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Abu Dhabi, UAE, July 02, 2026 / TRAVELINDEX / His Highness Sheikh Khaled bin Mohamed bin Zayed Al Nahyan, Crown Prince of Abu Dhabi and Chairman of the Abu Dhabi Executive Council, has inaugurated Mohamed bin Zayed City Passenger Train Station in Abu Dhabi and witnessed the unveiling of the UAE passenger rail network, which is set to launch on 30 September 2026.

• Introductory operational phase of passenger rail services to begin on 30 June 2026, with journey times between Abu Dhabi and Fujairah of just 1 hour and 45 minutes
• Train stations in Dubai and Al Dhaid scheduled to open with official launch on 30 September 2026, followed by Al Dhafra on 30 December 2026 and concluding with Sharjah on 30 March 2027

His Highness toured the station’s key facilities and amenities and reviewed its information management systems and operational readiness procedures. His Highness was also briefed on the station’s advanced infrastructure, future plans to increase capacity, measures to facilitate passenger movement during peak hours, and the smart solutions and customer service offerings designed to deliver the highest standards of operational efficiency and service excellence.

His Highness Sheikh Khaled bin Mohamed bin Zayed Al Nahyan affirmed that the passenger train project reflects the UAE’s vision for a fully integrated transport network, enhancing inter-emirate connectivity, supporting sustainable growth through the efficient movement of people and goods, and opening new horizons for investment, tourism and urban development.

His Highness underscored that the project is a strategic investment that advances the Projects of the 50 by delivering world-class infrastructure, while enhancing the UAE’s comprehensive development journey and strengthening its long-term competitiveness and global standing.

His Highness Sheikh Theyab bin Mohamed bin Zayed Al Nahyan, Deputy Chairman of the Presidential Court for Development and Fallen Heroes’ Affairs and Chairman of Etihad Rail, highlighted that the passenger rail network marks a transformative milestone in the development of the UAE’s national transport ecosystem by harnessing the latest technologies and innovations to deliver an advanced mobility system that provides a modern, safe and highly efficient travel experience.

His Highness added that the network’s multiple stations, together with their seamless integration with other means of transport, will enhance connectivity between cities and key destinations while providing passengers with more convenient and flexible travel options that meet the evolving needs of the community and support rapid urban development across the UAE.

The launch of the passenger rail network marks a new chapter in the UAE’s infrastructure development, extending beyond conventional transport to establish integrated urban and economic connectivity, linking population centres, economic hubs and tourism destinations across the country.

An introductory operational phase of passenger rail services between Abu Dhabi and Fujairah will commence on 30 June 2026, cutting the journey time to just 1 hour and 45 minutes. Dubai Train Station and Al Dhaid Train Station will open with the official launch on 30 September 2026, followed by stations in Al Dhafra on 30 December 2026. The route will be complete upon the opening of Sharjah Train Station on 30 March 2027.

As part of the next phase of the project, feasibility studies will be undertaken to evaluate the expansion of the passenger rail network to additional emirates, further advancing the UAE’s vision of a fully integrated national transport system.

Fares on the Abu Dhabi–Fujairah route will start at AED55 for Comfort Class and AED120 for Premium Class. The passenger rail fleet comprises 13 trains, each with a capacity of up to 400 passengers. Customers will be able to book journeys and purchase tickets through a range of convenient channels, including the Etihad Rail mobile application and official website, from 23 June 2026.

The launch of passenger rail services comes less than five years after the UAE announced its vision for developing the UAE Railway Programme, which includes the passenger train project, as part of the Projects of the 50 in 2021. Delivering the project ahead of schedule demonstrates the UAE’s exceptional capabilities in executing major national infrastructure projects at pace, translating long-term strategic visions into tangible outcomes and creating new opportunities for individuals, businesses and investors across the UAE.

Passenger rail services will be operated by Etihad Rail Passenger Services, a joint venture between Etihad Rail and Keolis, one of the world’s leading passenger transport operators. The partnership combines international expertise in railway operations with national capabilities in transport management to deliver an exceptional operating model that enhances service quality and provides passengers with a world-class travel experience.

The passenger train stations will also offer a comprehensive hospitality experience through cafés, restaurants, retail outlets and several international brands, in addition to onboard dining options, providing an integrated travel experience that combines comfort and convenience while meeting the expectations of citizens, residents, visitors and investors, in line with the highest standards of excellence in the transport and logistics sector.

The UAE Railway Programme reflects the UAE’s vision of building an integrated national transport ecosystem that serves as a key driver of sustainable economic and social development through three core pillars: freight services, passenger rail services and integrated transport solutions. In collaboration with its mobility sector partners, Etihad Rail continues to develop a seamlessly connected transport ecosystem that integrates multiple modes of mobility, strengthening the nation’s competitiveness as a global logistics and economic hub, enhancing supply chain efficiency, and improving connectivity between local and regional markets through sustainable transport solutions that support the objectives of the UAE’s Net Zero 2050 Strategy.

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Phnom Penh, Cambodia, June 30, 2026 / TRAVELINDEX / Raffles Hotel Le Royal has been named Cambodia’s top city hotel, while its sister property, Raffles Grand Hotel d’Angkor, secured the No. 2 position in the prestigious Travel + Leisure Luxury Awards Asia-Pacific 2026.

