Global Travel News

Bangkok, Thailand, June 09, 2026 / TRAVELINDEX / The 2nd Global Economic Forum (GEF) Annual Meeting is officially set to convene from October 10th to 14th, 2026, at the premier Grande Centre Point Lumpini, Bangkok, Thailand. Under the core theme, “Shaping Resilient Economies, Advancing Sustainable Global Growth,” this landmark 5-day summit delivers a critical, high-yield advantage to the international financial elite arriving in Southeast Asia.

The Ultimate Bangkok Double-Header: Harnessing the “Olympic Event” of Global Finance

The GEF Annual Meeting 2026 is strategically positioned as the critical curtain-raiser just two days before the official launch of the prestigious Global Finance Forum week, which takes over Bangkok starting October 12th, 2026.

Widely regarded as the “Olympic event” of international development and finance, the mid-October assembly draws tens of thousands of global leaders to Thailand. For international delegates, central bankers, finance ministers, institutional investors, and global business leaders, GEF 2026 offers an unparalleled operational and networking window to maximize their presence in the capital.

Maximize Travel ROI: Arrive in Bangkok early to engage in targeted corporate, tech, and private-sector dialogues before the rigid, policy-heavy schedules of the broader ministerial assemblies begin.

The Power Framework (Oct 12–14): For delegates arriving for the start of the primary finance week, joining the GEF Masterclasses and Site Visits serves as the perfect high-level intelligence briefing. It allows attendees to preview regional market trends and solidify public-private partnerships just as the major global assemblies commence.

A Bridging Platform: While massive multilateral summits focus heavily on sovereign macroeconomic policy, GEF bridges the gap by connecting those high-level frameworks directly to corporate strategy, venture capital, technology, and actionable regional investment.

5 Days of Impact, Innovation, and Actionable Opportunities

The 5-day program seamlessly transitions from visionary cross-border dialogue to intensive, hands-on executive training.

Day 1 (10 Oct) | Forum Launch: Opening Ceremony, Plenary Sessions, Leadership Dialogues, structured Business Matching, a Networking Reception, and the prestigious Gala Dinner & Awards Ceremony.

Day 2 (11 Oct) | Broad Dialogue: Deep-dive Panel Discussions, Parallel Sessions, targeted Business Matching, and interactive Leadership Dialogues.

Days 3 to 5 (12–14 Oct) | 3-Day Intensive Masterclasses & Exclusive Site Visits: Transitioning into hands-on Executive Masterclasses across 8 Strategic Pillars, combined with onsite experiences, public-private engagement, and exclusive networking excursions, including an Innovation Visit to Thailand’s EEC (Eastern Economic Corridor).

Key Themes & High-Impact Topics

The forum’s structural framework will deeply explore cutting-edge regional and macroeconomic subjects across eight essential sectors.

Health, Wellness & Wellbeing (Asia and Global): The longevity economy, preventative healthcare tech, medical tourism hubs, and integrating traditional Eastern medicine with Western healthcare systems.

Tourism and Hospitality in Southeast Asia: Regenerative tourism, hyper-personalization via AI, luxury travel trends, and balancing cultural preservation with mass tourism.

Southeast Asia Investment and Global Capital: Navigating the “China+1” supply chain strategy, FDI inflows to ASEAN, venture capital trends, and green finance/ESG mandates.

Real Estate in Asia and Global: PropTech, blockchain integration, green building decarbonization, and affordable housing solutions.

Untouched Destinations in Asia and Global: Eco-tourism infrastructure, community-based tourism, and financing biodiversity conservation.

Smart Cities & Intelligent Infrastructure: Optimizing traffic and waste through AI-driven urban planning, integrating smart grids, and exploring Thailand’s EEC 2030 Investment & Innovation Hub.

AI & Future Education: Preparing Gen Z and Alpha for the AI economy, EdTech inclusivity in rural ASEAN, and ethical AI learning environments.

Global Trade, Geopolitics & Peace: Navigating de-globalization pressures, supply chain resilience, dealing with inflation, and defending against macroeconomic and cybersecurity threats.

An Exclusive Invitation to Global Stakeholders

The Global Economic Forum extends a formal invitation to leaders across all sectors and nations to join this high-level dialogue.

Heads of Government & State looking to align multilateral policies.
Public International Organizations & NGOs driving global developmental impact.
Banking & Finance Institutions shaping investment and next-generation fintech frameworks. Education Pioneers & Academics redesigning curricula for the future AI economy.
Global Business Leaders, Investors, & Young Business Leaders seeking high-profile joint ventures and cross-border commercial opportunities.

Step In. Take Your Place. Shape the Future.

Do not miss the opportunity to maximize your strategic reach during Bangkok’s most important economic week of the decade. Register your delegation, explore partnership opportunities, or request further booking details today. For inquiries, registration, and media credentials, contact the Secretariat directly.

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Rio de Janeiro, Brazil, June 08, 2026 / TRAVELINDEX / The International Air Transport Association (IATA) released its latest financial outlook for the global airline industry showing a halving of profitability as a result of war-related Middle East disruptions and high fuel prices. The regional landscape, however, is highly differentiated. At the geographic center of the Middle East war, airlines in the Middle East are expected to collectively fall into the red with weak demand and operational disruptions. All other regions are expected to deliver profits, but at reduced levels from previous projections. Highlights include:

