During the transition, it will be necessary for the airline to temporarily suspend certain customer facing technology.  This includes Cathay Pacific’s Web site, www.cathaypacific.com, and its mobile sites.

The airline’s flight schedule over the weekend, however, will be unaffected by the changeover.

Cathay Pacific Chief Operating Officer Ivan Chu said: “Our current system has served us well. However, just as we upgrade the products and services our customers can see and touch, we must also update our technology behind the scenes so that we can support the continued growth of our airline and the expanding expectations of our customers.”

The new Altéa reservation and inventory system is provided by Amadeus, the same reservations system used by the majority of oneworld alliance carriers.  Cathay Pacific is a founding member of oneworld.

Mr Chu continued: “Preparations for this change began several years back as it is quite a massive undertaking.  For example, as just one part of the process during the cutover, we will migrate more than 1 million passenger bookings between systems.  Unfortunately, as we modify the reservations system and more than 40 down line systems, we’re forced to temporarily suspend some of the conveniences that our customers appreciate and count on.  We appreciate their understanding and patience for these necessary measures.”

The Cathay Pacific Web site will be taken offline worldwide at approximately 3 pm Hong Kong time on Saturday, 11 February.  Functionality will be brought back online in stages throughout the day on Sunday, 12 February.  The majority of the site will be available by 8 pm on Sunday Hong Kong time.

Online check in and self-service kiosks at airports will also be unavailable throughout much of the weekend.  Additional information on which services will be unavailable along with potential alternatives is provided on the attached “appendix.”

Cathay Pacific will be unable to sell or modify Cathay Pacific tickets from approximately 3 pm Hong Kong time on Saturday, 11 February, until the system comes back online Sunday, 12 February.  Travel agents will be able to put new reservations on request, but those bookings will not be confirmed until the system resumes service.  Accordingly, passengers needing to buy or change tickets or make special requests for travel on 11 or 12 February are encouraged to do so prior to that weekend.

Cathay Pacific plans to operate its normal flight schedule on the 11 and 12 February as the upgrade does not impact aircraft systems.  As Cathay Pacific has always suggested, it will be necessary for passengers travelling on electronic tickets to bring a copy of their eTickets to the airport.  While no expanded queuing is expected, passengers may wish to arrive at the airport earlier than normal.

In the week following the transition, Cathay Pacific’s worldwide call centres may experience higher than normal call volumes.  Should that be the case, the airline will do all possible to minimise inconvenience and passengers’ patience is appreciated.

Leading up to the transition, passengers are encouraged to visit Cathay Pacific’s Web site at www.cathaypacific.com for more details.  During the cutover weekend, passengers may visit Cathay Pacific’s Facebook (www.facebook.com/cathaypacific) and Twitter (www.twitter.com/cathaypacific) pages for updated information including flight status.

Entrants were asked to nominate the three things they love most about Australia in a bid to win a share of $5,500 of Sunlover Holidays travel vouchers. While beaches and barbeques were highly prevalent amongst the 1800+ answers received, a significant number of respondents also highlighted Australia’s cultural diversity, laid back lifestyle and freedom as things they valued.

According to Travelworld’s Marketing Manager, Rashelle Toms, the results reaffirmed that we see Australia as a great place to live and visit.

“One entry proudly summed it up: ‘we live where everyone wants to holiday’,” said Ms Toms.

“We tend to take the ‘beaches’, ‘barbeques’ and ‘mateship’ for granted, but to see people nominating ‘freedom of speech’, ‘multiculturalism’, ‘equality’ and how we ‘rally together’ showed we value some of the more inclusive aspects of our national identity.

“We’re also equally proud of our adaptability, our Aussie humour and slang, our accepting attitudes, and in our ability to pitch in to help others in times of need.”

Not surprisingly, travel responses featured heavily in the reasons why we love our country, with clean sand, coastline and bush all being nominated, as well as iconic destinations like the Great Barrier Reef, Uluru, and the “big” tourist attractions.

These iconic attributes also highlight some of the reasons why our global neighbours love to visit and vacation amongst our natural attractions and people.

Australians also love our international identities, with Hugh Jackman, Keith Urban, Dame Edna and Jamie Durie getting a mention. Even Molly Meldrum and Julia Gillard made the list.