The iconic luxury heritage hotels were also honoured at the awards for having the country’s best hotel swimming pools (Raffles Hotel Le Royal No. 2 and Raffles Grand Hotel d’Angkor No. 4) and best hotel spas (Raffles Grand Hotel d’Angkor No. 4). Additionally, Raffles Hotel Le Royal General Manager Dagmar Lyons was named one of Cambodia’s best General Managers.

“We are deeply honoured that Raffles Hotel Le Royal has been named Cambodia’s best city hotel,” Lyons said. “This recognition belongs to our entire team who bring the spirit of 1929 to life every day while delivering the warm, intuitive service for which Raffles is renowned.”

Joseph Colina, General Manager of Raffles Grand Hotel d’Angkor, added, “It is a great privilege to see our luxury hotel recognised among Cambodia’s finest. As a historic gateway to the wonders of Angkor, we are proud to preserve and share this extraordinary legacy.”

The strong showing in the “Best City Hotels” category follows the recent launch by Raffles Cambodia of the “Grand Path of History” tour and new history book chronicling the golden age of travel in Southeast Asia. A permanent exhibition at Raffles Grand Hotel d’Angkor showcases rare photographs, video footage, architectural drawings, and other vintage artefacts.

Raffles Hotel Le Royal in Phnom Penh originally opened in 1929 and today features 175 elegantly appointed rooms and suites. The property completed a meticulous one-year restoration in 2019, reinterpreting its heritage in a bold, contemporary style that is inspired by French colonial, Khmer and Art Deco influences.

Raffles Grand Hotel d’Angkor in Siem Reap opened in 1932 as a rest stop for archeologists and adventurers exploring the ancient temples of Angkor Wat. The hotel remains an authentic expression of 1930s French Art Deco style, with refined rooms, suites and villas that blend old-world charm with Cambodian influences and modern comfort.

Both properties were among only 10 hotels in Cambodia awarded MICHELIN Keys in the MICHELIN Guide’s inaugural edition in the Southeast Asian country last year. Separately, Raffles Hotel Le Royal was voted the No. 2 hotel in Southeast Asia in the Condé Nast Traveler Readers’ Choice Awards 2025.

In a further celebration of their shared heritage, the two Raffles Cambodia hotels last year introduced the exclusive 7-day stay ‘A Tale of Two Cities’ package – a seamless multi-property journey described as ‘a journey like no other, where grand history, enchanted glamour and extraordinary adventure entwine’.

ABOUT RAFFLES
Raffles Hotels & Resorts boasts an illustrious history and some of the most prestigious hotel addresses worldwide. In 1887, Raffles Singapore set the standard for luxury hospitality, introducing the world to private butlers, the Singapore Sling and its enduring, legendary service. Today, Raffles continues this tradition in leading cities and lavish resort locales, enchanting travellers with meaningful experiences and service that is both gracious and intuitive. Connoisseurs of life choose Raffles, not merely for its aura of culture, beauty and gentility, but for the extraordinary way they feel when in residence with Raffles. Each Raffles, be it Paris, Istanbul, Dubai, Warsaw, Jakarta or the Seychelles, serves as a venerated oasis where travellers arrive as guests, leave as friends and return as family. Raffles is part of Accor, a world-leading hospitality group consisting of more than 5,100 properties and 10,000 food and beverage venues throughout 110 countries.

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Hong Kong, Hong Kong SAR, July 1, 2026 / TRAVELINDEX / The Hari Hong Kong and The Hari London are encouraging families to experience their destinations through the eyes of younger travellers, with family offerings inspired by the neighbourhoods, stories and cultural icons that surround each hotel.

Although separated by more than 9000 kilometres, each hotel has developed family experiences that draw on a strong sense of place. In Hong Kong, children are introduced to some of the city’s most recognisable symbols, and in London, storytelling becomes a gateway to the British capital.

The Hari Hong Kong’s ‘Better Together Family Package’ includes a Corner Room with a king bed connected to a Twin Room, daily breakfast for two adults and two children under the age of 12, and a selection of in-room activities created with younger guests in mind.

Among them is The Hari Puzzle Set, featuring illustrations of a Hong Kong tram, the Star Ferry and The Hari mascot. A DIY Confetti Madeleines Set, featuring freshly baked madeleines and colourful toppings, adds another hands-on activity for families spending time together in the room.

Located in Wan Chai, one of Hong Kong’s oldest and most diverse districts, the hotel is within easy reach of Victoria Harbour, the city’s historic tram network, traditional markets and heritage streetscapes that reveal a different side of Hong Kong beyond its skyline.

The Hari London’s ‘Family First’ offering features educational Tonieboxes in selected suites, providing screen-free storytelling, music and educational content ranging from Paddington Bear adventures for youngsters to National Geographic explorations for older children.

In addition to drawing on stories and characters to offer children a different way to engage with the city, the Tonieboxes support a healthy bedtime routine during travel. Beyond the hotel, families find themselves moments from some of London’s best-known attractions, museums, parks and royal landmarks.

