Global Travel News

Bangkok, Thailand, July 3, 2026 / TRAVELINDEX / This July and August, Tsu Japanese Restaurant at JW Marriott Bangkok turns its attention to Tokushima Prefecture, showcasing the ingredients and regional specialties that define this remarkable corner of Japan.

Located on the eastern side of Japan’s Shikoku Island, Tokushima is celebrated for its pristine mountains, fertile farmland and abundant coastal waters. Framed by the Seto Inland Sea and the Pacific Ocean, the region is renowned for exceptional produce shaped by its rich natural environment and longstanding culinary traditions.

From 1 July to 31 August 2026, Japanese Executive Chef Atsushi Yoshida presents a special menu inspired by the culinary traditions of the region, bringing together regional ingredients and traditional recipes that offer guests an authentic taste of the prefecture.

Among the highlights is Sudachi Buri Sashimi and Usuzukuri, featuring premium Japanese yellowtail raised on a specialised diet incorporating the peel of Tokushima’s famous sudachi citrus. The result is a fish prized for its clean flavor and delicate texture. Guests can also enjoy Sudachi Buri Kabutoni, where the fish is gently simmered in sweet soy sauce with seasonal vegetables and aromatic ginger.

The selection also includes Tokushima Ramen, a comforting bowl of pork bone and dashi broth topped with sweet soy pork belly char siu, spring onions and egg. Another signature dish, Tai Meshi and Chazuke, showcases sea bream rice prepared in a traditional clay pot and served with sesame sauce and green tea. To conclude the experience, the Yuzu Trio celebrates one of Japan’s most beloved citrus fruits through sorbet, jelly and fresh yuzu juice.

Beyond its cuisine, Tokushima is home to some of Japan’s most remarkable cultural and natural attractions. The prefecture is the birthplace of Awa Odori, a vibrant dance festival with more than 400 years of history that fills the streets each August with music, movement and celebration. Visitors are also drawn to the dramatic Naruto Whirlpools, the remote beauty of Iya Valley, and the historic Shikoku Pilgrimage, which begins in Tokushima and connects 88 sacred temples across the island.

“Japanese cuisine is deeply connected to place, and each region has its own unique identity,” said Chef Atsushi Yoshida. “Through this promotion, we wanted to introduce guests to the ingredients and culinary traditions of Tokushima, from its exceptional seafood and citrus fruits to dishes that have been enjoyed locally for generations. It is an opportunity to experience a different side of Japan through its food.”

Combining authentic regional dishes with the refined hospitality of Tsu Japanese Restaurant, the Tokushima Prefecture promotion offers diners a rare opportunity to discover the tastes, traditions and stories of one of Japan’s most fascinating destinations without leaving Bangkok.

The Tokushima Prefecture promotion is available from 1 July to 31 August 2026 at Tsu Japanese Restaurant

Tsu Japanese Restaurant at JW Marriott Hotel Bangkok is open for lunch from 11.30 am – 2.30 pm (Monday – Friday) and from 11.30 am – 3.30 pm (Saturday – Sunday), and for dinner from 5.30 – 10.00 pm (daily).

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Bangkok, Thailand, July 2, 2026 / TRAVELINDEX / STEM Racing Thailand 2026 continues to strengthen its commitment to developing Thailand’s next generation of innovators through an intensive training program that equips students with the knowledge, practical experience, and future-ready skills needed for the upcoming STEM Racing Thailand National Finals 2026.

Recently held at Grand Richmond Hotel, Nonthaburi, the Training Program & Preparation Workshop brought together students from the Professional Class, Development Class, and Entry Class, representing educational institutions from across Thailand. The workshop forms an integral part of the competition’s development pathway, ensuring participants are fully prepared for the National Finals, which will take place later this year.

More than an engineering competition, STEM Racing embraces a multidisciplinary, project-based learning approach that encourages students to develop technical expertise alongside essential professional competencies. The training program was designed to strengthen participants’ capabilities not only in engineering and technology, but also in leadership, communication, branding, and teamwork—skills that are increasingly vital in today’s innovation-driven world.

