Traffic light system

From 4am Monday 4 October 2021, the rules for international travel to England changed from the red, amber, green traffic light system to a single red list of countries and simplified travel measures for arrivals from the rest of the world. The red list of countries was updated on Sunday, 28 November 2021.

What you must do when you arrive in England

*If you are fully vaccinated*

This is what you need to do if you qualify under the fully vaccinated rules for travel to England.

Before you travel to England

Before you travel to England you must:

  • Book and pay for a Covid-19 test – to be taken before the end of day 2 in England. You cannot use an NHS test for this. You must use a private test provider.
  • complete a passenger locator form – to be completed in the 48 hours before you arrive in England. You will need to enter your COVID-19 test booking reference number on your passenger locator form. If you will be in England for less than 2 days you still need to book and pay for a day 2 COVID-19 test.

You must self-isolate in your home or the place you are staying until you receive your test result.

When you arrive in England

After you arrive in England you must take a COVID-19 test on or before day 2. The day you arrive is day 0. This is the lateral flow or PCR test that you booked before travel. If the test result is negative, you do not need to self-isolate.

  • If you took a lateral flow test and the result is positive, you must take a free PCR test to confirm the result. You must self-isolate until you get the result.
  • If you took a lateral flow test and the result is unclear, you must self-isolate for 10 full days. The day you took the test is day 0.
  • If you took a PCR test and the result is positive, you must self-isolate for 10 full days. The day of the test is day 0.
  • If you took a PCR test and the result is unclear, you must self-isolate for 10 full days. The day you took the test is day 0.
  • If your PCR test results are delayed, you must self-isolate until your test result is known or until day 14 after arrival, whichever is sooner. You can choose to take another private test. If the result is negative, you can stop self-isolating.

*If you are not fully vaccinated*

After you arrive in England you must:

  • quarantine at home or in the place you are staying for 10 full days
  • take your Covid-19 PCR tests – you must book these tests before you travel

You must take the first test on or before day 2 and the second test on or after day 8. The day you arrive is day 0.

If you are in England for less than 10 days, you need to quarantine for the time you are here. You need to book day 2 and day 8 PCR tests. You only need to take the tests if you are still in England on those days.

If the test result is positive

If your day 2 test is positive, you must self-isolate for 10 full days. The day you took the test is day 0.

You do not need to take the day 8 test if your day 2 test is positive. If your day 2 test is negative, you must take your day 8 test.

If your day 8 test is positive, you must self-isolate for 10 full days. The day you took the day 8 test is day 0.

If the test result is negative

If your day 2 test is negative, you must continue to quarantine.

You must take your day 8 test on or after day 8.

If your day 8 test is negative, you can stop quarantine on whichever is later:

  • day 10 – day 0 is the day you arrived in England
  • when you receive the day 8 test result

You must follow these rules if you:

  • do not qualify under the fully vaccinated rules
  • are partially vaccinated
  • are not vaccinated

Before you travel to England you must:

  • take a pre-departure COVID-19 test – to be taken in the 3 days before you travel to England
  • book and pay for day 2 and day 8 COVID-19 tests – to be taken after arrival in England
  • complete your passenger locator form – any time in the 48 hours before you arrive in England

After you arrive in England you must:

  • quarantine at home or in the place you are staying for 10 days
  • take a COVID-19 test on or before day 2 and on or after day 8

You may be able to end quarantine early if you pay for a private Covid-19 test through the Test to Release scheme.

Travel from red countries

There are different rules if you have been in a red list country in the 10 days before you arrive in England.

Before you travel to England – red list rules

Before you travel to England you must:

  • take a Covid-19 test – you must take the test in the 3 days before you travel to England
  • book a quarantine hotel package, including 2 COVID-19 tests
  • complete a passenger locator form

You must do this even if you are fully vaccinated.

Read more about taking a COVID-19 test before you travel to England.

When you arrive in England – red list rules

When you arrive in England you must quarantine in a managed hotel, and take 2 COVID-19 tests.

You must do this even if you are fully vaccinated.

If you have been in a country or territory on the red list in the last 10 days, you will only be allowed to enter the UK if you are a British or Irish national or you have residence rights in the UK.