Children receive welcome amenities tailored to their age and interests, with the hotel’s suites comfortably accommodating families by pairing living space with views of the capital’s iconic skyline. The hotel’s Italian restaurant, il Pampero, caters to younger diners with familiar favourites including pizza margherita, penne al pomodoro and spaghetti alla bolognese.

Each experience flows from a belief that travel is most memorable when it fosters curiosity about a destination, according to Dr Aron Harilela, Chairman and CEO of Harilela Hotels Ltd.

“Hong Kong and London are very different cities, but both experiences were created around the same idea: giving families opportunities to spend quality time together while discovering the neighbourhoods around our hotels,” he said.

“We want the young and the young at heart to feel connected to the lively and charming neighbourhoods around them at each of our hotels. Whether that is through the stories children listen to in London or the icons they discover in Hong Kong, those local connections become part of the travel experience.”

The family focus also mirrors the origins of The Hari itself. Named after Dr Aron’s late father Hari Harilela, the brand was founded on a strong family commitment to hospitality and welcoming guests.

“Some of our happiest memories are of time spent with family. Whether it’s sharing a meal, rummaging through a neighbourhood or simply being together away from the usual distractions of everyday life, quality moments stay with us. That thinking inspired the family experiences at each hotel and encapsulates the hospitality I grew up with,” he said.

About The Hari Hong Kong and The Hari London
The Hari Hong Kong and The Hari London, that debuted in 2020 and 2016 respectively under ‘The Hari’ brand, are the vision of Dr. Aron Harilela, Chairman and CEO of Harilela Hotels Ltd. The Harilela Group was established in 1959 and is still wholly owned by the Harilela family. The Harilela Group is the parent company of Harilela Hotels which owns 15 properties across Hong Kong, China, Asia, Europe, and the US.

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Hong Kong, Hong Kong SAR, June 27, 2026 / TRAVELINDEX / The 11 cities of the Guangdong–Hong Kong–Macau Greater Bay Area (GBA) are an economic powerhouse of southern China. Growth in the GBA’s hotel sector, however, could be improved by strengthening hotels’ operating efficiency, according to Professor Henry Tsai of the School of Hotel and Tourism Management (SHTM) at The Hong Kong Polytechnic University (PolyU) and co-authors. Their study provides an innovative method of hotel performance evaluation tailored to an era of diversification, revealing useful insights for managers.

Boosting tourism is among the main aims of the GBA. The number of hotels in the region increased by 11% between 2015 and 2019, primarily thanks to development in emerging destinations such as Huizhou, Shenzhen and Zhuhai. However, despite the ongoing improvements in connectivity among GBA cities, differences in their business environment persist. “Disparities in economic development, customer demographics, urban characteristics, and competitive landscapes among these cities”, the authors say, “result in substantial variations in hotel operating income”.

The growing concentration of hotels in the GBA has sharpened competition. Many are responding by diversifying their services in a bid to maximise revenue. To help hotel managers strengthen their businesses, scientific methods of performance evaluation can point the way. However, the authors warn that the increasing variety in hotels’ offerings makes this more complex. “The presence of product diversification introduces variations in hotel operations”, they write. “Ignoring this aspect can render hotel performance evaluation impractical and introduce bias”.

“As such”, they continue, “it is obviously not ideal to mix hotels offering different products for performance evaluation”. Instead, an approach mindful of non-uniformity is needed to ensure a fair comparison that can identify underperforming hotels. In particular, hotels across the GBA differ not only in their provision of rooms but also in extra services such as food and beverages (F&B), retail, conference venues and spa treatments. The authors realised that the standard business-studies approach – data envelopment analysis (DEA) – needed to be updated to account for this heterogeneity.

Diversification is well established in hospitality. “By diversifying products”, the researchers note, “hotels can generate economies of scale and scope, thus reducing costs and improving performance”. However, the effectiveness of this strategy in terms of performance is hard to gauge, because diversification means that rival hotels are not competing in exactly the same markets. Moreover, hotels inherently differ in terms of operational resources, such as number of rooms and adoption of technology.

A key measure of firm performance is efficiency. According to previous research – often based on DEA – large or budget hotels may be more efficient than small or mid-range ones, and chain hotels use more advanced technology than independents. However, as the researchers note, conventional DEA “cannot deal with the problem of hotel efficiency evaluation with product diversification”. Their novel solution was to modify DEA so that its unit of analysis – the decision-making unit (DMU) – is non-homogeneous.

Such an approach is particularly relevant in the GBA’s diverse hotel sector. Nonetheless, the authors note that “no hotel efficiency studies have considered the factor of product diversification, despite its practical existence”. To remedy this, they studied a sample of 53 GBA hotels offering different services. With their modified DEA method, they analysed how hotel operating efficiency was impacted by external factors, such as geographical location, and internal factors, such as product diversification.

Businesses that compete through diversification are effectively using the same type of resources to produce different outputs. To capture this essential feature of the region’s hotel sector, Tsai and colleagues applied their model to analyse DMUs in seven GBA cities, aiming to identify resource redundancy. Efficiency is known as a key concern in the hotel sector, which, they write, “grapples with inefficient management of human resources and unnecessary expenditure, areas demanding substantial improvement”.