The organizing committee was honored to welcome distinguished speakers and industry professionals, including Mr. Narathat Leerasettakorn, Executive of Work in Bangkok Co., Ltd., together with Ms. Nalinee Pongwiratchai and Mr. Rongpetch Noiphao, Executives of AEC Digital Services. They led two interactive sessions—the Brand Identity Workshop and the Digital Communication Workshop—sharing practical insights and real-world experience in branding, digital strategy, and effective communication.

Throughout the workshops, participants explored key concepts including team identity, brand positioning, creative communication strategies, sponsor pitching, and digital communication planning. The sessions demonstrated how successful STEM Racing teams combine engineering excellence with strong branding, professional presentation skills, and effective communication to maximize their competitive potential.

The event fostered an atmosphere of collaboration, creativity, and active knowledge exchange, reinforcing that success in STEM Racing extends well beyond engineering performance. Critical thinking, problem-solving, teamwork, leadership, communication, and the ability to build a distinctive team identity are equally important qualities that prepare students for national and international competitions, as well as future careers in STEM-related industries.

Participating institutions included:

• Rayong Technical College
• Rayong Industrial Estate Technical College
• Uttaradit Technical College
• Kabinburi Industrial and Community Education College
• Sarasas Witaed Bangbuathong School
• Saint Dominic School
• Potisarnpittayakorn School
• Panyapiwat Institute of Management Demonstration School
• Suankularb Wittayalai Nonthaburi School
• Nawamintrachinuthit Benjamarachalai School
• The Demonstration School of Silpakorn University (Secondary Education)
• Assumption College (Bangrak)

STEM Racing Thailand 2026 is part of one of the world’s leading STEM education initiatives, providing students with an immersive learning experience that integrates science, technology, engineering, and mathematics (STEM) with business, marketing, project management, innovation, and entrepreneurship. The program reflects the collaborative and interdisciplinary nature of today’s high-tech industries while preparing students to become the innovators and leaders of tomorrow.

The STEM Racing Thailand National Finals 2026 will be held from 29 October to 1 November 2026 at Grand Richmond Hotel, Nonthaburi. The competition aims to inspire and prepare Thai students to compete on the global stage while fostering a sustainable learning ecosystem that connects education, technology, innovation, and industry.

Through initiatives such as this intensive training program, STEM Racing Thailand continues to cultivate future-ready talent, empowering young people with the knowledge, skills, and confidence to drive innovation and contribute to Thailand’s long-term technological, economic, and sustainable national development.

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Bangkok, Thailand, July 02, 2026 / TRAVELINDEX / Mezzaluna by lebua, the two-MICHELIN-starred French fine dining destination led by Chef Ryuki Kawasaki, welcomes Chef Matthew Kammerer of The Harbor House Inn for an exclusive two-night culinary collaboration on 24 and 25 July 2026.

Titled “The Tide & The Tower,” the collaboration brings together two chefs from different culinary landscapes, united by a shared respect for ingredients, precision, craftsmanship, sustainability, and quiet refinement. Rather than presenting a conventional guest chef dinner, the experience is designed as a true creative exchange, where both chefs contribute their distinct perspectives to one cohesive tasting journey.

At Mezzaluna, Chef Ryuki Kawasaki is known for his refined French technique, Japanese sensibility, and deeply personal approach to ingredients. Chef Matthew Kammerer brings a philosophy shaped by nature, seasonality, sustainability, and a profound sense of place — values that define the experience at The Harbor House Inn, the acclaimed coastal destination in Elk, California, awarded Two MICHELIN Stars and a MICHELIN Green Star.

Across six courses, guests will experience a dialogue between two culinary worlds. The menu begins with Bonito Smoked with Calendula, Smoked Bone Soy, and Poached Okra, reflecting Chef Matthew Kammerer’s ingredient-driven approach and deep respect for Japanese culinary traditions.