• Airlines are expected to achieve a combined total net profit of $23.0 billion in 2026, which is roughly half the previously projected $41 billion. It is also roughly half the $45 billion net profit estimate for 2025.
• The net profit margin is expected to be 2.0% in 2026, roughly half the previously projected 3.9%. It is also less than half the 4.2% estimate for the 2025 net profit margin.
• Net profit per passenger transported is expected to be $4.50, half the $9.10 achieved in 2025.
• Operating profit in 2026 is expected to be $48.0 billion (down from $76.4 billion in 2025) for a net operating margin of 4.1% (down from 7.2% in 2025).
• Return on invested capital (ROIC) is expected to be 4.3% (down from 6.6% in 2025). This is below the 8.5% estimated weighted average cost of capital. The gap highlights again the structural weakness of the airline industry where profitability shocks quickly erode capital efficiency.
• Total industry revenues are expected to reach $1.165 trillion in 2026 (up 9.4% on the $1.065 trillion in 2025).
• The passenger load factor is forecast to continue to set record highs with airlines expected to fill 84.0% of all seats over the year. That is an improvement on 83.5% in 2025.
• Passenger numbers are expected to reach 5.1 billion in 2026 (up 2.4% on 2025).
• Cargo volumes are expected to reach 71.7 million tonnes in 2026 (up 0.2% on 2025).

“War-related disruptions in the Middle East and rising fuel costs have shifted the outlook for airlines to the worse. Globally, airlines are expected to see profitability halve compared to 2025. Profits will shrink from $45 billion in 2025 to $23 billion this year. And margins will shrink from 4.2% to 2.0%. All airline bottom lines are suffering from the rapid 70% rise in jet fuel prices. Some of the additional cost is being recuperated by adjusting prices and improving efficiency, but it will not be sufficient to maintain profitability at the previous year’s level. Smaller carriers that started the year with weak balance sheets are certainly struggling. At the regional level, all are in the black but with sharply reduced financial performance, with the exception of the Middle East. The Gulf carriers face operational uncertainty following a near complete shutdown of airspace at the outbreak of the war. These carriers are doing an amazing job maintaining connectivity, but major financial impacts are unavoidable,” said Willie Walsh, IATA’s Director General.

Even in the best of times, the airline industry as a whole suffers from low margins and returns below the cost of capital. The oil price shock has tested airline financial resilience as net margins have been squeezed to 2.0% globally.

“Airlines are bearing the brunt of the fuel price shock. While air fares are rising, airlines are still absorbing part of the hike in their bottom lines. Net profit per passenger is expected to fall to $4.50, half of what it was last year. Under the circumstances, that shows resilience. But it won’t even buy you a hot dog at most of the FIFA World Cup venues and it does not leave much of buffer should other costs or taxes start rising,” said Walsh.

Outlook Drivers

Overall revenues are expected to grow by 9.4% to $1.165 trillion. Revenue per available tonne kilometer (ATK) is expected to grow by 8.8%. Outside of the extraordinary period of the COVID recovery, an increase of this magnitude only occurred recently in 2008, when the jet fuel price rose by 40% year-on-year, and in 2010, following the 2009 global financial crisis and subsequent jump in the price of jet fuel.

Despite significant improvements, revenue growth is expected to lag operating expense growth of 13% to $1.117 trillion, halving industry-wide net profitability to $23.0 billion in 2026.

Major macro-economic factors impacting airlines are expected to deteriorate in 2026 with GDP growth reducing to 2.5% (from 3.4% in 2025), inflation rising to 5.0% (from 4.1% in 2025), and world trade growth falling to 1.9% (from 4.6% in 2025).

Revenue

– Passenger ticket revenues are expected to reach $839 billion in 2026 (+9.2% on $768 billion in 2025). Considering this outpaces expected demand growth of 2.1% (measured in RPK or revenue passenger kilometers), air fares are rising in efforts to recoup some of the costs of the oil price shock. Passenger ticket yields are expected to grow by 7% and load factors are expected to set a new record high of 84.0%.

– Ancillary and other revenues are projected to rise by 12.6%, reaching $165 billion. Rapid growth of ancillary revenue is largely reflecting airline strategies to maximize customer revenues in the face of the oil price shock. For the first time since 2019, ancillary revenues will be a larger revenue contributor than air cargo.

– Cargo revenue is forecast to reach $162 billion in 2026 (up 7.2% on $151 billion in 2025). With cargo growth measured in cargo tonne kilometers (CTK) expected to expand by just 0.7% in 2026 (and just 0.2% in terms actual cargo uplifted), revenue growth is primarily driven by airlines recouping the higher costs from the fuel price shock. Cargo yields are expected to grow by 6.5% in 2026 (after three consecutive years of decline).

Costs

– Fuel costs are expected to rise by nearly 40% from $252 billion in 2025 to $350 billion in 2026. This is based on an expected average price of crude oil at $95/barrel (Brent) for the year (up 37% from $69 in 2025). Jet fuel prices are expected to average $152/barrel for the year (up almost 70% on $90 in 2025). The crack spread (premium for jet fuel over Brent crude oil) is expected to average $57/barrel, an historic high.

Globally, airlines have hedged roughly one third of their expected fuel consumption for 2026, which helps smooth short-term cost volatility but does not eliminate exposure to sustained price increases. Furthermore, many airlines hedge against movement in crude oil prices, as this market is more liquid, which leaves them exposed to increases in the crack spread.

Total fuel consumption in 2026 is expected to remain unchanged from 2025, at 104 billion gallons. The rise in the price of jet fuel is therefore solely responsible for lifting the share of jet fuel in total operating expenses to 31.4% in 2026, up from 25.4% in 2025.

Airlines also bear the cost of compliance with the Carbon Offsetting and Reduction Scheme for International Aviation (CORSIA), estimated to be between $1.2-1.6 billion, to offset CO2 emissions in the 28.8 Mt-81.5 Mt range.

The additional cost of airline purchases of Sustainable Aviation Fuel (SAF) is expected to reach $4.3 billion in 2026 for an anticipated volume of 2.4 million tonnes of SAF being available (0.8% of total fuel consumption). This is slightly lower than previous estimates as the spread between jet fuel and SAF has dropped due to the appreciation of conventional fuel prices.