Voting is now open for the public to select their favourite answers amongst the daily winners of the Facebook competition. The grand prize winner will receive a further $2,000 worth of Sunlover Holidays vouchers, in addition to the $500 daily prizes.

Top Ten Reasons Why We Love Australia

Percentage of responses

1.    People, friendliness and mateship (13.1%)

2.    Australian beaches (11.8%)

3.    Landscape / scenery (10.1%)

4.    Food & wine, including BBQs (6.7%)

5.    Attitude / spirit (5.8%)

6.    Laid back lifestyle (5.4%)

7.    Freedom (4.3%)

8.    Diversity (3.6%)

9.    Humour / slang (2.7%)

10.  Culture / multiculturalism (1.8%)

The plan targets an annual financial improvement of more than $3 billion by 2017, including $2 billion in cost savings and $1 billion in revenue enhancements.

The additional cash flow will enable American to renew its fleet and to invest several hundred million dollars per year in ongoing improvements in products and services to deliver a world-class travel experience for customers. The improved cash flow will also allow American to further reduce its debt and become financially stronger in the years after its emergence from the restructuring process.

Tom Horton, Chairman and Chief Executive Officer, said, “American Airlines is moving forward decisively. The plan we are outlining today provides the framework for a new American Airlines, positioned to succeed in an intensely competitive industry that has been transformed by our competitors’ recent restructurings. Just as other airlines have done and will continue to do, we must invest restructuring-related cost savings in ongoing innovation and customer service improvements that drive revenue. The airlines that have failed to adapt to these changes are no longer in business. Change will be difficult, particularly as we will be ending this process with fewer people, but it is a necessity. American is ready to compete and win.”

Horton further noted that in connection with the implementation of American’s business plan, the company intends to engage in appropriate negotiations with its economic stakeholders and union representatives and seek necessary Bankruptcy Court approvals.

Restructuring – Non-Employee Cost Reductions
American’s plans build on initiatives already in place that reduced costs significantly over the past several years, including major changes to its route structure, network, capacity and fleet. Utilizing the benefits of the restructuring process, American intends to realize additional savings over the next six years by restructuring debt and leases, grounding older planes, improving supplier contracts, and undertaking other initiatives.

A central element of American’s transformation is the overhaul of its fleet, which will reduce fuel, maintenance, and financing costs, and provide improved profitability and growth over time, by enabling American to better match the right equipment to the right routes.

Necessary Reduction of Employee Costs
A fundamental element of American’s plan, which is designed to allow it to exit restructuring and vigorously compete and win, includes employee cost reductions across all work groups. American informed employees earlier today that all groups, including management, must reduce their total costs by 20 percent. While the savings from each work group will be achieved somewhat differently, the plan provides that each will experience the same percentage reduction. These reductions would result in average annual employee-related savings of $1.25 billion from 2012 through 2017.

As described in its internal announcements today, American’s business plan and proposals encompass a total reduction of approximately 13,000 employees. Included in the total employee impact is the expected result of a previously launched redesign of American’s management and support staff structure that will reduce 15 percent of management positions. Consistent with the approach taken by other major airlines in their restructurings, American’s plan also includes:

• Outsourcing a portion of American’s aircraft maintenance work, including seeking closure of the Fort Worth Alliance Airport (AFW) maintenance base, and certain airport fleet service clerk work;
• Removing major structural barriers to operational flexibility, such as restrictions on codesharing and regional flying
• Introducing work rule changes to increase productivity.

American also said it will seek Bankruptcy Court approval to terminate its defined benefit pension plans. If the plans are terminated, American will contribute matching payments in a 401(k) plan. American also will seek to discontinue subsidizing future retiree medical coverage for current employees, but will offer access to these plans if employees choose to pay for them. American also proposes to implement common medical plans and contribution structures across all active employee groups.

“These are painful decisions,” Horton continued, “but they are essential to American’s future. We will emerge from our restructuring process as a leaner organization with fewer people, but we will also preserve tens of thousands of jobs that would have been lost if we had not embarked on this path – and that’s a goal worth fighting for. By reinvesting savings back into our business, we will support job growth, including growth at our suppliers and partners over the long run. Only a successful, profitable and growing American Airlines can provide stability and opportunity for our people.”

