

No single-use plastic can be found in any of the 48 rooms, and the property is in the process of eliminating it from back-of-house operations. Instead of plastic or Styrofoam takeaway containers, Treeline uses palm leaf and eco-friendly cardboard boxes.

Solar energy is used to heat water and used cooking oil is donated to local NGO Naga Earth, which is then turned into biodiesel. To ensure the hotel does not contribute to the city’s waste – where infrastructure is lacking – Treeline uses an advanced sewage system and composts food waste onsite.

It is also strongly committed to helping communities. All herbs, vegetables and fruit are sourced from organic Happy & Co Farm on the outskirts of Siem Reap; local pottery studio Loyuyu designed the ceramics that dot the property; and spa products are made onsite, with ingredients sourced locally where possible.

Treeline also employs locally where it can. For example, water hyacinth weavers make bin covers; wood carvers craft the palm wood items adorning the hotel; and take-away containers are created by nearby villagers from palm leaves.

The property is also spearheading a tree-planting project along Siem Reap River, which it overlooks, and its staff regularly take part in city clean-ups.

Knai Bang Chatt
The 11-room property opened in 2005 after two years spent restoring several New Khmer Architecture villas. Its owners launched the Hand in Hand programme from the get-go, where the aim was to provide employment to the young people of poverty-stricken communities while preserving the environment of coastal Kep town.

Since then, the project has worked tirelessly to improve the education, health and livelihoods of more than 550 families in nearby Chamcar Bei village by training many of the young in hospitality. These villagers are also employed at the resort and neighbouring Sailing Club.

It is a staunch champion of the sustainable movement, employing a full-time sustainability manager and green team. In 2016, Knai Bang Chatt became the first hotel in Cambodia to be awarded the global Green Growth 2050 gold certification. Outside of the property, daily coastal clean-ups are conducted by staff.

Knai Bang Chatt also boasts an onsite organic farm, with the menu created around what is available at the market that morning and seasonal locally-grown ingredients to reduce carbon footprint. This is supported by a Sustainable Resource Centre that creates compost in the form of bokashi and vermicast.

The centre hosts a series of horticulture and composting workshops, as well as upcycling projects – such as turning wine and beer bottles into glasses – and has set a target to reduce waste sent to landfill to five per cent this year.
– Marissa Carruthers


HONG KONG

Hotel ICON
Wholly-owned by The Hong Kong Polytechnic University, Hotel ICON is not only committed to educating the next generation of hospitality professionals, it is also determined to uphold sustainable practices.

Unlike other hotels, Hotel ICON is a “live research lab” to experiment with and adopt the latest technology in hospitality. For instance, the lobby is home to Asia’s largest indoor vertical garden. Designed by French botanist and artist Patrick Blanc, it houses over 8,600 plants across 71 species.

The hotel’s engineering team developed a water purification process for the vertical garden in close partnership with Blanc. It also touts that it was the first in Asia to champion the ORCA (Organic Refuse Conversion Alternative) technology that turns food waste into water. Since mid-2018, the garden receives all its recycled water and nutrients from an ORCA machine.

In addition, 77 solar panels situated above The Market buffet restaurant generate approximately 20,790kWh annually. The energy supports the illumination and irrigation of the vertical garden as well as heating and cooling needs.

Aside from green hardware, the hotel also hosts sustainably-driven events. For instance, it organised Asia’s first Future Electric Vehicle Leaders Circle 2018 in collaboration with Charged Hong Kong.

Kowloon Shangri-La, Hong Kong
The five-star accommodation started on its sustainability journey back in the 1990s, with the formation of two committees, one overseeing environmental protection, the other food, life and safety.

Aside from featuring sustainably-sourced food and locally and ethically-sourced ingredients in its Rooted in Nature cuisines, the hotel conducts seminars for its suppliers and vendors to ensure they comply with its stringent standards that encompass food safety, environmental protection and no child labour. Random checks and unannounced visits are done to ensure compliance.

In April 2018, the hotel “donated” a guestroom to the Chan Wong Suk Fong Memorial Secondary School, aimed at helping students and locals develop careers in the hospitality industry. The simulated hotel guestroom replicates a room within the Kowloon Shangri-La, Hong Kong, complete with a bathroom and amenities.

Another school outreach was conducted last July, when hotel chefs visited the Caritas Jockey Club Lok Yan School to celebrate the grand opening of the school’s renovated food lab. The special school provides education for wheelchair-bound children who rely on tube feeding. Chefs guided parents and caregivers in preparing a memorable meal for 100 children and guests, as well as excited their senses by seeing, smelling, tasting and touching black truffle, which they learnt about for the first time.
– Prudence Lui


INDONESIA

Bintan Lagoon Resort
The Indonesian resort employs several sustainability measures, such as recycling its material waste – wood is repurposed as furniture or artsy decorations – and supporting the livelihood of local farmers and fishermen through purchases of food supplies.

Bintan Lagoon Resort’s (BLR) community commitment is extended to needy groups. It invites orphanages and the needy for a meal together, and contributes necessary supplies towards these groups. Opportunities to help these communities are made available to corporate groups hosting events onsite. For example, partcipants in a corporate teambuilding session can build bicycles together, which are then donated to the local community. To date, 50 bicycles have been donated.

BLR also runs a Gotong-Royong (which means communal work) campaign where all staff members including the heads, work together to clean the resort.

Alila Seminyak
The push for sustainability begins with the resort’s architecture and design, where its open-plan layout maximises natural cooling – think no air conditioning – in public areas.