– Non-fuel costs are forecast to be $767 billion (+4.0% on $737 billion in 2025), of which labor costs are the largest component ($271 billion, +4.0% on 2025). The total labor force directly employed by airlines has reached 3.33 million (1.0% growth from 2025). Productivity per employee (measured in ATK/employee) has declined slightly (-0.4%) as airlines prioritize operational resilience in the face of disruptions, particularly in light of a larger share of newly recruited staff post-pandemic.

– The shortage of renewal aircraft also generates additional costs. Aircraft lease rates have risen to record levels, reflecting limited asset availability and strong demand from airlines seeking to expand or renew fleets. The older fleets that airlines are operating require more maintenance, raising costs in this area.

– A weaker US dollar further impacts the outlook. Last year, the US dollar depreciated by around 10% against most of its trading partners’ currencies, and this year it is likely to weaken by around 5% for the year (having lost approximately 2.5% by the end of April). At the margin, this is supportive of the global business cycle as well as of non-US dollar-based airlines. All invoices, notably fuel, and all debt denominated in US dollars become cheaper for airlines operating in currencies that have appreciated against the dollar.

Risks and Constraints

– Supply chain challenges continue. Despite a gradual recovery in deliveries, supply conditions remain structurally constrained. Aircraft production is increasing but not at a sufficient pace to close the gap created during the pandemic. Deliveries remain below pre-COVID peak levels and are therefore still unable to shrink the accumulated shortfall. At the same time, demand for new aircraft remains strong, with orders continuing to exceed deliveries. As a result, the backlog reached 18,100 in May 2026, up from 17,000 in 2024 – representing over 50% of the active fleet.

Airlines have so far been able to absorb a significant share of the missing capacity through a combination of operational and commercial adjustments. Airlines have extended the life of existing aircraft, increased daily utilization and operated at higher load factors, allowing them partially to offset the impact of delayed deliveries.

The shortage not only raises costs but also caps growth. Notably, the lack of new aircraft halted gains in fuel efficiency in 2024 and 2025 for the first time in history, eliminating the airline industry’s regular progress on reducing CO2 emissions. In the current environment, with additional geopolitical disruptions affecting global supply chains, the risk is that this imbalance becomes entrenched.

– Elections bring uncertainty to the macro-economic outlook. More than 40 countries are expected to hold (or have already held) national elections in 2026, representing over 1.5 billion people worldwide and making it another pivotal year for democracy across the globe. Among the most closely watched elections are the US midterm elections in November, Brazil’s general election in October and Israel’s legislative election in October. Election outcomes will determine responses to inflation, trade tensions, as well as fiscal and monetary policy and more, as the energy crisis is reshaping government priorities across the world.

– Stagflation, the combination of slow growth and high inflation, would test industry resilience, in particular the capability of travelers to pay higher fares for an extended period of time. IATA polling gives cause for near-term confidence with 49% of respondents indicating they expect to pay more for travel over the next 12 months than they did over the past 12 months (with 43% saying they expected to spend about the same). While 83% indicated that they were more cost conscious, a similar number (86%) also said that they expect the price for transport to rise and fall reflecting developments in the oil price.

– Infrastructure constraints continue to impact the industry with rising costs and limits on growth. With insufficient infrastructure capacity available to meet demand, the war in the Middle East has become a particular concern for airport slot allocation rules. Rules enabling flexibility to avoid penalizing airlines are needed when airspace or airport closures/restrictions have limited the ability to use allocated airport slots. Similarly, economic regulators must ensure that any reduction in demand due to the war and its impacts are met with efficiency gains instead of rate increases.

Regional Roundup

Africa
Africa’s hub carriers are seeing the strongest growth in traffic as it re-routes to avoid the Middle East. However, the region’s profitability is expected to weaken as a result of cost-side vulnerabilities, particularly regarding the supply and price of fuel. Combined with typically lower aircraft utilization and weaker balance sheets, these factors will cap the revenue upside from shifting traffic flows, resulting in a lower expected net profit margin in 2026.

Any gains are likely to be concentrated among the limited number of hub carriers with established connectivity linking Africa to Europe and Asia. Smaller and more fragmented operators are expected to bear the brunt of the challenging operating environment.

Structural constraints continue. Weak infrastructure, fragmented airspace, and limited cross-border coordination reduce network efficiency and raise operating costs. In addition, limited financial capacity and access to capital restrict fleet expansion and network development.

Asia Pacific
The Asia Pacific region relies heavily on crude oil imports from the Gulf and the lack of such supplies can cause more acute pressure on refineries and create jet fuel shortages as well as higher jet fuel prices than in other regions. This environment is already prompting capacity adjustments, and longer routings, caused by airspace restrictions, lead to increased fuel burn, tighter effective capacity, and higher unit costs.

Demand fundamentals remain supportive with both domestic and international passenger traffic continuing to grow. In fact, some Asia Pacific carriers are benefitting from shifting traffic flows linked to the Middle East conflict, particularly on Europe–Asia routes. Cost pressures are amplified by the depreciation of several Asian currencies, which raises the local currency cost of US dollar-denominated expenses, most notably fuel.

Disruptions at Middle Eastern hubs have created additional opportunities for Asia-based carriers to capture cargo traffic, particularly on Europe–Asia trade lanes. However, regulatory changes in Europe, including tighter customs requirements for low-value shipments, may weigh on e-commerce volumes. Overall, while cargo growth is likely to moderate, capacity constraints and rerouting effects should keep market conditions relatively tight.

Europe
Highly reliant on Gulf imports for jet fuel, Europe is facing significant cost pressure. While some of this is mitigated thanks to a pre-crisis hedging ratio of 70% of its fuel needs, higher costs will feed through as hedges roll off.