Rationalising resource usage is especially hard when competing on multiple fronts. “Hotels can be considered as multi-activity decision-makers”, the researchers write, “because they aim to cater to various needs and expectations of customers by offering diverse products”. Hence, their analysis accounted for four outputs: rooms, F&B, meeting services and spa services. Using operational data submitted by hotels to a third-party company for performance evaluation, they clustered the sample into groups that each offered the same mix of these four products, then calculated an efficiency value for each group.

The analysis yielded a range of instructive findings. In terms of overall efficiency, the researchers’ conclusion was stark: “considering the hotels’ diverse products, none were efficient during [the] 2015 to 2019 period, with average efficiency values ranging between 0.044 and 0.376” (out of a maximum of 1.00). This indicates an urgent need for hotels across the GBA to optimise their use of resource inputs and achieve the same (diversified) outputs more efficiently.

The study’s innovative use of non-homogeneous DMUs allowed the causes of these inefficiencies to be diagnosed in more detail than before. An important overarching conclusion is that optimal resource usage by a hotel can only be achieved when each of its product types is efficient. This, however, was not the case for any of the studied DMUs, all of which “had at least one product group that was operating inefficiently”. Meanwhile, the low overall scores emphasise the importance for hotel managers of improving the efficiency of each department to maintain a competitive advantage.

A detailed breakdown showed that the four product types did not contribute equally to the hotels’ efficiency scores. “The weighted efficiency of F&B surpassed that of the other product groups”, the researchers report, “indicating that F&B contributed the most to the non-homogeneous efficiency score”. Moreover, resource management was poorest for rooms and F&B, which had the lowest average efficiency scores. This explains why the least efficient hotel was one that offered only those two products, whereas the best-performing provided all four product types.

The authors’ analysis also confirmed the wisdom of diversification. “While groups providing different products exhibited varying performance levels”, they say, “those with higher levels of product diversification tended to outperform others” – something for managers to note. Meanwhile, a geographic breakdown found that hotels in Guangzhou had the highest efficiency (but still suboptimal), whereas Macau had the lowest. Regional efficiency strengths did emerge, with Zhongshan excelling in rooms, Macau in F&B, Hong Kong in meeting services and Shenzhen in spa services.

“Hotel managers can benchmark their hotel’s performance against others in the GBA, identifying product groups crucial to hotel operations yet displaying suboptimal performance levels”, the authors advise. A further implication is that hotels in node cities of the GBA should rate their performance against those in the better-performing core cities. Governments in node cities can play their part through tax incentives to encourage technology adoption by hotels.

This study provides a sophisticated method of evaluating hotels’ business performance. Given the increasing turn to diversification as a competitive strategy in the dense GBA hotel market, it is more important than ever to account for heterogeneity. “Relying solely on the traditional model may lead to a falsely positive perception of performance”, they warn, noting that their modified DEA model revealed lower efficiency scores than the standard DEA. Managers and academics should now be better equipped to avoid such misapprehensions.

Henry Tsai, Chenchen Gao and Hongwei Liu (2025). Hotel Performance in the Guangdong-Hong Kong-Macau Greater Bay Area: A Non-Homogeneous Perspective. Journal of Hospitality & Tourism Research, Vol. 49, No. 4, pp. 827–841.

About PolyU School of Hotel and Tourism Management
For more than four decades, the School of Hotel and Tourism Management (SHTM) of The Hong Kong Polytechnic University has refined a distinctive vision of hospitality and tourism education and become a world-leading hotel and tourism school. Ranked No. 1 in the world in the “Hospitality and Tourism Management” category in ShanghaiRanking’s Global Ranking of Academic Subjects 2025 for the ninth consecutive year; placed No. 1 globally in the “Commerce, Management, Tourism and Services” category in the University Ranking by Academic Performance in 2024/2025 for eight years in a row; rated No. 1 in the world in the “Hospitality, Leisure, Sport & Tourism” subject area by the CWUR Rankings by Subject 2017; and ranked No. 2 globally among comprehensive universities in the “Hospitality and Leisure Management” subject area in the QS World University Rankings by Subject 2026, the SHTM is a symbol of excellence in the field, exemplifying its motto of Leading Hospitality and Tourism.

The School is driven by the need to serve its industry and academic communities through the advancement of education and dissemination of knowledge. With a strong international team of over 90 faculty members from 21 countries and regions around the world, the SHTM offers programmes at levels ranging from undergraduate to doctoral degrees. Through Hotel ICON, the School’s groundbreaking teaching and research hotel and a vital aspect of its paradigm-shifting approach to hospitality and tourism education, the SHTM is advancing teaching, learning and research, and inspiring a new generation of passionate, pioneering professionals to take their positions as leaders in the hospitality and tourism industry.

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Lower Zambezi, Zambia, June 26, 2026 / TRAVELINDEX / Proudly Zambian owned, Shearzone Safaris will be launching its second property in mid July 2026, namely Nzovu Rundu Luxury Camp in the Lower Zambezi, following the success of Mozhi Bush Camp in Zambia’s Kafue National Park.