Chef Ryuki follows with Abalone, Artichoke Barigoule, and Sansho, combining Japanese ingredients with classical French technique through refinement, acidity, and precision. Chef Matthew Kammerer’s Kuruma Ebi Warmed over Charcoal, Cranberry Bean Miso, and Shishito continues the theme of purity and restraint, using direct charcoal cooking to highlight the natural sweetness and character of the tiger prawn.

The journey continues with Kijihata, Iberico Ham, and Zucchini Flower, a course that expresses Mezzaluna’s balance of Japanese product, French technique, and layered umami.

One of the most meaningful moments of the evening is the collaborative beef course, featuring Niigata Murakami Wagyu Beef from Chef Ryuki’s hometown in Niigata, Japan. Exclusively served at Mezzaluna by lebua in Bangkok, this prized beef holds deep personal significance for Chef Ryuki and has become one of the restaurant’s most distinctive signature ingredients.

For the first time, Chef Ryuki invites another chef to reinterpret one of Mezzaluna’s signature ingredients. Chef Matthew will cook the beef in his own style, while Chef Ryuki creates the garnish and Chef Matthew prepares the sauce. This course represents the heart of the collaboration — not two chefs cooking side by side, but two perspectives meeting on one plate.

For this special collaboration, the beef is presented with Cypress Smoke and Unripe Blackberry Jus, bringing together Chef Ryuki’s personal connection to Niigata and Chef Matthew Kammerer’s instinct for nature-led expression. This course represents the heart of the collaboration — not simply two chefs cooking side by side, but two perspectives meeting through one deeply personal ingredient.

The menu concludes with Miyazaki Mango, Mexican Marigold, Timut Pepper, and Wild Stingless Bee Honey, a dessert that brings brightness, fragrance, and delicate complexity to the final moment of the evening.

To complete the experience, Mezzaluna will offer two pairing journeys designed to complement the menu with intention and balance.

The Non-Alcohol Pairing, crafted by Chef Ismael, presents a thoughtful sequence of distinctive flavor combinations created for each course. Designed with the same level of precision as the cuisine, the pairing offers guests an alternative journey that is expressive, refined, and deeply connected to the menu.

The 6 Glasses Pairing brings together sake and wine in a curated journey of balance between origin, craftsmanship, and emotion. Rather than a traditional wine pairing, the experience is designed as a dialogue between sake and wine, following the rhythm of the menu while reflecting Mezzaluna’s identity through a subtle Japanese touch.

Menu and Beverage Pairing

Bonito Smoked with Calendula, Smoked Bone Soy, Poached Okra
Noguchi Naohiko, Junmai Nama-Genshu 60%, Ishikawa 2024

Abalone, Artichoke Barigoule, Sansho
Domaine Ménard-Gaborit, Pour l’histoire, Loire Valley 2023

Kuruma Ebi Warmed over Charcoal, Cranberry Bean Miso, Shishito
Raen Fort Ross-Seaview Charles Ranch, Sonoma 2023

Kijihata, Iberico Ham, Zucchini Flower
La Pousse d’Or Volnay 1er Cru “Clos des la Bousse d’Or” Cuvée Amphore, Monopole, 2018

Niigata Murakami Wagyu Beef, Cypress Smoke, Unripe Blackberry Jus
Dominus Estate, Napa Valley 2015

Miyazaki Mango, Mexican Marigold, Timut Pepper, Wild Stingless Bee Honey
Jozan, Karakuchi, Cho | Junmai

Among the highlights is Noguchi Naohiko, Junmai Nama-Genshu 60%, Ishikawa 2024, created under the legacy of legendary Toji Naohiko Noguchi, who has dedicated more than seventy years to the craft of sake brewing. His philosophy — “Brewing sake means nurturing people” — reflects the human spirit behind the bottle, where skill, knowledge, and tradition are passed on through shared experience.

Another defining label is Dominus Estate, Napa Valley 2015, shaped by the vision of Christian Moueix, whose decades of winemaking experience across Bordeaux’s Right Bank and Napa Valley have made him one of the most respected figures in the world of wine. His philosophy centers on revealing the unique character of each vineyard, crafting wines defined by elegance, balance, and a profound sense of place.