Revenue Improvements and Profit Sharing
With financial and operational flexibility and an improved cost and capital structure, American also plans to drive revenue growth by:

• Renewing and optimizing its fleet by investing an average of about $2 billion per year in new aircraft, so that by 2017 American’s mainline jet fleet will be the youngest in North America, with the versatility to better match aircraft size to its markets. This step is central to American’s transformation, as it means more profitable flying due to markedly improved fuel and maintenance costs and higher revenue generation.
• Building network scale and alliances by increasing departures across American’s five key markets – Dallas/Fort Worth, Chicago, Miami, Los Angeles and New York – by 20 percent over the next five years, and by increasing international flying.
• Modernizing its brand, products and services by investing several hundred million dollars per year in enhancements to the customer experience that will, once again, make American the premier airline of high-value customers.

In order to ensure that employee performance is rewarded and aligned with American’s future success, the company envisions putting in place a profit sharing plan which, beginning with the first dollar of pre-tax income, would pay awards totaling 15 percent of all pre-tax income.

“We have an extraordinary opportunity to create a new world-class airline, with a leaner, customer-focused culture of accountability and high performance. The best way for us to achieve this – and ensure that we are in control of our own future – is to make the necessary changes, complete our restructuring quickly, and continue working hard to put American Airlines back in a position of industry leadership,” Horton concluded.

Forward Looking Statement
This press release contains “forward-looking statements.” These statements are based on AMR management’s current expectations and assumptions, and as such involve a number of risks, uncertainties and other factors that could cause actual results to differ materially from those that the company now anticipates — both in connection with the Chapter 11 filings and AMR’s business and financial prospects. Statements of management’s expectations, including its desire to successfully restructure in order to return the company to long term viability and financial strength, to compete effectively in the marketplace, to cut costs and to restore profitability, are based on current assumptions and expectations. No assurance can be made that these events will come to fruition. Readers are referred to the documents filed by the company with the Securities and Exchange Commission, which further identify the important risk factors which could cause actual results to differ materially from the forward-looking statements in this release. Those risks include, without limitation, the potential impact of volatile and rising fuel prices. The company disclaims any obligation to update any forward-looking statements.

He also welcomed the Financial Secretary’s assurance of the government intention to seek an early decision on the Hong Kong Airport Authority’s recommendation for the construction of a third runway at Hong Kong International Airport (HKIA).

“I absolutely agree with Mr Tsang that the future development of the airport and the overall economic development of Hong Kong are inextricably intertwined. We strongly believe this can be best achieved with a third runway to meet future growth and the need to maintain HKIA as Asia’s premier aviation hub.”

“We will warmly welcome a decision to proceed with the next stage of work, including an environmental impact assessment and preparing the associated detailed design and financing proposals. Given the importance of this project to the long term well-being and sustainability of the Hong Kong economy, we believe this is a decision that should be given the highest priority by the government.”

Mr Slosar added that the provision of more hotel rooms and more international school places are forward-looking investment that would bring immense benefit as Hong Kong continues to attract business, visitors, investment, and talents from all over the world.

“As Hong Kong’s home carrier, Cathay Pacific is committed to enhancing the status of Hong Kong as a leading international aviation hub and the premier gateway into Mainland China for both passenger and cargo services.

“This is why, despite the economic uncertainties, we are making a huge investment in acquiring 97 new aircraft at a listed price of HK$190 billion and building a new air cargo terminal that will become operational next year at HK$5.7 billion,” said Mr Slosar.

The Indian outbound travel market, a mere 3.7 million in 1997, is estimated to touch between 11 and 13 million this year. In percentage terms, it is now the fastest growing outbound market in the world; in terms of numbers, the second fastest after China.

Buoyed by attractive airfares and affordable hotel room rates, more Indians have chosen to holiday abroad this season compared to last year. Travellers have opted for places such as UAE, Thailand and Malaysia as domestic airfares in India have shot through the roof. International travel is registering growth of as high as 30% and few of the top destinations are Singapore, Bangkok, Kuala Lumpur, Dubai, Hong Kong, Colombo and Kathmandu, according to travel industry experts.

In addition to airfares, hotel rates are much cheaper in Bangkok or Colombo, compared to Goa or Trivandrum. South-East Asia is the emerging holiday spot this season where hotel room rates are approximately half of what the peak season rates are at domestic party destinations like Goa, Kerala or Pondicherry.