Nzovu Rundu Luxury Camp is due to launch mid July 2026 in the Lower Zambezi, overlooking the tranquil Nkalange Channel on the mighty Zambezi River, where guests can expect exceptional wildlife sightings. The name pays homage to the elephants that roam this area, as well as the striking escarpment that forms the lodge’s dramatic backdrop.

The new camp will feature 10 chalets, including 8 luxury pods and 2 spacious family units called Rundu Grand Pods. Each unit will boast a private plunge pool, air-conditioning, and outdoor showers, blending comfort with the natural beauty of the landscape.

A diverse selection of activities will be on offer, including game drives, canoeing on the Zambezi and boat cruises. There will also be a luxury spa and an impressive wine cellar, ensuring that both adventure and relaxation are at the heart of the guest experience.

Shearzone Safaris is committed to showcasing Zambia’s rich natural beauty whilst offering world-class hospitality that reflects the spirit and magnificence of the region.

Shearzone is also proud to operate its private fleet of Cessna aircraft, providing reliable charter services across Zambia, beyond just connecting its own camps seamlessly.

Looking forwards, Shearzone will also be launching Achikunda Luxury Camp in 2027 and Old Njati Luxury Camp in 2028.

Shearzone Safaris is committed to sustainable, responsible tourism and is a proud supporter of the Bushbaby Foundation — a transformative organization dedicated to empowering marginalized communities across Zambia.

Lusaka based Shearzone Safaris will also be refreshing its branding and website and recently appointed both Ailsa Tavares and her team at Travel Promoters as its UK based Sales & Marketing Representative, and Claire Roadley from Umlingo Travel PR to raise their international profile.

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London, United Kingdom, June 26, 2027 / TRAVELINDEX / The African Travel & Tourism Association (ATTA®) and The Long Run have launched a new practical guide designed to help tourism businesses communicate their sustainability and impact initiatives with greater credibility, transparency and effectiveness.

The Communicating Impact guide, launched during Experience Africa (held in London from 22 – 24 June 2026), provides tourism operators, lodges, camps, DMCs and travel businesses with practical guidance on how to share their conservation, community, culture and sustainability achievements in a way that builds trust, avoids greenwashing and inspires meaningful action.

The launch coincided with Experience Africa, the UK’s leading B2B trade event for African tourism, which brings together African tourism suppliers and international buyers through a programme of curated meetings, networking and industry content.

As travellers, trade partners and investors increasingly seek evidence of genuine sustainability commitments, many tourism businesses face the challenge of communicating complex impact work clearly, authentically and to meet legislative requirements.  The new guide addresses this need by offering practical frameworks, examples and recommendations that help organisations move beyond marketing claims and towards transparent impact communication.

Kgomotso Ramothea, CEO of ATTA® said: “Africa has never been late to the values that define world-class tourism. Long before sustainable tourism became a global trend, many of its principles were already embedded across the continent and reflected in how visitors experienced Africa. African businesses face a structural disadvantage:  the frameworks through which global buyers measure and validate sustainability were not designed with Africa in mind. Buyer demand for data is growing, and the cost of not meeting it is market access.  Communicating Impact builds on this strong foundation, while helping tourism businesses measure and communicate impact in ways that are credible, measurable, and aligned with buyer expectations.”

The guide draws on The Long Run’s internationally recognised 4Cs framework – Conservation, Community, Culture and Commerce – which promotes a holistic approach to sustainable tourism and long-term positive impact. The resource builds on the growing collaboration between ATTA® and The Long Run to advance regenerative tourism practices across Africa.

Dr Anne-Kathrin Zschiegner, Executive Director of The Long Run, said: “Communicating impact with integrity and transparency has never been more important. Tourism businesses have an opportunity to demonstrate the real difference they make for people and nature, but doing so requires evidence, honesty and thoughtful storytelling. We hope this guide will support organisations across Africa in sharing their impact more effectively and authentically.”

The guide is available online and is intended for tourism businesses at every stage of their sustainability journey, from those beginning to measure their impact to organisations already implementing comprehensive reporting frameworks.

The launch initiates a partnership between ATTA® and The Long Run which will continue to provide members with ongoing workshops and support to accelerate momentum to provide innovative, world-class sustainable tourism with measurable impact.  Members can find Communicating Impact on the members’ section of ATTA.travel.

About The Long Run
The Long Run is a global community of tourism businesses, conservation organisations and destinations committed to driving positive impact through its 4Cs framework: Conservation, Community, Culture and Commerce. Collectively, members protect and regenerate millions of acres of biodiverse landscapes while supporting communities and cultural heritage around the world.

About ATTA
The African Travel and Tourism Association (ATTA®) is the leading trade association promoting tourism to Africa and the Indian Ocean islands. Through its global membership spanning the entire tourism ecosystem, strategic partnerships and internationally recognised events, ATTA® connects African tourism businesses with buyers, media and industry leaders worldwide, helping drive sustainable growth and opportunity across the continent.