Beyond design, Alila Seminyak has implemented a zero waste to landfill initiative. For instance, organic waste in the hotel is processed as compost, while liquid waste is used to water plants around the resort.

Alila Seminyak’s very own hydroponic garden

Meanwhile, non-organic waste is manually sorted into glass, PET plastics, and recycled where possible. Glass, for example, is crushed and used to make building materials, which can be incorporated into the hotel or sold.

Alila Seminyak also seeks out better alternatives when it comes to its amenities. Straws made out of corn starch, which is 100 per cent compostable and biodegradable, have replaced plastic ones. Takeaway room dining boxes are also made out of eco-conscious material. Meanwhile, vendors are selected in accordance as to how environmentally-friendly they are.

Recently, Alila Seminyak introduced its own hydroponic garden. Compared to soil-based gardening, the hydroponic system allows gardening in limited spaces, and saves water as plant roots will only take up as much water as they need, while the excess is recirculated to other plants in the system. The organic produce is used in the resort’s day-to-day dishes and cocktails, with none going to waste.

Alila Seminyak has also partnered with Bali Sustainable Seafood, a local social enterprise that provides sustainably fished seafood such as skipjack, an Indonesian fish, as opposed to Bluefin tuna.
– Tiara Maharani


JAPAN

Hoshinoya Karuizawa
Located in Nagano Prefecture, this Japanese resort operates under a system it calls Energy in My Yard, which uses clean, local resources.

For starters, it introduced hydroelectric generators to tap the energy from the Yukawa River, which runs from nearby Mount Asama through the property, and geothermal generators to draw geothermal energy from deep underground. Together, these sources supply about 70 per cent of the resort’s total energy needs, and has zero emissions.

It also helps that the resort’s design is energy efficient. For example, small windows are positioned high in the ceiling to bring in cool air during the summer and keep rooms warm in the winter.

One of the property’s latest green initiatives is a toothbrush recycling programme. Staff collect and sort the toothbrushes, which are first sent to a recycling company that turns them into pellets, before being transformed into products such as containers and garden planters.

Hundred per cent of the resort’s waste is sorted into 28 categories and recycled.

Ecotourism is also a large part of the resort’s DNA, with activities available for guests such as the protection of the environment of the Asian black bear.

Kamikatsu Kaitakudan
This glamping resort in rural Tokushima Prefecture, on Shikoku island, was set up to be as sustainable as possible. It comprises Base Camp, which is home to glam tents, and Bar Irori, which offers food and beverage.

As much as possible, local resources are used and reused. The accommodation is located in the small town of Kamikatsu, which is surrounded by mountains and forests, so the baths, for example, are made from local cedar while Bar Irori’s furniture are crafted out of upcycled wood. Other onsite buildings are renovated, rather than built from scratch, to promote sustainability.

In addition, the facility uses water drawn from mountain springs for drinking, cooking and bathing, while its electricity is generated by solar panels. Meanwhile, all heat is generated using local firewood and charcoal when and where necessary, to avoid waste.

The town the resort sits in also has its own green initiatives, which Kamikatsu Kaitakudan operates under. For instance, the property serves only local food and drink to reduce the resort’s carbon footprint while promoting sustainable dining. Drinks are predominantly derived from, or garnished with, local citrus varieties. Single-use plastic is avoided, and staff provide reusable and returnable containers to guests.
– Kathryn Wortley

MALAYSIA

The Frangipani Langkawi Resort & Spa
This four-star, beach-front property in Malaysia with 115 villas was renovated in 2005 using the principles of green design. For instance, clear corrugated plastic roof material can be found on certain buildings – such as the recycling centre, lobby entrance, restaurant deck and staff area – allowing for maximum natural light to enter the space.

Chickens and turkeys are reared at The Frangipani Langkawi Resort & Spa

Meanwhile, the villas sport a green roof made from dried leaves while its walls are covered in foliage to reduce heat absorption, both of which help to cool down the living space’s ambient temperature, reducing the need for stronger air conditioning. Solar hot water panels are used to heat water, while energy-saving lights are installed throughout the resort.

The Frangipani Langkawi Resort & Spa passes on eco-friendly know-how to its guests, such as through organic farming courses which are also available to the local community, and daily two-hour-long eco-walks. During the latter, staff introduce guests to green practices that can be adopted in their homes. Ideas include rainwater harvesting to water plants; and using small spaces such as walkways to build vertical gardens to grow certain types of vegetables, fruits and herbs. The resort also rears chickens, ducks and fish for the kitchen.

Borneo Eagle Resort
Located in Sabah, Borneo Eagle Resort believes in identifying and grooming local talents from Sabah as part of its promise to the community, with the aim of developing these individuals to take over senior management positions.

Next, fish served at the resort come from Bayu Aquaculture, a local company, owned by Echo Resorts (also the parent company of the resort). This prevents exploitation of fish from the oceans and reproduces fingerlings from the farm’s own brood stock which are grown for consumption. Additionally, fresh vegetables that are free from pesticides and chemicals are obtained from Green-Os, an organic farm also owned by Echo Resorts.

At the resort, kitchen waste composted for use as plant fertiliser, while fruit peels are used to feed earthworms which create worm casts, a source of nutrients for plants. Fruit peels are also used to produce garbage enzymes through fermentation with sugars and as organic pesticides against garden pests.