Europe has seen some traffic gains by providing direct connectivity between Europe and Asia, replacing some travel through Gulf hubs. However, parts of Europe are still suffering from airspace restrictions over Russia. Importantly, a weakening macro-economic backdrop, with slower growth and rising energy costs, is expected to weigh on household purchasing power.

European airlines operate with cost pressures from onerous regulations, including SAF mandates, as well as elevated airport and air navigation charges. Ongoing industrial actions in several markets contribute to operational disruption and limit flexibility. These factors suggest that Europe’s competitive position could weaken yet further, even once market conditions normalize.

Latin America
Latin America’s performance is influenced by the downward pressure on several of the region’s currencies resulting from the energy crisis.

Demand conditions in Latin America remain more sensitive than in other regions, reflecting lower income levels, and a lower share of business travel in total demand for air transport. Cargo markets may soften, particularly in export-oriented markets. Structural demand drivers remain in place, however, suggesting a gradual rather than an abrupt adjustment.

Latin American airlines typically operate with limited balance sheet flexibility and higher funding costs, which restrict their ability to absorb shocks or invest in fleet and network expansion. The EBIT to net margin ratio is about four times the global average underscoring this constraint which limits airlines’ capacity to respond dynamically to shifts in demand or cost conditions. The combination of these factors suggests that the region is likely to experience a more pronounced slowdown in growth, even if demand remains positive overall.

Middle East
Sitting at the center of the shock from the war in the Middle East, the region is expected to generate a net loss in 2026. Capacity reductions, flight cancellations, operational disruptions, and elevated fuel prices are all pushing up operating expenses. Meanwhile the loss of transfer traffic is weighing on load factors and raising unit costs.

Several structural features support resilience in the region. These include a more favorable tax environment, relatively secure access to fuel supply, and comparatively low financial leverage. Moreover, its geographic position, established infrastructure, and dense network underpin long-term success.

Cargo markets in the region are also under pressure. Disruptions have reduced effective capacity and triggered a reallocation of transit cargo traffic toward other regions, weighing on financial performance.

The immediate recovery path is likely to be driven more by pricing than by a rapid return of volumes. In the longer term, structural advantages should support a recovery in traffic, although potentially at lower margins, which could reshape the economics of the hub-based model.

North America
As North American airlines have largely moved away from fuel hedging, jet fuel cost increases are transmitted more directly and rapidly into the region’s airlines’ cost bases. This creates strong incentives for immediate pricing responses to cover rapidly rising costs.

Network carriers appear better positioned than low-cost operators to deal with domestic market softness. Low cost carriers are more exposed to domestic demand and typically lack a meaningful premium offering, limiting their ability to offset cost pressures through upselling and fare segmentation.

North American airlines have delivered strong profitability in recent years and are relatively isolated from the operational shocks in the Middle East. Financial leverage, however, is comparatively high, increasing sensitivity to cost shocks, even as operating performance remains solid. Additionally, labor costs are elevated following recent wage increases.

Overall, North America is likely to see a predominantly price-driven adjustment, with widening segmentation between resilient network carriers and more constrained low-cost operators.

The Traveler’s Viewpoint

Air travel continues to deliver exceptional value to consumers. While airfares have unavoidably risen in response to higher fuel prices, the average real return air fares (in US dollars, including ancillaries) are expected to be $462, which would be 26.3% lower than in 2016.

An IATA public opinion poll conducted in April 2026 (15 countries, 6,500 respondents who have taken at least one trip in the past year) revealed that 97% of travelers expressed satisfaction with their last travel experience. Moreover, 88% agreed that air travel makes their lives better, 79% agreed that air travel is good value for money, 81% said they have lots of choices when shopping for air travel, and 88% said they cared about their ability to fly in future.

Passengers are counting on a safe, sustainable, efficient, and profitable airline industry. The IATA public opinion polling demonstrated the important role that travelers see the airline industry playing:

• 89% agreed that air connectivity is critical to the economy
• 88% said that air travel has a positive impact on societies, and
• 83% said that the global air transport network is a key contributor to the UN Sustainable Development Goals (SDGs)
• 90% hope that future generations will be able to travel by air to experience even more of the world

The air transport industry is committed to its goal of achieving net zero carbon emissions by 2050. Travelers are expressing high levels of confidence in this endeavor with 80% agreeing that the industry is demonstrating commitment to work together to achieve its ambitious goal, 76% agreeing that aviation leaders are taking the climate challenge seriously and 78% saying that they believe we will be able to fly sustainably.

The survey also revealed that traveler confidence remains high even with a proliferation of conflicts, including war. Overall, 41% said they were planning to travel more in the coming 12 months than in the previous 12 months (with an additional 52% indicating plans to travel at the same level). Some 91% said that flying is safe, with 85% saying it is safer today than ever. Travelers want to be informed with 86% saying they check government travel advisories when booking, 84% saying they are researching more before travel, 81% indicating that they are concerned about disruptions due to geopolitical conflict, and 71% saying they are booking closer to the date of travel to avoid surprises. Nonetheless, 68% indicated that they have not changed their travel habits at all.

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Rio de Janeiro, Brazil, June 08, 2026 / TRAVELINDEX / The International Air Transport Association (IATA) announced that Xiamen Airlines will host the 83rd IATA Annual General Meeting (AGM) and World Air Transport Summit (WATS) in Xiamen, China, from 30 May to 1 June 2027.

“We are excited to bring the 83rd IATA AGM to China, hosted by Xiamen Airlines. China is a major player in the aviation industry. China’s airlines are among the top airlines by passenger traffic in the world. And the country is at the forefront of how technology and digitalization can be deployed to improve efficiency. Hosting the AGM in China will allow the leaders of the global aviation industry to witness first-hand the impressive development of the China market,” said Willie Walsh, IATA’s Director General.