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Bangkok, Thailand, June 26, 2026 / TRAVELINDEX / YTSB – Yellow Tail Sushi Bar at VIE Hotel Bangkok – MGallery Collection invites guests to experience A Rare Kaiseki Journey, an exclusive two-night culinary engagement featuring Chef Mitsutaka Tsukihara from Japan, presenting an intimate expression of traditional Washoku Kaiseki. Available for 31 July – 1 August 2026 only, this limited dining experience showcases a specially curated 10-course Kaiseki menu inspired by the philosophy of Japanese culinary tradition — where seasonality, craftsmanship, balance and ingredient purity come together in a refined progression of flavours. Crafted exclusively for the event, the menu highlights premium seasonal seafood sourced from Japan, transformed through meticulous technique and thoughtful presentation that reflect the elegance and restraint at the heart of authentic Kaiseki. 

Hosted within the intimate setting of YTSB – Yellow Tail Sushi Bar, guests will have the rare opportunity to experience Japanese tradition in its most immersive form, with only 9 seats available per round and direct proximity to the chef’s craftsmanship throughout the evening.

The Chef | Rooted in Tradition, Guided by Seasonality
Inspired by his father, who was a chef, Chef Mitsutaka Tsukihara developed a passion for cooking from an early age and continues to express his culinary philosophy through the values deeply rooted in Japanese food culture.

For A Rare Kaiseki Journey, Chef Tsukihara presents an authentic expression of Washoku — Japan’s traditional culinary philosophy that celebrates seasonality, balance, and respect for ingredients. Through this exclusive menu, he invites guests to experience the understated elegance of Kaiseki dining through thoughtful sequencing, delicate technique, and a genuine connection between food and season.

The Experience | Seasonal Japanese Craft in an Intimate Setting
Unlike conventional omakase experiences, Kaiseki unfolds as a curated sequence of courses where flavour, texture, temperature, and presentation evolve throughout the meal. Guests may also select an optional sake pairing, thoughtfully chosen to complement the menu and deepen the overall dining experience. Set within YTSB’s contemporary and intimate atmosphere, A Rare Kaiseki Journey offers a rare opportunity to experience traditional Japanese dining in the heart of Bangkok.

THE DETAILS
A Rare Kaiseki Journey by Chef Mitsutaka Tsukihara
31 July – 1 August 2026 | 6 PM & 8 PM
YTSB – Yellow Tail Sushi Bar, VIE Hotel Bangkok – MGallery Collection
10-Course Washoku Kaiseki Dinner | THB 2,900++ per person
10-Course Washoku Kaiseki Dinner with Sake Pairing | THB 3,900++ per person
Limited 9 seats per round > urlkub.co/V5lctW

About YTSB – Yellow Tail Sushi Bar
YTSB – Yellow Tail Sushi Bar offers artistic and superb omakase sessions, sashimi menu, and á la carte sushi. The Chef Takeovers are part of the restaurant’s ongoing efforts to introduce Bangkok to the best rising star sushi chefs in the world. YTSB – Yellow Tail Sushi Bar also hosts guided sake tastings and exclusive cooking workshops that delve into the art and enjoyment of Japanese cuisine. Under the direction of master sushi chefs, YTSB – Yellow Tail Sushi Bar  upholds the traditions of Japanese cuisine from the Edo era while infusing with creative contemporary flourish. The menu features fresh fish and ingredients imported from Japan, along with a wide selection of top sakes, including some rarely found brands. YTSB – Yellow Tail Sushi Bar is located on the 4th floor of YTSB – Yellow Tail Sushi Bar Building at VIE Hotel Bangkok—MGallery Collection, with onsite parking and 50m from BTS Ratchathewi.

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Bangkok, Thailand, June 24, 2026 / TRAVELINDEX / SKYVIEW Hotel Bangkok has officially opened Madura Rooftop Bangkok — a rooftop restaurant & bar inspired but the Bright Bold and Expressive Culture that is Miami’s Latin backbone on the 32nd where the bold flavours of Miami’s mixed Latin American culture are brought to the City of Angels above Sukhumvit. The venue celebrated its grand opening on Friday 19 June 2026, welcoming more than 200 guests from Bangkok’s hospitality, business, diplomatic, media, and social communities.

The launch welcomed an influential mix of guests including embassy representatives from Peru, Bahrain, and Japan, top F&B leaders, KOLs, influencers, nightlife personalities, and members of Bangkok’s leading lifestyle and hospitality media.

A Rooftop Where Fire Meets Rhythm
Madura is not defined by a single country or cuisine. Instead, it draws inspiration from the cultures, flavours, and spirit of Miami’s expressive culture, blending fire-driven cooking, handcrafted cocktails, music, and social energy into one immersive rooftop experience.

Perched above Sukhumvit Soi 24, Madura offers panoramic views of Bangkok alongside a menu built around open-fire cooking, fresh seafood, tacos, ceviches, premium meats, and tropical cocktails influenced by the drinking culture of Miami and the Americas.

The concept embraces the energy of movement and discovery. Guests are encouraged to explore the venue through its open kitchen pass, terrace bars, live cooking stations, and evolving atmosphere that naturally transitions from dining into nightlife.

A Grand Opening Filled with Flavour and Entertainment
Throughout the evening, guests enjoyed complimentary cocktails, wines, beers, and signature drinks created exclusively for the celebration, including Banana Fashioned, Spicy Guava Gimlet, Mango Menta, Tamarind Meets Mezcal, and Madura’s signature Margaritas.