Grey water – water discharged from washing and showers, is treated by an anaerobic process with microbes before being recycled for watering plants and flushing toilets. Meanwhile, black water – waste water from toilet flushing – is treated anaerobically before being released back into the ground through seepage.
– S Puvaneswary


MYANMAR

Hilton Mandalay
The 231-room Hilton property in northern Myanmar has two sustainability initiatives in place – both in partnership with Diversey, a service provider with sustainable solutions for cleaning and hygiene.

In 2019, Hilton Mandalay implemented the CoffeeBriques programme, which turns waste coffee grounds into CoffeeBriques, an eco-friendly fuel alternative to normal charcoal, that can be used for cooking and heating. The used coffee grounds are collected, dried, starched and moulded into briquette.

Recycled coffee waste generates up to 80 per cent less emissions than charcoal. The process of making CoffeeBriques also does not require burning, which results in less pollution. This also helps to minimise waste that goes to landfills. Around eight kilogrammes of CoffeeBriques can be used for four hours of grilling.

In Myanmar, charcoal and firewood are still the main sources of fuel for cooking in everyday life. With the CoffeeBriques programme, Hilton hopes to inspire local communities and companies to try making their own or use alternative sustainable sources of fuel.

Hilton Mandalay is also part of Hilton’s soap recycling programme, which is in line with the hospitality company’s Travel with Purpose 2030 goals – the group aims to cut its environmental footprint in half and double its social impact investment by 2030.

Soap is recovered from Hilton Mandalay, which is transported to a local site for recycling through a cold-press method.

New soap bars are then distributed to communities in need, from monasteries to women shelters across Mandalay, Nay Pyi Taw, Ngapali, as well as a fishing village in Ngapali. The project is run directly by local non-profits, and employ underprivileged communities, hence providing livelihood opportunities.
– Rachel AJ Lee


PHILIPPINES

Atmosphere Resorts & Spa
Situated near to the world-renowned Apo Island – home to community-organised marine sanctuaries – Atmosphere Resorts & Spa in Dauin, Negros Oriental, is huge on marine protection and conservation.

Regular underwater and beach clean-ups on its protected house reef form part of Project Aware’s global Dive for Debris database. An in-house marine biologist holds regular educational talks to raise awareness on coral reef conservation, plastic pollution, and other key topics in support of marine conservation.

As part of the Fourth Element, Mission 2020, the resort pledges to eliminate front of house single-use plastics and to continue expanding its sustainability and awareness rising efforts with guests, suppliers and the local community.

Atmosphere’s sustainability goals extends to the terrestrial environment – think solar power-heated hot water; power-cut-off switches in rooms; dual flush toilets and absence of water urinals; use of saltwater in pools that dramatically cuts chemical use; and 40 per cent energy inverters on air conditioning units.

The resort also practices waste segregation, as well as provides complimentary and reusable aluminium water bottles; bamboo and grass straws; and bamboo toothbrushes for guests.

It supports the local community through its boutique where mostly Philippine-made products are sold, such as hand-printed T-shirts made in Negros; food produced by the Bata ng Calabnugan orphanage; handmade, upcycled jewellery from Lumago Designs; and ethical bags from Ecovie.

Amarela Resort
Green ethos have been well thought out since the inception of this eco-friendly resort in Panglao, Bohol.

During construction, trees in the sprawling area were preserved while suitable wood and materials were salvaged from dilapidated structures and turned into delicately-carved furniture pieces with intricate latticework. The architecture and choice of materials for the resort allow for fresh air circulation, keeping the interiors cool during hotter months.

Its restaurant cuts food waste by directing leftover food to local farmers, who return the favour by providing a roast pig for the annual staff Christmas party. Composting is also practiced, with the presence of an organic herb and vegetable garden; harvested ingredients find their way into the kitchen.

Elsewhere on the resort, rooftop solar panels heat water, while recycled rainwater is used for flushing. There is also a reed filtration wastewater treatment in place, where filtered water is used on garden plants and in the kitchen.

Other efforts include the hiring of locals as resort staff, obtaining a supply of soap and shampoo from local artisans, alongside the creation of a 15-hectare marine sanctuary by the resort’s owner.
– Rosa Ocampo


SINGAPORE

Fairmont Singapore and Swissôtel The Stamford
In November 2019, the dual-hotel complex launched the industry’s first urban aquaponics farm. The 450m2 farm supplies various outlets in the hotel complex some 30 per cent of vegetable and 10 per cent of fresh fish needs. Aquaponics combines the cultivation of aquatic fauna (aquaculture) and flora without soil (hydroponics) in a sustainable, pesticide-free solution that requires less water, space and labour.

Fairmont Singapore and Swissôtel The Stamford launched the industry’s first urban aquaponics farm

By using an AI system to analyse and minimise food waste, an Eco-Wiz food digester system converts leftover food into water and compost, and through a food waste reduction programme – in collaboration with waste management firm Good For Food – the complex reduces its food waste sent to landfills.

Additionally, Fairmont Singapore’s new South Tower rooms and suites are fitted with Swisspro fresh water taps in place of single-use plastic bottled water.

The complex also sources for sustainable produce and avoid serving endangered fish and sharks’ fin. The hotels work with local oyster farmers to serve oysters at SKAI’s brunch, and finally, unconsumed bread from breakfast service is given daily to local charity, Food from the Heart, which supports families in need.

Grand Park City Hall
During its major refurbishment in 2018, Grand Park City Hall retained 90 per cent of its existing building structure to minimise construction waste.