“Xiamen Airlines is proud to host the IATA AGM and to welcome our industry colleagues to our home base of Xiamen. China is a vast and culturally diverse country, with many dynamic cities and regions beyond its best-known gateways. Located on China’s southeast coast, Xiamen is an historical port and interface for commerce between China and the rest of the world,” said Zhao Dong, Chairman of Xiamen Airlines.

“The opening of Xiang’an International Airport later this year demonstrates how Xiamen is growing its importance as a transportation and business hub. AGM guests can look forward to discovering the rich culture, warm hospitality, coastal beauty, and a relaxed lifestyle that create the distinctive spirit and vitality of Xiamen,” said Xie Bing, CEO & President of Xiamen Airlines.

The decision to host the 83rd IATA AGM in China was made at the 82nd IATA AGM in Rio de Janeiro. This is the third time China will host the global gathering of aviation’s top leaders, and the first time it will be held in Xiamen. The AGM was previously held in Shanghai (2002) and Beijing (2012).

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Manila, Philippines, June 08, 2026 / TRAVELINDEX / The Department of Social Welfare and Development’s (DSWD) supervised agency, the National Commission of Senior Citizens (NCSC) presented a proposed framework to improve the condition and aging population in the Association of Southeast Asian Nations (ASEAN) region.

At the last day of ASEAN High-Level Forum on Unlocking the Silver Economy on Thursday (June 4), NCSC Commissioner Camilo Gudmalin discussed how the ASEAN Framework on Unlocking the Silver Economy can help address the challenges of seeing ageing as a vulnerability and turning it into a longevity asset by ensuring that older persons will be able to continue to productively contribute towards socio-economic development.

The two-day forum is conducted by the DSWD in partnership with the United Nations Population Fund (UNFPA), the United Nations Economic and Social Commission for Asia and the Pacific (UNESCAP), and the Economic Research Institute for ASEAN and East Asia (ERIA).

“The ASEAN Framework on Unlocking the Silver Economy transforms ageing from a welfare problem into an economic and social opportunity. Anchored on a vision of security, dignity, and purpose, guided by principles of equity, inclusion, and innovation, it delivers through six pillars,” Commissioner Gudmalin explained.

The NCSC Commissioner said that the six pillars are represented by the acronym S.I.L.V.E.R, which stands for: Social protection and income security; Integrated health and care systems; Lifelong learning and productive engagement; Value creation and silver industries; Enabling age-friendly communities; and Regional cooperation.

“By 2035, this Framework promises no older person in poverty, ageing in place with dignity, productive engagement across the lifespan, ASEAN global leadership in longevity, and intergenerational solidarity,” Commissioner Gudmalin pointed out.

To ensure that the pillars will be effectively implemented in the ASEAN region, the NCSC Commissioner designed a “realistic, but ambitious” three-phase implementation approach.

For Phase 1, which is Foundation Building, Commissioner Gudmalin said that the phase will start in 2026 until 2028. “We assess the national aging situation. We build data systems. We run pilot age-friendly communities, and we train caregivers,” the NCSC noted.

Phase 2 of the implementation entails system strengthening that will run from 2028 to 2031. “We scale long-term care systems. We certify care workers. We expand health financing. We build age-friendly infrastructures,” Commissioner Gudmalin said for the second phase.

Phase 3 focuses on innovation and integration which will happen from 2031 to 2035. “We launch ASEAN-wide Age Tech ecosystems. We enable cross-border silver investments. We fully integrate ageing into ASEAN development planning. This is not a dream. This is a roadmap,” NCSC Commissioner Gudmalin added.

To monitor the implementation of the framework, the ASEAN will develop a regional dashboard on ageing, a biennial progress reporting mechanism, and a scorecard that tracks pensions, care access, digital inclusion, employment, gender equity, and disability inclusion.

Once the draft framework is refined and a concurrence from the ASEAN Senior Officials Meeting on Social Welfare and Development (SOMSWD) is secured, it will be submitted for further deliberation, refinement, and consensus-building among ASEAN Member States before its full adoption.

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Rio de Janeiro, Brazil, June 08, 2026 / TRAVELINDEX / The International Air Transport Association (IATA) announced that Roberto Alvo, CEO of LATAM Airlines Group, has taken up duties as Chair of the IATA Board of Directors. His one-year term began at the conclusion of the 82nd IATA Annual General Meeting in Rio de Janeiro, Brazil, on 8 June 2026.

Alvo is the 84th Chair of the IATA Board of Directors on which he has served since 2020. Alvo succeeds Luis Gallego, CEO of International Airlines Group (IAG). Gallego will continue to serve on the Board.

“Aviation is at a defining moment, with an increasingly important role in connecting people, enabling trade, and supporting economic development around the world. Chairing the IATA Board of Directors at this time is a responsibility I take with great commitment. As we navigate a more complex environment, our industry must continue working together to strengthen safety, improve efficiency, advance sustainability, and unlock the benefits of connectivity for more people and communities. I look forward to working with IATA’s members, governments, and industry partners to help ensure aviation remains a force for opportunity, resilience, and growth,” said Roberto Alvo, CEO of LATAM Airlines Group.

Alvo has over 25 years of experience in the aviation industry. He joined LAN Airlines (now LATAM Airlines Group) in 2001 and held several leadership positions across finance, commercial, and strategic functions before being appointed CEO in 2020. Shortly after becoming CEO, Alvo led LATAM through its Chapter 11 restructuring process and the challenges of the COVID-19 pandemic, overseeing the group’s successful transformation and emergence in 2022.