A series of live culinary stations showcased the venue’s food philosophy, featuring Hamachi Tiradito, Grilled Octopus Tacos, Short Rib Tacos, Gambas al Ajillo, Charcoal-Grilled “Burnt Ends” Tomahawk, and fire-roasted vegetables inspired by Latin American cooking traditions.

Entertainment brought the rooftop to life with live DJs, percussionists, trumpet and saxophone performances, flamenco dancers, cocktail theatrics, and immersive performances designed to reflect the rhythm and energy that define the Madura experience.

Bringing a New Social Dining Experience to Bangkok
“Madura was created to capture the feeling, energy, and soul of Miami,” said Aaron Foster (Resolute Hotels & Resorts), the creative mind behind Madura’s concept and direction.

“We wanted to build a place where great food, amazing cocktails, music, and most importantly, people come together naturally. Inspired by Miami and its rich Latin American culture, Madura is designed to evolve throughout the evening; it should feel different to everyone – energetic, social, and alive.”

With its combination of elevated dining, handcrafted cocktails, live entertainment, and rooftop atmosphere, Madura introduces a fresh addition to Bangkok’s dining and nightlife landscape. From sunset cocktails & dining a curated Champagne and wine list, and late-night cocktails to special events and social gatherings, Madura invites guests to experience a different side of Bangkok from above.

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Bangkok, Thailand, June 24, 2026 / TRAVELINDEX / AirAsia MOVE (MOVE), one of Asia’s leading online travel agencies (OTAs), has signed a collaboration agreement with the Tourism Authority of Thailand (TAT) as a strategic partner to support TAT’s Amazing 5 Economy framework, especially the Platform Economy pillar, leveraging digital platforms to deliver seamless travel experiences and drive tourism growth.

The three-year strategic partnership will support Thailand’s tourism growth by combining AirAsia MOVE’s traveller insights and digital platform capabilities with TAT’s “Five Must Do in Thailand” campaign. Through joint marketing initiatives and co-branded campaigns, the collaboration aims to drive domestic and international travel, create economic opportunities across Thailand, and strengthen the country’s position as a leading global tourism destination.

Ms. Thapanee Kiatphaibool, Governor, Tourism Authority of Thailand, said, “This partnership with AirAsia MOVE marks another important step in advancing the Platform Economy, one of the five strategic pillars that TAT is leveraging to strengthen Thailand’s tourism industry alongside the Life Economy, Night Economy, Subculture Economy and Circular Economy. With a strong regional footprint, AirAsia MOVE is a strategic partner that can help seamlessly connect online and offline travel experiences and leverage data-driven insights to support tourism development in both major and secondary destinations. AirAsia MOVE’s commitment includes promoting travel to UNESCO Creative Cities and green destinations, which represent important directions for Thailand’s tourism future.”

Ms. Nadia Omer, Chief Executive Officer of AirAsia MOVE, said, “This partnership with the Tourism Authority of Thailand is a pivotal step in advancing regional travel. By actively supporting the ‘Platform Economy’ pillar of the Amazing 5 Economy framework, AirAsia MOVE is uniquely positioned to accelerate this growth. Over the next three years, we will leverage our expansive ecosystem and data-driven insights to transform traveller aspiration into action, directly funneling demand to local operators, empowering communities, and fostering sustainable economic growth across Thailand.”

Together, TAT and MOVE aim to unlock new opportunities for Thailand’s tourism ecosystem by leveraging technology, traveller intelligence and regional connectivity to deliver more seamless, meaningful and sustainable travel experiences for travellers around the world.

For the latest updates, follow @airasiamove on Instagram & TikTok. Download the app from the Apple App Store, Google Play Store and Huawei AppGallery for a smoother and enhanced travel booking experience.

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Paris, France, June 24, 2026 / TRAVELINDEX / With less than four years remaining in the 2030 Agenda for Sustainable Development, progress on the Sustainable Development Goals (SDGs) remains significantly off track: Only 16% of targets are projected to be achieved by the deadline. The vast majority of UN Member States remain committed to the framework, but a small number of countries, most notably the United States, have moved into active opposition to the paradigm of sustainable development and the multilateral institutions that underpin it. These are among the key findings of the 11th edition of the Sustainable Development Report (SDR), released today by the UN Sustainable Development Solutions Network (SDSN).

This year’s SDR calls for stronger SDG implementation and renewed global cooperation as the world enters the final years of the 2030 Agenda and begins laying the groundwork for a post-2030 framework. The report includes the SDG Index and Dashboards, ranking all UN Member States across the 17 SDGs, and the Index of Countries’ Support for UN-Based Multilateralism (UN-Mi), which tracks countries’ engagement with the UN system.

The report also features two new surveys: 1) The “SDSN Expert Survey on Government Efforts for the SDGs” and 2) a large-scale public survey spanning 127 countries on “SDG Challenges and Means for Implementation.” Together, they reveal broad public support for maintaining the SDG framework beyond 2030, while also exposing significant regional and country-level disparities in governance, policy effort, and implementation capacity. Across respondents, stronger mechanisms for financing, governance, and the use of science and data emerged as the top priorities for accelerating sustainable progress by 2030 and beyond.