The Red list of countries
Angola
Botswana
Eswatini
Lesotho
MALAWI
Mozambique
Namibia
South Africa
Zambia
Zimbabwe

We advise checking with gov.uk for the latest, most up to date information on the restrictions and make up of the red list.

The traffic light system was put in place in order to facilitate non-essential travel in the Summer months of 2020. The restrictions do not necessarily impact business travellers. For further clarification and details, please contact your GTM Account Manager.

Qantas and Accor join forces to reward customers

Members of Qantas Frequent Flyer and Accor’s loyalty programme, ALL – Accor Live Limitless can for the first time be rewarded twice when they fly with Qantas and stay at one of Accor’s hotels.

Members who link their Qantas Frequent Flyer and ALL – Accor Live Limitless accounts can earn points in both programs on eligible hotel bookings and Qantas flights.

Almost 30 million members across both programmes in Australia and the Asia Pacific are set to be rewarded for staying at Accor and flying on Qantas’ domestic and international flights.

Details of the programme include:

Points on the ground:

  • Earn 3 Qantas Points per dollar as well as the usual ALL – Accor Live Limitless Reward points on eligible Accor hotel stays in Australia or across the Asia Pacific
  • Plus, earn 3 Qantas Points for every dollar on eligible transactions while staying at Accor hotels, including dining and room service while also earning Reward points

Points in the air:

  • Members who hold Qantas Platinum, Platinum One or ALL Gold, Platinum and Diamond status can earn up to 2 ALL – Accor Live Limitless Reward points per A$10 spent on eligible Qantas flights in addition to the usual Qantas Points.

Accor brands include: SO/, Sofitel, MGallery, Art Series, Pullman, Swissôtel, Grand Mercure, Peppers, The Sebel, Mantra, Novotel, Mercure, Mövenpick, Tribe, BreakFree, ibis, ibis Styles and ibis Budget,

Accor Pacific CEO Simon McGrath said this was a major milestone for the travel industry, enabling greater benefits for loyalty members across more than 1,200 Accor hotels, apartments and resorts in the Asia Pacific region.

We are joining forces to reward our customers, delivering exceptional travel benefits and unrivalled service for people who enjoy our two much-loved brands

Customers are at the heart of this partnership which is set to bring significant extended benefits for travellers. This is a first for a hospitality group and airline in Australia.

Qantas is the perfect partner for Accor to deepen our relationship with, and growing our loyalty members’ benefits will strengthen our customers’ commitment to our leading brands, like Sofitel, Mantra and Novotel. We predict that this relationship will increase membership and engagement across both of our programs.

Qantas Loyalty CEO Olivia Wirth said the agreement marks a significant milestone for Qantas Frequent Flyer members

Our partnership with Accor launches at an ideal time, with domestic and international borders reopening and frequent flyers starting to plan and book their next getaway

Eligible members of the Qantas and Accor loyalty programs will earn twice when they fly and stay in a hotel or resort. We know this will be very popular for our frequent flyers whether they are travelling for business or on holidays.

We’ve seen frequent flyers booking flights in record numbers, with billions of points used to book flights in recent weeks. This shows just how important and valuable points are to our members, and this initiative will help members of both programs get away on their dream trip sooner.

How members can earn:

Members need to link their Qantas Frequent Flyer and ALL – Accor Live Limitless accounts to start earning. Qantas has set out the following example of points that Qantas Bronze and Accor Classic members can earn on the ground (correct as at 11 November 2021 for travel on specific dates in January 2022):

Stay 2 nights at Raffles Singapore
in a Stateroom Suite
Earn 4,198 ALL – Accor Live Limitless points, andEarn 7,872 Qantas Points
Stay 2 nights at the
Sofitel Sydney Darling Harbour
Earn 1,168 ALL – Accor Live Limitless points, andEarn 2,190 Qantas Points

The point earn potential accelerates the higher the membership tier. An example^ of points that Qantas Platinum and ALL Accor Live Limitless Platinum members can earn on the ground and in the air:

Stay 2 nights at the Sofitel Sydney Darling HarbourEarn 2,044 ALL – Accor Live Limitless points,
and Earn 2,190 Qantas Points
Fly Business return with Qantas to Singapore from
Sydney and stay 7 nights at Raffles Singapore
in a Stateroom Suite
Earn 26,418 ALL – Accor Live Limitless Reward
points, and Earn 55,834 Qantas Points
Fly Economy return with Qantas to Fiji
and stay 5 nights at Sofitel Fiji in a Luxury Room
with beach club access
Earn 8,468 ALL – Accor Live Limitless Reward
points, and Earn 17,575 Qantas Points

With Classic Flight Reward seats starting from 6,400 points on Jetstar and 8,000 points on Qantas (plus taxes, fees and carrier charges) and lead-in hotel rates across Accor Economy brands available from 3,900 Reward points, members will quickly be able to bolster their points balances to use towards their next getaway.

Qantas Frequent Flyers can already convert their ALL – Accor Live Limitless Reward points to Qantas Points at the rate of one ALL – Accor Live Limitless Reward point per one Qantas Point (in increments of 2000).

Additional benefits for members:

  • Qantas Frequent Flyer members that hold Gold status or above and those that are Points Club or Points Club Plus members can fast track their ALL membership from ALL Classic to ALL Silver when linking their accounts and completing required eligible hotel stays.
  • Accor Plus members that hold ALL Gold status and above can enjoy complimentary Qantas Wine Premium membership which includes free delivery on all orders within Australia and the ability to earn 3 Qantas Points per dollar spent.
  • Members can see the benefits they will receive from both loyalty programs on qantas.com/accor or all.com

Betty Buzz launched in BA’s US lounges

Betty Buzz, a range of non-alcoholic sparkling mixers is set to be rolled out across British Airways’ US lounges, starting with JFK and San Francisco airports.

Betty Buzz is a range of non-alcoholic sparkling mixers launched in September this year by Blake Lively. Made with clean ingredients like real juice and with no artificial flavours, colours or sweeteners, they are ideal for serving with spirits or tasty enough to be enjoyed on their own.

Blake Lively, Betty Buzz Founder said:

Team Betty Buzz and I couldn’t be more excited to partner with Sean Doyle and the entire British Airways crew to bring Betty Buzz to all British Airways lounges in the US. 

British Airways is a brand who’s earned great respect for their standards of quality and experience. Betty Buzz shares the same values, while also bringing a bit of new life and energy.

I appreciate Sean and the British Airways team for championing a female-founded business in such a meaningful way. Can’t wait to fly with you all!

On Monday 8 November, British Airways marked the reopening of borders between the US and UK, with a one-off return of its prestigious BA001 flight number which was previously used for Concorde.  And, the Empire State Building was lit up in red, white and blue to honour this historic day.

Read about BA001 – the first British Airways transatlantic flight since the US travel ban was lifted

Sean Doyle, British Airways’ Chairman and CEO said:

As the US lifts its travel restrictions after 19 months of separation, we are already seeing the benefits of doing face-to-face business.  Following the successful introduction of Betty Buzz at the Aviation Gin bar in our JFK lounge, we will be rolling it out across all our US lounges.

As more of our lounges re-open, we continue to excite our returning customers with exclusive partnerships like Betty Buzz.


Fifty years of Amtrak

This year sees the 50th anniversary of the United States National Railroad Passenger Corporation, better known to the wider travelling public as Amtrak.

In 1971, the company was founded as a for-profit company, wholly-owned by the federal government, but run with funding from from federal and State subsidies. Amtrak routes now cover 46 states and three Canadian provinces, serve more than 500 destinations and the company’s 300 daily trains run on more than 21,400 miles of track.

President Richard M Nixon (left) with a mystery train fan.

In October 1970 President Richard Nixon signed into law, the Rail Passenger Service Act. The original working brand name for NRPC was Railpax, but less than two weeks before operations began, the official marketing name was changed to Amtrak. There key provisions of the Rail Passenger Service Act were

  • Any railroad operating intercity passenger service could contract with the NRPC, thereby joining the national system.
  • Participating railroads bought into the NRPC using a formula based on their recent intercity passenger losses. The purchase price could be satisfied either by cash or rolling stock; in exchange, the railroads received NRPC common stock.
  • Any participating railroad was freed of the obligation to operate intercity passenger service after May 1, 1971, except for those services chosen by the Department of Transportation (DOT) as part of a “basic system” of service and paid for by NRPC using its federal funds.
  • Railroads that chose not to join the NRPC system were required to continue operating their existing passenger service until 1975 and thenceforth had to pursue the customary ICC approval process for any discontinuance or alteration to the service.