During the overhaul, the property was fitted with specialised equipment and technology, including a rainwater harvesting system, water- and energy-efficient fixtures, a centralised chilled water system, a high performance air-to-water heat pump and mechanical ventilation fans. These installations contributed to a reduction in water consumption by 61.9 per cent, energy consumption by 58.2 per cent and carbon emission by 58.2 per cent.

Guests can drink from in-room filtered tap that replaces plastic water bottles, and use zero-waste bath amenities handmade with organic ingredients as well as grooming kits made of sustainable materials.

In February this year, Park Hotel Group was awarded a S$237 (US$167) million green loan from United Overseas Bank (UOB) to refinance the hotel’s refurbishment. A first for Park Hotel Group, the green loan is the largest obtained for any hotel in Singapore from a single financial institution, and was issued under the UOB Real Estate Sustainable Finance Framework.

SRI LANKA

Jetwing Lake
Located in Dambulla, over 70 per cent of the energy requirement of 94-key Jetwing Lake resort comes from renewable energy sources.

The property is home to one of the largest solar installations in a Sri Lankan hotel – a 300kW photovoltaic system which comprises a 125kW roof-mounted and 175kW ground-mounted installation – generating more than 40 per cent of the hotel’s daily electricity requirements.

Jetwing Lake’s onsite Biogas Digester

During the day, water is heated through solar panels, while at night it is heated through steam generated by the biomass boiler. Operating on responsibly harvested cinnamon wood, the biomass boiler also provides steam for the laundry, and powers the vapour absorption chiller (VAC). Utilising deionised water as the refrigerant rather than ozone depleting gases in its cooling process, the VAC caters to 100 per cent of the hotel’s air conditioning requirement.

An onsite effluent treatment plant treats 100 per cent of the hotel’s wastewater using a series of biological processes, which is then used as flushing water, while treated black water is used to irrigate the hotel gardens and farm.

Its farm is home to an organically grown a selection of regional fruits, vegetables and herbs for the hotel’s use. Only compost from the composting unit and slurry from the biogas digester is added as a crop fertiliser.

All garden waste is composted and placed back in the gardens as a nutrient-rich soil enhancer, while food waste is added to a biogas digester – which not only serves as an effective solution for food waste treatment, but produces the methane-rich gas which is substituted for liquid petroleum gas in the staff cafeteria.

Aside from replacing single-use plastic items with reusable or biodegradable alternatives, Jetwing Lake also prioritises local employment and local sourcing, investing in livelihood development programmes and building sustainable supply chains.

Anantara Peace Haven Tangalle Resort
The 152-key resort in southern Sri Lanka partners with neighbours and local government institutions to keep the area in pristine condition.

For starters, the property has a sprawling plot to grow its own rice, vegetables, herbs and spices. The rice paddy field is tended to with traditional planting methods, cultivating two local varieties of rice that keep indigenous farming heritage alive. The rice is served to guests, minimising the resort’s carbon footprint. The local community and team members come together to plant and harvest the rice, with a traditional blessing ceremony that guests are invited to join.

Guests are also able to join a guided walk to harvest their own ingredients, while learning about the resort’s various farming efforts. The walk extends through mangroves to the coast, home to endangered sea turtles that the resort helps in their conservation, in partnership with the International Union for Conservation of Nature.

Meanwhile, degradable waste is composted at the garden, which is used to fertilise the gardens and rice field. The team shares compost with local farmers in partnership with the Agriculture Department of Sri Lanka, and in turn purchase produce from them.
Feizal Samath


THAILAND

Suan Sampran
Located on a 20-hectare plot by the Ta Chine river in Nakhon Pathom province, is Suan Sampran, an eco-culture destination – and third-generation family business – comprising the Patom Organic Village and Farm, a four-star, 140-key hotel, spa, restaurants and meeting rooms.

Third-generation heir, Arus Nawarach, managing director of Suan Sampran, is credited with transforming the business into a vessel for change.

In 2009, Suan Sampran debuted its sustainable food system initiative under the Sampran Model, a supply cycle that highlights principles of inclusive business development. The Sookjai Foundation was established to initiate the Sampran Model by supporting 15 groups of 170 farmers to practice organic agriculture and directly link them with businesses and consumers.

Today, the farmers supply numerous restaurants and hotels such as Sampran Riverside, which purchases around 15,000kg per month or about 70 per cent of all its food ingredients from the collective.

Around 0.4 hectares has also been allocated for the Sookjai Farmers’ Market where organic farmers in the Sampran Model network can engage directly with consumers. A champion of circular economy, the learning destination has banned agrochemicals, recycles oil, and trains all staff in managing food waste and fostering sustainable practices.

Soneva Kiri
The 36 massive villas on the Thai island of Koh Kood have all been constructed from local timber, driftwood and bamboo. Most of the villa’s living spaces, and common spaces like the yoga pavilion, are open-air, with only air conditioning available in bedrooms.

Years ago, close to Soneva Kiri’s founding in 2008, the Soneva chain was one of the world’s first to ban imported bottled water. As such, only glass bottles can be found at Soneva Kiri, filled with water treated and pumped in their own facility.

Electrical needs are powered by the likes of wind turbines, solar panels and water recycling, while vegetables are grown on-site, alongside the production of biofuel. Other green initiatives include a water reservoir to harvest rainwater, and upcycling discarded plastics. The brand also has a Thai Host programme in places, which aims to train local hospitality professionals.