“Support for sustainable development as the global paradigm remains strong throughout the world. Notable success stories have emerged across East and South Asia and in many other countries and regions. Sustainable development cannot be achieved amid ongoing conflict, making peace the top priority of our time,” said Professor Jeffrey D. Sachs, President of the SDSN and a lead author of the report. “As the 2030 landmark approaches, the next era of sustainable development must put the global emphasis on implementation and ensuring strong financing and effective governance at all levels.”

“The 2030 Agenda was always an ambitious undertaking, and today’s geopolitical headwinds are testing the resilience of the multilateral system,” said Dr. Guillaume Lafortune, Vice President of the SDSN and a lead author and coordinator of the report. “The moment calls for all countries to reaffirm the principles of the UN Charter, starting with Article 1, and to cooperate in building a credible global and regional security architecture. The next era of sustainable development must prioritize implementation through a reformed Global Financial Architecture, greater involvement of continental, regional, and local institutions, but also a central role for civil society and universities in driving accountability, innovation, and solutions on the ground.”

The report is available online from 22 June 2026 at 11:59 PM CET.

Citation Details: Sachs, J.D., Lafortune, G., Fuller, G., Iablonovski, G. (2026). Implementing Sustainable Development 2030 and Beyond. Sustainable Development Report 2026. Paris: SDSN, Dublin: Dublin University Press.

This year’s SDR highlights the following key findings:

1. Global commitment to the SDGs remains strong. A large majority of countries continue to support UN General Assembly (UNGA) resolutions referencing sustainable development, with more than 170 of the 193 UN Member States backing all of these resolutions in 2025. Argentina and the United States were the only countries to consistently vote against resolutions linked to the sustainable development framework.
2. East and South Asia outperform all other regions on SDG progress. East and South Asian countries have recorded the strongest SDG progress since 2015. Among major economies, India (+18) and China (+14) show the largest rank improvements. Finland leads this year’s SDG Index, followed by Sweden and Denmark. However, even these top performers face significant challenges on SDG 12 (Responsible Consumption and Production), SDG 13 (Climate Action), SDG 14 (Life Below Water), and SDG 15 (Life on Land), partly due to unsustainable consumption patterns and negative international spillover effects.
3. Goals related to cities, the environment, sustainable agri-food systems, and peace are particularly off-track. Among these, the most concerning are SDG 11 (Sustainable Cities and Communities), SDG 14 (Life Below Water), SDG 15 (Life on Land), and SDG 16 (Peace, Justice, and Strong Institutions). At the indicator level, the areas furthest from their targets include progress toward sustainable agriculture (SDG 2), the prevalence of obesity (SDG 3), as well as the timeliness of administrative proceedings, press freedom, and the Corruption Perceptions Index (SDG 16). In contrast, several indicators are progressing at the global level. These include rising mobile broadband subscriptions and internet use (SDG 9), declining adolescent fertility rates and HIV infections (SDG 3), and expanded electricity access (SDG 7).
4. Barbados ranks first in commitment to UN-based multilateralism, while the U.S. ranks last. Barbados ranks as the country most committed to UN-based multilateralism in the SDR’s 2026 Index of Countries’ Support to UN-based Multilateralism (UN-Mi), which assesses countries’ engagement with the UN system and their support for SDG 17 (Partnerships for the Goals) using six headline indicators. At the opposite end of the Index, the U.S. ranks last. This is highlighted in recent actions from the U.S. federal government, which withdrew from more than 60 international organizations in January 2026; voted with the international majority in only 5% of recorded UNGA votes in 2025; and formally opposes the SDGs, the 2030 Agenda, and the Paris Climate Agreement.
5. Strengthening implementation is the defining priority for the next era of sustainable development. In 2026, the SDSN surveyed its networks across 64 countries and the European Union, alongside over 1,000 respondents from 127 countries, to assess government efforts and barriers to SDG implementation. Respondents broadly support maintaining the SDG framework beyond 2030, pointing to financing, governance, and the use of science and data as the areas most in need of strengthening. Views on progress vary significantly by region, with East and South Asia reporting more optimistic assessments of national and local SDG performance.
6. Eight priorities for the next decades of sustainable development. The report identifies eight priorities to accelerate progress toward 2030 and beyond: (1) end ongoing wars and redirect military expenditures toward peace and human development; (2) establish an ambitious timeline for SDG implementation; (3) organize implementation around six major transformations; (4) adopt long-term investment plans to support these transformations; (5) strengthen continental, regional, and local cooperation and investment; (6) introduce new global taxes to finance global public goods; (7) develop global governance frameworks for AI, biotechnology, and other emerging technologies; and (8) establish new UN campuses in Asia, Africa, and Latin America.

Since 2016, the SDR has provided the most comprehensive data available to track and rank the performance of all UN Member States on the SDGs. This year’s edition draws on nearly 250,000 individual data points to produce more than 200 country and regional SDG profiles. The report was produced by a group of independent experts at the SDG Transformation Center, a flagship initiative of the SDSN.

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