Sajid Desai Project Director -UBM India for SATTE 2012 said “India’s middle classes are moving into the ‘cash rich/time poor’ bracket and are starting to demand improved quality on their trips in terms of packaged deals offered by travel & tour operators as well as the deals they get on popular travel portals online. And every year, millions more Indians move into an income bracket where they can afford to travel overseas with different priorities to keep in mind while choosing destinations. New segments that individuals are keen to explore are growing more quickly as travel moves up the list of household spending priorities.”

According to PATA (Pacific Asia Travel Association), the Indian Outbound Travel Market is expected to increase at a compounded growth rate of over 25% over the five year period scanning from 2010 to 2015. So, what are the drivers of such an impressive growth?

Ajay Prakash, President, Travel Agents Federation of India said, “Tourism will grow responsibly only when destinations across the world are wake up to quality over quantity. With the Asia Pacific and the Middle East zone attracting more than two thirds of total Indian outbound trips, Indian travellers are increasingly looking beyond the established destinations. A lot of Indians still travel to Bangkok or Dubai, for example, there is prestige attached to going somewhere off the beaten track, such as beach resorts in Bali, Phuket or Maldives where quality is given more emphasis than quantity of people.”

Other reasons that are blowing in the winds of change in travel and tourism industry can be attributed to liberalization of air transport, fluency in English and comfort level with international travel, greater segmentation in the market and a strong demand for travel among families, young people, women and seniors. A specific trend that seem to be a well sought travel aspect are the options to have a great leisure time in South East Asian destinationations post wedding’s in romantic, undisturbed locations as these places are blessed with outstanding scenary & sights.

Chattan Kunjara Na Ayudhya, Director, Tourism Authority of Thailand (TAT), Delhi said, “The primary endeavor is to anticipate and keep up with important tourism trends, & support the travel trade industry in implementing marketing activities whenever possible. With much emphasis being laid on active engagement on various levels of the industry, there is a simultaneous effort to venture into new geographical territories to capture new segments. The core focus is on the future potential and thus we are investing in IT resources and following and aggressive networking to create a synergy with the industry.”

In recent years, destinations have become experts in accommodating particular tourism activities and events. For example, Indian weddings are held regularly in places like Chiang Mai, Phuket and even lesser-known Kanchanaburi. And these days honeymoon planners and tour and travel management companies provide several tailor made honeymoon packages related to destinations as chosen by the couples. These services are end-to-end in nanture comprising of hotels, air travel as well as some aspects of leisure and privacy for the newlyweds.

Apart from that, the well organised services, delicious delicacies, shopping facilities, throbbing nightlife, warm hospitality and the pleasant climatic conditions truly make Southeast the most sought after honeymoon destination. With a population of more than 1.1 billion and GDP growth of more than 8 per cent per annum, the country offers enormous potential for future growth in outbound travel and as it reveals clear opportunities for market segmentation and niches, the market is already showing signs of maturing in the past year alone.

As the premier travel trade fair in the country, SATTE 2012 has grown from strength to strength; year-on-year and provides an excellent opportunity to renew travel & torusim relations, make new contacts and discover new and exciting destinations, products and services within the country and overseas.

For more information log onto: SATTE (www.satte.org)

“We are now able to bring even more value to, what we truly believe already to be, the most valuable and cost-effective travel agent marketing opportunity available,” he added.

“As we expand development, and add even more niche market ‘feeder’ sites,” Peter continued, “we expect consumer traffic to OTD to rise from the current levels of over 6,000 per day to over 25,000 per day by the end of this year, and we are forecasting over three million ‘mobile’ travel consumers downloading our Apps over the next two years. OTD provides a tremendous opportunity for independent, or affiliated, agents to reach a huge audience for relatively little cost.”

The easy to use interfaces, searching over 700 (and growing) categories, including travel suppliers, travel specialties and destinations, plus mapping and contact options, on OfficialTravelDirectory.com and the Apps, help consumers find the desired specialist, whether nearest to their home or even an agent expert that resides at their planned destination who may be able to provide local insights in addition to booking services.

Travel agents located in the U.S.A., Canada, the U.K. or Australia wishing to list their services may do so online at OfficialTravelDirectory.com.

Written by: Kanchana Ganglani

David Keen

Addressing over 400 travel industry stakeholders at the inaugural Thailand Tourism Forum in Bangkok today, David Keen, the CEO of QUO Keen, said that current promotions based on “amazing” and “miracle” taglines don’t accurately present Thailand.