Under Alvo’s leadership, LATAM has strengthened its position as the leading airline group in Latin America, expanding connectivity across the region and to international markets, advancing its sustainability agenda, and delivering strong operational and financial performance. Today, LATAM serves more than 161 destinations in 27 countries and plays a key role in connecting South America within the region and with the world.

“Luis Gallego has been a diligent and tireless Chair of the IATA Board of Directors, particularly as we worked through the complex issues of modernizing IATA’s governance. I thank him personally for his great support. The Board will be in very safe hands as its leadership passes to Roberto Alvo. Having guided LATAM Airlines Group through significant challenges to record profits, he has the experience we need to help IATA meet members’ needs during challenging times. We have already seen an example of his support for IATA’s work in generously hosting and presiding over a successful AGM in Rio de Janeiro,” said Willie Walsh, IATA’s Director General.

Chair Elect and Board Appointments

IATA announced Mehmet Tevfik Nane, Chairperson of the Board of Directors, Pegasus Airlines, to serve as Chair of the Board of Directors from June 2027, following Alvo’s term. IATA also published the full list of its 32 Board members.

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Da Nang, Vietnam, June 7, 2026 / TRAVELINDEX / From self-care to social-connection, TIA Wellness Resort in Vietnam is launching new social wellness experiences that bring guests together for healing and support. From a ‘Release and Renewal Fire Ceremony’ to ‘Sound and Stillness – A Collective Resonance Ritual’, TIA is creating spaces for connection that move beyond group classes.

A 2025 report from the World Health Organization’s Commission on Social Connection highlighted how widespread and serious social isolation and loneliness is within society. The landmark report calls on all sectors to treat social health with the same level of importance as we do mental and physical health.

“Our social wellness activities provide a container for people to gather, reflect and release,” explained Ramon Imper, general manager of TIA Wellness Resort. “The experiences may be rooted in inner reflection, but going through the process with others, and under the guidance of a facilitator provides a higher level of support and a feeling of community.”

Held each week on Friday at 6pm, the 30-minute Release and Renewal Fire Ceremony invites guests to pause, reflect, and take part in a symbolic ritual of release. Guests think about what they are ready to release — any thoughts, emotions, or patterns that feel heavy or no longer serve them. They write them down and then place the paper into the fire, symbolically letting go. After that guests are invited to set a personal intention — something they wish to welcome, cultivate, or create in their lives. This intention is written down and also put in the fire, as guests engage in a ritual of transformation.

“The fire serves as a visual and energetic focal point, supporting a sense of closure, clarity, and forward movement,” said Ramon. “This shared yet deeply personal experience fosters emotional release, intention setting, and a renewed sense of lightness, allowing guests to move through their TIA journey with greater awareness and presence.”

Sound and Stillness – A Collective Resonance Ritual is a sensory-based experience that takes place in the garden of the Wellness Center. Fragrant rosewood, dense mangroves, towering ferns, taro, and vibrant parakeet flowers grow in abundance within the tropical garden. Nature is the backdrop for an immersive soundscape where wind chimes, singing bowls, and simple instruments are arranged to create sound stations. In the 30-minute session, held each Wednesday at 5pm, guests are first guided to pause, breathe, and settle into the moment, before choosing an intention or feeling that they wish to cultivate. They are then invited to play an instrument, allowing the sound and vibration to carry their intention into the shared space.

“The key is minimal structure, no performance, no group timing — just a flowing, meditative soundscape created by guests,” added Ramon. “Studies have shown that sound healing helps reduce stress, tension and anxiety while improving spiritual wellbeing.”

“We created these rituals in response to a growing need from our guests for acts of self-care that brought them together with others,” said Ramon.

Eschewing quick fixes for long term change, over the last few years TIA has added more services that support guests once they leave the resort. In 2025 they launched WELL with TIA, a wellbeing YouTube channel with yoga, breathwork, and HIIT classes for use at home.

The team have now also launched ‘Letters to Your Future Self,’ where guests come together to reflect and write a personal letter to themselves during their stay at TIA. The practice encourages guests to capture how they feel, what they are releasing, and what they wish to carry forward. During the half hour session, held each Sunday at 5pm, guests can come and go as they finish their reflection. Each letter is then collected and mailed to the guest after departure.

“This serves as a meaningful reminder of their time at TIA and the intentions they set for themselves,” said Ramon. “This act creates a lasting emotional connection that extends the wellness journey beyond the stay.”

The Release and Renewal Fire Ceremony, Sound and Stillness – A Collective Resonance Ritual, and Letters to Your Future Self are complimentary activities that have been added to the resort’s comprehensive activity schedule which includes creativity classes, HITT, yoga, and breathwork sessions.

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Tunis, Tunisia, June 06, 2026 / TRAVELINDEX / Tunisia has taken a significant step forward in its journey towards a more sustainable, competitive and internationally visible tourism model with the successful launch of Sustainable Tunisia | Human First, a national initiative designed to align the country’s tourism sector with internationally recognised standards of sustainability, quality and certification.

Held in Tunis under the aegis of the Ministry of Tourism and Handicrafts, with the participation of the Tunisian National Tourist Office (ONTT), the Global Sustainable Tourism Council (GSTC), professional federations – FTH, FTAV, FI2T and FTRT – and leading tourism stakeholders, the event marked a first successful milestone in a broader process aimed at moving Tunisia from ambition to structured action.

More than a workshop, Sustainable Tunisia | Human First opened a new national conversation around the future of Tunisian tourism – one that places people, territories, heritage, hospitality, quality and measurable sustainability at the heart of the destination’s development strategy.