There is also an environmental levy of two per cent of room revenue on each guest’s stay, which goes into the UK-registered Soneva Foundation. The funds are then invested in projects such as providing energy to people in Darfur and Myanmar; supporting indigenous communities through projects such as teaching Maldivian children to swim safely in the ocean; and providing safe drinking water to 750,000 people around the world.
– Anne Somanas


VIETNAM

Mai Chau Ecolodge
Sitting atop a hill in Na Phon village in north-western Vietnam, Mai Chau Ecolodge places locals and the environment at the heart of its operations.

Mai Chau Ecolodge helps to construct pipelines which supply water for Na Thia village

To ensure it keeps with the natural landscape, the ecolodge’s 21 rustic villas were built using natural resources that leave minimal impact on the environment. There is no single-use plastic onsite and organic waste is used in the resort’s gardens.

Mai Chau Ecolodge regularly organises community clean ups and social events throughout the valley, and 90 per cent of its staff are trained and recruited locally. To additionally support the locals – predominantly indigenous hill tribes – food produce and property décor are bought from them.

To spread its eco-forward mindset to guests, a Green Team organises a variety of sustainable projects.

Neighbouring communities also provide authentic tours and experiences for guests, providing the tribes with an additional source of income. These range from planting or harvesting crops with farmers, and village hikes led by locals. Various projects to improve the livelihood of villagers are also conducted throughout the year, such as the installation of water pipes.

Six Senses Con Dao
Located in a national marine park on Con Dao island, the resort has transformed the stretch of beach it sits on into a safe haven for sea turtles.

Six Senses Con Dao has ensured endangered sea turtles have prime places to lay their eggs when they head to the island’s beaches between May and October. In collaboration with national park authorities, it has also created an incubation enclosure to monitor and protect eggs to help boost the population. In 2018, a total of 2,904 endangered sea turtles successfully hatched and were released into the wild under the programme.

The 52-villa resort also works closely with the island’s communities, carrying out educational programmes with villages. It provides clean water systems, computers and mattresses to schools, holds English classes thrice a week for children aged three to 14, and runs monthly environmental workshops with kindergarten kids and life-skills activities for villagers.

On top of this, the property features an onsite reverse osmosis plant that provides the resort with still and sparkling water, and sources all materials and ingredients locally.

Indonesia successfully hosts inaugural travel trade virtual forum

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Indonesia’s first-ever virtual tabletop kicked off on April 29 to promote business and create networking opportunities between suppliers, buyers, and professionals in the travel trade amid the Covid-19 outbreak.

Titled IPOS Bakusapa 2020, the one-day B2B virtual forum was organised by the Indonesia Professional Organizers Society (IPOS).

It was split into an interactive dialogue with Nia Niscaya, deputy marketing at the Ministry of Tourism and Creative Economy, and another component which saw 15 sellers virtually meet 25 corporate buyers across Indonesia.

The event utilised video conferencing platform Zoom, where each seller had five minutes to promote their products and properties. Afterwards, a Q&A session between the seller and buyers took place. Sellers maximised the limited time they had to highlight new products the destination or company had to offer, while a few showed the new SOPs their companies put in place in response to the new normal.

In total, 227 participants took part, of which 40.2 per cent were hoteliers; 27.7 per cent event planners; and 24.8 per cent, travel management companies, DMCs and media from around the country.

“This is a strategic opportunity where buyers can keep in touch with sellers who are still waiting (for conditions to return to normal). We can keep updating products and conducting early promotion to stimulate demands with a ‘Buy Now, Use Later.’ (strategy),” Harry Nugraha, the founder of IPOS and secretary-general of Indonesia Event Industry Council (IVENDO), explained.

He hopes that the central government will continue to fund this virtual tabletop, which he expects to take place regularly at least once a week, with a smaller and more targeted audience.

Harry also expects upcoming tabletop sessions to provide more time – around 10 to 15 minutes – for sellers to conduct presentations, as compared to the inaugural run. The remaining time will be used for a dialogue session.

“We can do a single destination such as Yogyakarta or Surabaya or even a group of companies, like Accor or Panorama as sellers. Buyers will be those who are planning to have events in the destination or purchase the products,” Harry said.

According to an IVENDO survey – that represents 1,218 event organiser companies from 17 provinces – only 5.4 per cent of them will shutter due to Covid-19, with the rest showing determination to get through this period.

Hybrid events of the future bring fresh challenges

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This is the first of a series of webinars targeted at the MICE industry

As hybrid events – a mix of face-to-face and virtual solutions – are set to shape events of the future, the formats of programming to meet event KPIs, such as audience engagement and monetising, will be the new challenges organisers have to be ready to tackle.

These observations and concerns were shared at the hour-long TTG Conversations: The end of events as we know it? webinar, the first of a series. Chaired by Karen Yue, group editor of TTG Asia Media, the panellists were Iain Bitran, executive director, The International Society for Professional Innovation Management (ISPIM); Veemal Gungadin, CEO, GlobalSign.In; Joe Ciliberto, global director, sales and marketing, EventsAir; and Cheryl Tan, head of events, TTG Events.

This is the first of a series of webinars targeted at the MICE industry

Gungadin stated: “Online events shouldn’t be about replicating a physical event. It requires a whole new thought process and medium, to build a great attendee experience online.”

This includes making it seamless for attendees, such as having to integrate elements like a single sign-on function and a live-streaming platform, plus offering content that will value-add such as breakout or Q&A sessions.

In addition, when ISPIM moved its conference this year online, Bitran also made it a point to engage attendees by including social elements ranging from a pre-event live concert, a DJ spinning live from Penang, to a cocktail drinking-networking session.