In his presentation, Keen told the audience: “Thailand needs to come together and form a perception of the country that is based on truth. Thailand has extraordinary assets – none greater than its multi-cultural and dignified people. It is the people who should form the essence of a new perception of the country,” he said.

The QUO CEO showed a four-minute video called, “Harnessing Our Potential” to illustrate the diversity of Thailand’s assets. The video combined images of attractive locations with interviews with Thai people and foreign residents.

Keen said: “In my opinion, we should define our brand as a convergence of our greatest assets and take that perception to the market. Thailand should form an identity that conveys all the wonderful things about the country and its people. I believe it would be far more meaningful and have a greater impact than traditional or existing strategies.”

The Thailand Tourism Forum 2012 was organised by the American Chamber of Commerce in Thailand under the guidance of Bill Barnett of C9 Hotelworks. The event, held at the InterContinental Bangkok, positioned itself as “the country’s first report card on the state of the tourism industry”

Previously it used to be highlighted on just Asia Pacific but now the latest survey has extended its reach to know the past and future travel plans of global travelers. The report gathers information gleaned from interviews with 11,620 respondents from 23 countries and territories around the world, including Brazil, Chinese Taipei, Hong Kong, South Africa, the United Kingdom, the United States and the United Arab Emirates. Respondents in each market were aged 18 years and older, had travelled internationally for holidays in the past two years or had the intention to do so in the next two years.

The report, focused on results from a global perspective with country and segment highlights as appropriate will take on the following key areas including travel and destination trends in the past two years and the next two years, and influences on the choice of destination. Travel budgets and preferred modes of payments of travelers. How travelers plan their holidays, their preferences and sources of information and also the affluent travelers’ preferences.

The complete Visa Global Travel Intentions Survey 2011 can be downloaded at http://www.visa-asia.com/ap/sea/index.shtml.

Written by: Kanchana Ganglani

With the addition of these seven new country partnerships, Egencia now has a presence in 47 countries worldwide.

All EGA partners are carefully chosen based on their ability to provide best in class quality and service and are aligned with Egencia’s customer centric values and standards.  All partners provide clients with airline and rail ticket booking, hotel and car reservations, visa services, as well as MICE and leisure services.

The following partners join the Egencia family, as part of the global alliance:

EMEA (Europe, Middle East and Africa)

Turkey: Golden Bay Tour was established in 1997 and now has a strong presence in Istanbul, Ankara and Izmir.

Bulgaria: Sunny Holidays, established in 1999, has 7 offices throughout the country, including the capital Sofia.

Morocco: Happy Travel, founded in 2000, has a presence in Marrakech, Casablanca, Agadir, Oujda, and travel desks in all major Moroccan airports.

Latin America

Colombia: Tourexito, based in Bogota, has over 20 years of business travel experience.

Chile: Viajes Andina del Sud, founded in 1913 and based in Santiago de Chile, will service Egencia travellers in Chile with more than 60 travel consultants.

Guatemala: Lax Travel was founded 16 years ago and is now the number one agency in Guatemala. It has a presence in more than 13 cities through 90 travel agents.

Asia

South Korea: Sebang Travel, the 4^th largest TMC in South Korea, has won several top awards in its long history of over 50 years of service excellence.

In addition to these new EGA partnerships worldwide:

• In Asia, Egencia now has a presence in New Zealand through the acquisition of Travelforce in 2011, via their offices inAuckland and Wellington.
• In Europe, Egencia supplemented its service offering by providing its Spanish customer service and booking website in Portuguese: https://www.egencia.es/public/es/pt/

“Egencia is thrilled to expand our worldwide presence with global alliance partners that exemplify world class service and quality,” says Rob Greyber, President of Egencia. “Our new partners provide our mutual customers with the ability to have a true pulse on the local markets, and provide a seamless experience no matter where their business may take them.”

To meet clients’ worldwide travel needs, Egencia™ provides comprehensive, high quality local travel services in EGA countries, with access to the best inventory in the marketplace and localised expertise. Egencia Global Account Managers work closely with local EGA managers to provide consultancy, training and regular reviews of clients’ travel management programs to ensure their goals are achieved. Additionally, regionally-based expert travel consultant teams provide localised support for travellers worldwide.

EGA partnerships also provide improved reporting around traveller compliance policy management and greater control over costs.