The presence of Mr Randy Durband, CEO of the Global Sustainable Tourism Council, gave the initiative a strong international dimension. In his keynote address, dedicated to standards, measurement and verification, Mr Durband underlined the importance of credible frameworks, transparent progress and internationally recognised pathways for destinations seeking to strengthen their sustainable tourism performance.

His intervention came at a strategic moment for Tunisia, as the country seeks to build on its long-standing tourism assets while preparing for a more diversified, resilient and future-oriented model. From its Mediterranean coastline to its oases, medinas, rural regions, craft traditions, gastronomy and hospitality culture, Tunisia has the foundations to become a leading destination for meaningful and responsible travel in the Mediterranean region.

The initiative also reflected the strong will of the Tunisian Ministry of Tourism to support a transition that is both realistic and ambitious. By encouraging dialogue between public institutions, private operators, professional federations, training bodies, destinations and international partners, the workshop helped lay the groundwork for a coordinated national roadmap.

A key moment of the process was the signing of a Memorandum of Understanding between GSTC and Tunisian tourism authorities, confirming a shared commitment to cooperation, capacity building, awareness, stakeholder mobilisation and progressive alignment with international sustainability standards. This institutional step is expected to support Tunisia in structuring its future work around training, pilot destinations, self-assessment, gap analysis and preparation for certification pathways through GSTC-accredited certification bodies.

The workshop also highlighted the role of market expectations and international visibility. A conversation with Danielle D’Silva, Director of Sustainability at Booking[dot]com, brought a global market perspective to the discussion, showing how traveller expectations are evolving towards greater transparency, credible sustainability information and recognised third-party certification.

For Tunisia, this represents a clear opportunity. Sustainable tourism is no longer only a matter of environmental responsibility. It is increasingly linked to competitiveness, market access, visitor trust, regional development, employability and the ability of destinations to communicate with evidence rather than slogans.

Initiated and accompanied by TOURISMAG[dot]com, the initiative reflects a long-term commitment to positioning Tunisia as a destination capable of combining authenticity with international credibility. Since its creation, TOURISMAG has worked to promote destinations, tourism professionals and emerging travel trends across Africa, the Middle East and the Mediterranean. Through Sustainable Tunisia | Human First, the platform is now contributing to a structured national effort to connect local initiatives with global standards.

Donia Hamouda, Founder and Editor-in-Chief of Tourismag, Founder of KYNTIS Training & Incentive Solutions, and Initiator and Coordinator of the Sustainable Tunisia | Human First process, GSTC Liaison for Tunisia, stated:

“Tunisia does not start from scratch. Across the country, many initiatives already exist – led by institutions, professionals, technical and cooperation partners, women entrepreneurs, young people, local communities, guesthouse owners, hoteliers, guides, artisans and regional actors. What we need now is to connect these efforts, structure them, measure progress and give them stronger international visibility. Sustainable Tunisia | Human First is the beginning of that process.”

The first phase of the initiative aims to build momentum around a practical and progressive pathway. The expected next steps include the identification of pilot destinations, the mobilisation of public and private stakeholders, capacity building for tourism professionals, baseline diagnostics, gap analysis and the development of territorial roadmaps adapted to Tunisia’s realities.

Tunisia’s strength lies in the diversity of its territories. Tunis, Djerba and Dahar offer a powerful starting point for this new chapter: the capital with its historic medina and creative energy; Djerba, recognised by UNESCO for its unique island settlement model; and Dahar, recently included in the UNESCO Global Geoparks network, where geology, memory, ksour, troglodyte heritage and local communities come together in a remarkable landscape.

These destinations can become living laboratories for a model that may later be adapted and replicated across other regions of Tunisia. With nine UNESCO World Heritage properties, a rich intangible heritage and a culinary culture shaped by ancestral recipes, women’s know-how, local products and the emotion of shared hospitality, Tunisia has the ability to tell a different story — one where sustainability is not imported, but rooted in the land, the people and the memory of the country.

As Tunis prepares to shine as Capital of Arab Tourism 2027, Sustainable Tunisia | Human First sends a strong signal: Tunisia is ready to enter a new chapter of tourism development, one that values its people, protects its heritage, strengthens its regions and speaks to international markets with confidence and proof.

The event confirmed that sustainability and quality are no longer separate agendas. They are part of the same future. A destination that supports its communities, preserves its culture, manages its resources and measures its progress is a destination that becomes stronger, more attractive and more resilient.

Sustainable Tunisia | Human First is not an end point. It is a beginning. A first successful step towards a more structured, inclusive and internationally aligned tourism future for Tunisia.

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Paris, France, June 06, 2026 / TRAVELINDEX / Professor Geoffrey Lipman delivers keynote address to Caribbean Chamber of Commerce in Europe, warning that global sustainability frameworks are failing – urging a generational reset.

Speaking on World Environment Day at a UNESCO seminar hosted by the Caribbean Chamber of Commerce in Europe (CCCE), Professor Geoffrey Lipman, President of SUNx Malta and former President of the World Travel & Tourism Council (WTTC), and Assistant Secretary General, UNWTO, delivered a stark warning to the global tourism community: the sustainability frameworks underpinning the sector are failing, and a radical shift in thinking is urgently needed.

Drawing on six decades of experience in sustainable tourism, including senior roles at IATA, UNWTO and WTTC, Professor Lipman told delegates that the three pillars of the global green order are in crisis. SDG targets are forecast to be missed by 80%, the Montreal-Kunming Biodiversity framework faces equivalent gaps in funding and legal architecture, and the existential Paris 1.5°C climate pathway is “dying” as greenhouse gas emissions continue to rise year on year.

He called on the sector to rethink hollow declarations and embrace what he termed “Carney-world new realism” – a reference to Canadian Prime Minister Mark Carney’s call at Davos for a pragmatic reassessment of the post-war international order.