Ciliberto agreed that the way organisers engage online should be a top priority, and suggested gamification as one of the ways. For instance, delegates who join a session or answer a trivia question can earn points, which can then be used to redeem digital gifts like a Starbucks gift card.

But Gungadin cautioned that digital events can become consumer media, like watching sports shows with high-level engagement commercials in between.

“Online events is really about the content itself, as opposed to a face-to-face experience (where food, interactions, and the venue comes into play). If the content is bad, that’s it,” he said.

The other challenge, or opportunity, is how can one monetise digital events.

Bitran revealed that many people expected online events to be free, but that was not possible, and that virtual events entailed more work.

“A usual ISPIM conference costs around €800 (US$875), but a fair amount now would be around €300. We also brought in an honour-based pricing (where those who can afford to pay more do), which fits the current situation,” Bitran said. Meanwhile, for sponsors who are coming onboard for next year, he indicated they will also acknowledge them this year as well.

“At the end of the day, you want your event to have good ROI, be it good engagement or financial; there needs to be some sustainability there,” quipped Ciliberto.

Tan highlighted that she would also be looking at the capabilities of venues to facilitate hybrid events in the near future, where Wi-Fi, service support and technical know-how would come into consideration.

“One area that we would find valuable are insights or ideas from the venue which help us think about what we can do with their space. A venue is just four walls, with some still requiring to pay for Wi-Fi. Having that soft skill, and the ability to help organisers conceptualise what they could possibly achieve, would make it compelling to choose that venue,” she noted.

And while Bitran was against conducting anything virtual prior to this pandemic, he acknowledges that future hybrid events are a boon for the industry.

“Virtual events could benefit possible attendees from developing countries who can’t afford to attend the actual event,” he pointed out.

Tan agreed that hybrid arrangements can solve challenges typically faced at virtual events, and even value-add.

“One example is attendance and hosting with capacity limits. With a virtual component, delegates who can’t travel due to travel restrictions, or with limited time schedules, are still able to participate remotely.”

Higher fares, touchless experiences to define future of business travel

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What will be the "new normal" in the business travel world?

US-based corporate travel managers are bracing for hefty price tags in the “new normal” travel programme when business trips restart, while industry observers stress that the ecosystem and standardisation of services across the entire supply chain will be critical.

These highlights were shared during the first CTC – Corporate Travel Community Online Masterclass webinar titled Towards The “New Normal” Travel Programme last week, which saw more than 900 attendees from 50 countries.

What will the “new normal” in the business travel world be?

Although so much about the “new normal” is still not known, speakers were unequivocal about companies having to be dynamic and to adapt to whatever unfolds, stressing that there were opportunities for those who are able to meet the needs of an increasingly scrutinising consumer where safety, security and health have become even more important.

With business travel post-Covid-19 based on “paying for safety”, the discussion posited that air tickets could skyrocket to US$10,000, but it was uncertain what the tolerance is.

Peter Harbison, chairman emeritus, CAPA – Centre for Aviation, is optimistic beleaguered airlines operating in big domestic markets will bounce back quickly, but it would be more difficult for international carriers with grounded longhaul fleets and smaller players, resulting in fewer and more expensive services, and fewer direct routes.

Keeping in mind social distancing and other Covid-19 prevention measures, which might still be in place, Harbison pointed out that air travel would require “a significant amount of standardisation” if travellers have to transfer from one airline to another, adding that “governments have a massive and important role to play in agreeing on standards that are acceptable”.

He commented that travel on a global basis would be “lumpy” and it would be necessary to renegotiate a multilateral agreement.

Eric Bailey, global director travel, venue source & payment, Microsoft, is expecting “some big changes at how we look at things” in the “new normal”.

“(While the airlines could) centralise and control how people can feel safe… and airlines do better than what people think, the worry is about the in-between transition, the random driver, the random car,” Bailey said, adding that having no control over the trip process is what makes travellers the most nervous.

Bailey shared that travellers want to know travel is safer, and everything about the trip – from the seat number to the hotel room assigned.

Bailey continued: “Policy will not change if someone has to travel… if it is absolutely essential, (but airlines just need to figure) how to balance it out (based on economic and health considerations as Australia is different from China or the US).”

He shared that discussions for Microsoft-only hotels with no other guests apart from its employees and a touchless door-to-door experience – from home to airport to hotel and back – were being looked into.

However, the availability of a Covid-19 vaccine would create a very different “new normal”, according to Bruce Finch, newly-retired former senior director, global travel & meeting services, Autodesk.

Finch also questioned how an organiser of a 12,000-delegate event which takes four years to plan can ensure staff and suppliers are protected, and if organisers would have to provide personal protection equipment on site.

Meanwhile, Bailey believed companies are likely to adopt a strategy where 50 per cent of meetings will still be face-to-face and the rest online, but the model will be more “personal” than what is available today.

In reply to a question posed by moderator, Benson Tang, CTC’s executive director, as to whether RFPs would become more stringent, Bailey said it was “unknown still” for the June/July negotiations as “nobody has answered the questions”.

Microsoft would be asking for much more detail, Bailey shared, but admitted that the company itself did not know what the new criteria are post-Covid-19, or whether in two years, everyone expects social distancing and touchless experiences to continue.

With the Covid-19 pandemic making safety and health core principles, the discussion agreed that travel managers would have to be dynamic and adjust to changing regulations and new demands.

Suppliers that can cater to the needs of the “scrutinising consumer” have huge money-making opportunities, and Finch said new supplier contracts will see travel managers asking interesting questions, although nobody yet knows what they are.