Together, the cuisine and pairing experience invite guests into a journey where Japanese influence, French technique, American terroir, coastal craftsmanship, and the philosophy of modern luxury come together in harmony.

“The Tide & The Tower” will take place at Mezzaluna by lebua on 24 and 25 July 2026 for two nights only.

Event Details
Event: Mezzaluna by lebua x The Harbor House Inn – The Tide & The Tower
Dates: 24 and 25 July 2026
Venue: Mezzaluna by lebua, 65th Floor, The Dome at lebua, Bangkok
Experience: Six-course collaborative tasting menu
Menu Price: THB 12,000++ per person
6 Glasses Pairing: THB 8,000++ per person
Non-Alcohol Pairing: THB 3,500++ per person

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Abu Dhabi, UAE, July 02, 2026 / TRAVELINDEX / The UAE’s first national passenger rail service entered operation this morning as Etihad Rail welcomed its first paying passengers onboard the inaugural scheduled service from Fujairah to Abu Dhabi, marking a historic milestone in the country’s transport journey.

Departing Fujairah Station at 5:34am and arriving at Mohammed Bin Zayed City Station in Abu Dhabi at 7:19am, the inaugural service marked the beginning of scheduled passenger rail services in the UAE.

Customer demand has been strong since bookings opened, with more than 10,000 tickets sold ahead of the start of operations. A total of 6 passenger services will operate today as Etihad Rail begins the introductory operational phase of its national passenger network, offering customers a safe, reliable and comfortable new way to travel between Fujairah and Abu Dhabi.

Passengers travelling onboard Etihad Rail today benefitted from a modern travel experience, including guaranteed seating, onboard Wi-Fi, power outlets at every seat, generous luggage allowances and Premium Class services designed to deliver greater comfort and convenience.

To deliver a seamless end-to-end customer journey, Etihad Rail has also announced that it is working closely with the Integrated Transport Centre (Abu Dhabi Mobility) to integrate passenger rail with Abu Dhabi’s wider public transport network, enabling customers to connect easily with buses, taxis and other mobility services as part of a fully integrated mobility ecosystem.

Azza Alsuwaidi, Chief Operating Officer at Etihad Rail, said:

“Every great piece of national infrastructure has two beginnings: the day it is built, and the day people begin making it their own. Today, with the support and guidance of our wise leadership, we embark on that second beginning.

“The first departure from Fujairah this morning is the moment a national vision becomes part of everyday life, giving people a new way to connect with one another, with opportunity and with the places that make our country so unique.

“Years from now, today’s passengers will be able to say they were there at the very beginning.”

Dr. Abdulla Hamad AlGhfeli, Acting Director General of the Integrated Transport Centre, said:

“The journey doesn’t end when passengers step off the train. It continues all the way to their final destination.

“That is why our partnership with Etihad Rail is so important. Together, we have integrated passenger rail with Abu Dhabi’s wider public transport network, making it easier than ever for residents and visitors to continue their journeys using buses, taxis and other mobility services. Another important step towards delivering a smarter, more connected and more sustainable transport system that offers people greater choice while supporting Abu Dhabi’s long-term mobility vision.”

Customers can continue to book tickets through the Etihad Rail website and mobile application.

About Etihad Rail
Established in 2009, Etihad Rail is the developer and operator of the UAE’s National Rail Network. Spanning approximately 900 km, the network connects key cities, ports, and industrial hubs from Ghuwaifat to Fujairah on the eastern coast.

As part of the UAE’s ‘Projects of the 50’, Etihad Rail plays a central role in driving national economic diversification and sustainable development. Its integrated transport system enhances supply chain efficiency, reduces carbon emissions, and strengthens connectivity across the UAE and the wider region.

Etihad Rail’s network currently supports freight operations across 11 terminals and four major ports. Looking ahead, passenger services are set to launch from 2026, offering a modern, reliable and comfortable mode of travel. The service will connect 11 cities and regions across the UAE, with a network of stations designed to link key urban and economic centres, providing a seamless and efficient travel experience for commuters, business travellers, and families.

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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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