“Our global sustainability model is becoming unsustainable,” Professor Lipman said. “We are re-arranging the policy deckchairs on the Titanic, summit after summit, while falling short on 80% of our own self-declared targets.”

Against this backdrop, SUNx Malta announced two significant programme expansions. The organisation’s flagship ‘Education to Action – A Plan For Our Kids‘ initiative – encompassing a postgraduate Climate Friendly Travel Diploma with over 150 graduates, 40 grassroots CFT Chapters across Small Island and Developing States, and a CFT Registry of more than 1,000 enrolled companies – will be complemented next month by a second foundation, SxBGI (SUNx BestStar Global Institute), established at the Hub for Humanity in The Hague in partnership with BestStar Holding Group, a major multi-sector development platform focussed on practical humanitarian solutions, led by Dr Arthur Eilers.

SxBGI will support climate-focused start-ups, new technologies and community projects, and will anchor a CFT Humanitarian Study Group taking families to visit Climate Friendly Travel destinations across the Global South. The programme will also expand the Dodo4Kids campaign – which uses books, cartoons and games to teach children about climate and environmental threats – following a recent launch in Malta that sent 1,000 books to children in Ukraine with the backing of the Deputy Prime Minister of Malta and the Secretary General of UN Tourism.

Professor Lipman closed with a challenge to his own generation: “Maybe we can recognise the New Reality – but it will be our kids and grandkids who master it. Our job is to start right now and genuinely help them on the path.”

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Dili, Timor-Leste, June 06, 2026 / TRAVELINDEX / The Ministry of Tourism has launched the Timor-Leste Tourism Ambassador Programme, a certified training initiative aimed at strengthening customer service, professionalism, and destination knowledge across the tourism and hospitality sectors. The programme supports frontline workers in the public and private sectors to better represent Timor-Leste and deliver quality visitor experiences.

The programme responds to the need for stronger hospitality skills and a wider understanding of tourism’s growing importance to Timor-Leste’s economy. It provides practical training in customer care, communication, professionalism, teamwork, and knowledge of Timor-Leste’s heritage, culture, and attractions.

This one-day training programme commenced on June 1st and 2nd at the Dili Convention Centre, with 59 participants taking part. Additional training sessions are planned from July to September 2026, with around 300 participants targeted for training during the next phase.

The programme was developed by the Ministry of Tourism and is delivered by experienced trainers from Pro-Ema Restaurant School in Dili under the Ministry’s guidance and oversight. Registration for the programme is free of charge, and all direct participation costs, including training materials, are covered by the Ministry.

“The Tourism Service Ambassador Programme forms part of the Ministry of Tourism’s broader training plan to strengthen technical skills and customer service capability across the tourism sector,” commented Antonio da Silva, Director General of Tourism. “By investing in people who represent Timor-Leste every day, the Ministry aims to elevate service quality, enhance the visitor experience, and support the sustainable growth of tourism as a national priority.”

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Bangkok, Thailand, June 06, 2026 / TRAVELINDEX / As Thailand’s specialty coffee scene and café culture continue to thrive, MILKLAB, Australia’s leading barista-crafted plant-based milk brand, is redefining the coffee experience through a uniquely Thai cultural lens.

In an exclusive lifestyle-led activation, MILKLAB invited media and content creators to experience Bangkok’s evolving café culture aboard a floating coffee journey through the charming canals of Khlong Lat Mayom Floating Market in Thonburi.

Located on the outskirts of Bangkok, Khlong Lat Mayom Floating Market stands out for its authentic local charm and vibrant community spirit, offering visitors a genuine glimpse into Thailand’s traditional riverside way of life.

Thailand’s floating markets have long reflected the country’s historic way of life, where canals once served as the heart of transportation, trade, and community connection. Wooden boats drifting along the waterways, local delicacies, and the relaxed rhythm of canal-side living continue to captivate both international visitors and urban locals alike.

Set against the backdrop of riverside communities and traditional canal-side living, two signature barista-crafted specialty coffees — Honey Oat Lychee and Coconut Pistachio Latte — blended with MILKLAB by Mikael Jasin, 2024 World Barista Champion and MILKLAB Global Brand Ambassador, are served amid a unique convergence of heritage, lifestyle, and modern café culture.

Thailand remains one of MILKLAB’s key strategic markets, particularly Bangkok — a city celebrated for its dynamic blend of culture, creativity, and vibrant café communities. Driven by the rapid growth of specialty coffee, plant-based beverages, and health-conscious lifestyles among younger consumers, the brand continues to invest in experiences that authentically connect with modern café culture while strengthening its ambition to become Thailand’s leading premium plant-based milk brand.

Under the philosophy “Made with Baristas. Made for You.”, MILKLAB is crafted specifically for baristas to elevate the taste and texture of coffee and contemporary beverages. Known for its creamy mouthfeel and superior steaming performance, the brand has become a favorite among baristas and specialty cafés in more than 20 countries worldwide. Its premium range includes almond, oat, soy, macadamia, and coconut milk — all designed to complement and enhance modern coffee experiences.

MILKLAB believes that today’s consumers are seeking far more than just a favorite cup of coffee, Thai tea, or matcha. They are searching for lifestyle spaces — places to work, unwind, connect, community and experience culture. The floating coffee experience embodies this perspective: cafés are no longer simply beverage destinations, but cultural spaces that bring people together while shaping the identity of modern urban lifestyles.

As café culture continues to evolve in Thailand, MILKLAB aims to become part of the country’s broader coffee movement — not only by building brand awareness, but by creating meaningful experiences, fostering communities, and supporting barista networks that connect people through coffee culture.

MILKLAB products are available in Thailand via the Aroma Shop and Coffee 2U LINE Official Accounts, the Coffee 2U application, Gourmet Market, and Villa Market.

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