With the rise of demanding consumers with safety and health concerns, Harbison believed more companies will tackle the issue with more individual travel and the use of corporate jets and private services.

On the role of TMCs, Bailey said nobody knows how they will change, but they must go beyond just booking the air ticket, hotel and transport.

On a positive note, Finch said the “new normal” could spur demand for NDC (New Distribution Capability) if it can perform more “progressive tasks”, with Harbison adding that if air travel is high-risk, NDC would become more important for full-service carriers in the corporate travel segment.

Harbison pointed out that the rich content of NDC would have a big leg-up and enhance a full-service airline’s competitive edge, while the role of LCCs would be redefined and become a discretionary market.

On other issues discussed, Bailey said risk of data, personal safety and health were going to become bigger, “billion-dollar issues”, adding that corporates would be willing to pay huge premiums if they find “real value” in a service that nobody else offers.

Finch opined that companies wanting to maintain a high level of duty of care would have to pick up the slack if travel insurance could not provide wider coverage in a more risky travel landscape post-Covid-19.

Bespoke Travel Company develops activities that observe social distancing

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China’s Bespoke Travel Company has come up with two new teambuilding programmes that observe social distancing, where members can be “alone-together” in a scavenger hunt, and a teambuilding game based on a traditional British pub quiz format.

Targeted at the domestic market, the scavenger hunt activity offers booklets that are sent by post, which guide participants through Beijing and Shanghai’s major sights on the hunt for clues, while learning historical facts and stories about the place they are visiting.

Beihai Park in Beijing is the first location to be launched by the company

The first booklet that will be launched is Bespoke’s Beihai Park Scavenger Hunt this month.

The park is the oldest in Beijing and the hunt, which lasts about four hours, will take place in five zones, and “hunters” will be asked six questions and undertake a challenge for each zone.

Bespoke Travel Company’s founder Sarah Keenlyside, said: “Bespoke started out as a company that put the emphasis on independent touring, giving people the tools they needed to explore a city at their own pace.”

Teams can enter their completed activity booklets – by post, WeChat or email – into a citywide competition and the winners will be announced in early-July.

Upcoming later this month will be a Bespoke Bund Scavenger Hunt in Shanghai, followed by one for Beijing’s 798 Art District.

Meanwhile, the Bespoke Online Team Building Game is conducted via Zoom and WeChat and hosted by a Bespoke Games Master, who administers the challenges, questions and puzzles, get gamers on track and keeps score.

The game incorporates several different rounds of challenges, trivia and puzzles that teams must work on together to solve, race against the clock, and find certain items in their house before their rivals.

Keenlyside explained: “The idea with this was absolutely to deliver a couple of hours of fun and laughter to teams that are in desperate need of some light relief right now.”

The game, which is conducted in English and takes around 2.5 hours to complete, can also be customised for teams based in other countries.

How companies can better support employees’ mental health and wellbeing during Covid-19

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Companies should place greater emphasis on supporting the mental health of employees during a crisis like this
Companies should place greater emphasis on supporting the mental health of employees during a crisis like this

While companies have been busy adjusting to new Covid-19 realities, employees have had to rapidly adapt to new working arrangements. These include staggered work hours, long-term work-from-home arrangements, and extended periods of social isolation. Some organisations have also adopted new technologies or processes to ensure business operations go on as usual.

However, having working arrangements in constant flux, along with an ongoing pandemic, can take a toll on an individual’s mental health.

Studies have shown that these prolonged remote working arrangements can cause employees to feel isolated from the lack of social contact, and this is often associated with increased mental ill-health. While the Covid-19 pandemic is likely to upend many ways in how and where people work, many employers will also realise the need for greater attention to supporting employees’ mental and emotional wellbeing.

Caring for mental health can be tricky, especially when companies must deal with issues employees find sensitive or personal. For example, Covid-19 has brought international travel to a standstill over fears of getting infected. Those same fears can be carried over even after the pandemic subsides and some employees might be reluctant of making business trips out of fear of contracting the virus. Other employees might also be feeling the effects of long-term social isolation, or be struggling with familial responsibilities while working from home, and require additional emotional support during this time.

Safeguarding an employee’s wellbeing during long-term work-from-home arrangements
Now more than ever, employee wellbeing is the cornerstone of any successful organisation. Many companies are leveraging digital tools to bridge physical distances, and allow employees to connect and communicate on a daily basis. This social connection, while done remotely, has amplified the importance of communication in fostering a positive workplace culture, emphasising employee wellbeing, and ensuring business-as-usual even during a pandemic.

However, these may not always be enough to allay fears of financial and job security, the safety of loved ones abroad, personal health and expectations of falling short in familial responsibilities – concerns that are traditionally out of earshot from companies.

Thus, companies must recognise the next crucial step in communicating with employees – proactively building a culture where employees feel their wellbeing is a key priority.

To do so, companies should look into:

  1. Communicating company goals and expectations transparently and positively.
  2. Constantly checking in to show appreciation or gratitude for work done, to boost morale.
  3. Emphasising work-life boundaries, by respecting work schedules, and
    educating employees on how to make time spent at home more productive.
  4. Building a culture of openness to let employees know that their organisation cares about their wellbeing.

Telehealth support for physical and mental health situations can also extend additional lifelines to employees who need urgent help, and provide them with quicker access to quality medical care.

Even after the Covid-19 pandemic subsides, telehealth services can support and reassure the mobile workforce in the face of other risks like natural disasters or terroristic threats.

Changing perspectives over international business travel in a post-Covid-19 world
As Covid-19 abates, employees will have varying levels of comfort to travel for business again. Some might feel fearful at the idea of contracting the virus overseas, while others would relish in the freedom to move once again.

As such, businesses are likely to find that a one-size-fits-all travel policy might not be the most effective. On one hand, employees could find themselves in another lockdown overseas – or worse, contracting the virus – should companies enable international business travels too early. On the other, companies would also have to take into consideration how businesses would be affected should employees refuse or be unable to fly.

Thus, putting in place the appropriate travel policy at the appropriate time, underpinned by 24/7 access to medical, security and emotional advice and assistance, will make all the difference for employee safety.

Conclusion
What is commonly omitted after a crisis is a review of key lessons learnt to uncover strengths and weaknesses in existing business continuity plans.

Companies often stop at ensuring the safe return of their people and operations, and securing business-as-usual policies. However, it is important to also conduct a post-mortem – so, if your organisation is impacted by an outbreak or pandemic again, a process to managing it is clearly defined.

Particularly for a pandemic, historical data shows that it is very likely that at least one country your organisation operates in, or perhaps even a worksite, will experience a second wave of virus cases. This could be minor or even as significant as the first wave.

Ultimately, as far as tangible strategies go, inspiring resilient cultures will help companies withstand tests of time. Building a positive workplace culture will not only create flexible teams that adapt to sudden uncertainties, but teams that will also weather a storm when necessary.


Low Kiang Wei is the medical director for International SOS. He is responsible for clinical governance of all current and new Medical Services projects under the Singapore Division management, as well as ongoing advances in digital projects including telehealth and medical technology solutions in Asia.

Low previously led the team in case management across the Assistance Platform and assists with Medical Services Delivery, including supply chain and staffing. He has a special interest in Managed Care and Telehealth Modalities to improve access to appropriate care.

South Korea to build new convention centre in Chungnam

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South Korea is set to open a new international convention centre in Cheonan City, Chungnam (short for South Chungcheong) Province, come 2023.

This will mark the first large-scale facility of its kind in the province, where the need for such a venue has been raised many times in the past.

A rendering of the Chungnam International Convention Center

Comprising 13,768m2 of convention and exhibition space, the centre is slated to house one large convention hall, three mid-sized conference halls, exhibition halls, public relations centres, venture-education facilities, as well as five meeting rooms.

Located near the Cheonan-Asan KTX station, the centre will place delegates within a 40-minute KTX (high-speed-rail) ride to Seoul and allow easy access to nearby regions.

Chungnam is banking on the centre to help boost its economy, as well as its image on the international stage, through the hosting of large-scale events, said the Korea MICE Bureau (KMB) in a press statement. It is also hoped that the centre will create more job opportunities for locals.

As Chungnam specialises in device displays, steel, petrochemicals and automobiles, the KMB expects the centre to be an attractive venue for convention organisers serving these industries.

Plans for the centre are expected to be finalised in the coming months.

Aventri appoints Lisa Choi Owens to Board of Directors

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Event technology and services provider, Aventri, has welcomed Lisa Choi Owens to its Board of Directors.

Owens is currently the chief revenue officer and head of global partnerships at TED, and a recognised leader in the media, content and event industries.

At TED, Owen is responsible for growing the media platform’s reach and impact through strategic partnerships with organizations around the world. In addition to her being chief revenue officer, she also serves on TED’s Diversity Council and is an executive member of She Runs It, an organisation that has been encouraging and promoting the role of women in advertising for over 100 years.

Prior to TED, Owens served on the senior leadership team for the Scripps Networks as the co-founder and chief operating officer of Ulive, an internally funded start-up inside of Scripps Networks Interactive. Before founding Ulive, Lisa was the general manager of Digital Media for Scripps which included oversight of websites FoodNetwork.com,  HGTV.com, and TravelChannel.com.

TTGmice will be taking a news break

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TTGmice will be taking a news break on Thursday, May 7, which is Vesak Day public holiday in Singapore. News will resume the following Tuesday, May 12.

Here’s wishing all our Buddhist readers a happy Vesak Day!

The art of repairing with gold

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Tucked away in Tokyo’s luxury boutique district of Omotesando lies Saideigawa Pottery Studio, where founder and ceramic artisan Taku Nakano teaches kintsugi (gold joinery) to a growing number of business groups.

A look inside Saideigawa Pottery Studio

The traditional skill of using powdered or lacquered gold to repair broken pottery was born out of practicality, before it became a respected artform in the 14th century. Today, this rare activity offers insight into a fascinating side of Japanese culture and gives participants a stunning, luxury souvenir.

At Saideigawa, Nakano begins each 90-minute session by explaining the three philosophies behind kintsugi: nothing should be wasted; every object should get a second chance; and what people perceive as flaws can be beautiful.

The seven-step process involves choosing a broken plate, outlining the cracks with a marker, taping the pieces together, smoothing the surfaces, filling the cracks with resin and lacquer, adding the gold powder and polishing to perfection. With English instructions and patient, helpful staff, the activity is interesting, interactive and fun.

The basic package costs ¥6,600 (US$61) and offers a choice of three modern plates with old designs. Under the premium package, at ¥10,500, participants can work on a plate from the Edo-period (1603-1868), enabling participants to bring home a piece of history.

The studio can cater for up to 80 pax at one time and offers deals for groups dependent on their needs.

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