Through this Act, the US Federal Government effectively mandated the provision of intercity rail services, ensured competition on the routes was controlled and set the rail companies outside the sole obligation of satisfying shareholder returns.

Launched in the 1970s following many years of falling railroad passenger numbers, Amtrak’s future seemed secure when the Rail PAssenger Services Act was passed.

Within a year, it had opened its first, new station – River Road in Cincinnati and had introduced international services to Vancouver and Montreal in Canada and, a year later, a service to Laredo, where passengers could cross the border and hop on to Mexican rail services.

In 1977 Amtrak and the federal government kicked off a $1.75bn Northeast Corridor Improvement Program to improve rail infrastructure and, crucially, to cut journey times between Washington, New York and Boston.

The 1980s saw Amtrak make signifcant investments in its fleet and open new routes.

For the first time, Amtrak was able to sell its services through travel agencies, enabling it to offer services in conjunction with – and in competition with – airlines.

By the end of the decade, Amtrak passenger numbers between Washington DC and New York exceeded the numbers of passengers on all airlines, combined.

In the 1990s, Amtrak continued to invest in its fleet and infrastructure and, with local governmnet funding, to open new routes.

But it remained determined to preserve the heritage of the real estate portfolio, spending $30m renovating Philadelphia’s Art Deco 30th Street Station and $32m on Chicago’s Union Station.

As well as aesthetics, Amtrak remained focused on efficiency and safety, with the modernisation of New York’s Penn Station Control Center and the deployment of 111 new diesel locomotives with greatly enhanced fuel efficiency.

And, in the middle of the decade, amtrak.com was launched, later to be enhanced with booking capabilities.

The 2000s saw Amtrak develop its offering by adding more multi-modal opportunities, better rewards for frequent passengers and a faster service.

The first Acela Express, ‘high-speed rail’ service was introduced, reducing journey times – later enhanced with at-seat food and drink service. Milwaukee General Mitchell Airport Station was opened, paving the way for more and better air-and-rail services. And the introduction of the Amtrak Guest Reward programme enabled passengers to earn points that can be redeemed for hotels and car hire.

Reflecting the continued passenger-focus, Amtrak saw more than 24 million passengers per year for the first time.

The second decade of the century saw Amtrak enhance its passenger experience, while continuing investment on infrastructure and real estate.

To satisfy the needs of an increasingly business travel oriented service, Amtrak installed free Wi-Fi at New York Penn Station, Washington Union Station, Boston South Station, Philadelphia 30th Street Station, Baltimore Penn and Wilmington, Delaware.

And ‘Amtrak Connect’ rolled out to 450 Amfleet cars, providing nearly 75% of all Amtrak passengers with free Wi-FI.

Meanwhile, almost all Amtrak-owned track was upgraded with Positive Train Control – an automated safety system which matches train speeds to autonomously detected track conditions.

Despite the unprecedented challenge of the Covid-19 pandemic, Amtrak has continued to upgrade its services.

Digital platforms have been enhanced so that customers can access reservations and booking systems from computers, tablets and phones.

And customers to see online how full their train is at time of booking.

And Amtrak continues to test the new Acela trainsets at the Transportation Technology Center near Pueblo, Colorado and along the Northeast Corridor.

In its fifty-year history, Amtrak has had six different liveries.


Wizz Air announce orders for up to 196 Airbus aircraft

Wizz Air Holdings has announced that it has signed an agreement with Airbus for the purchase of a further 102 Airbus A321 aircraft.

The order comprises 75 Airbus A321neo and 27 Airbus A321XLR aircraft, with the bulk to be delivered between 2025 and 2027.

Wizz Air may also acquire a further 19 A321neo aircraft.

Airbus has also granted Wizz Air 75 A321neo purchase rights for deliveries in 2028-29, to be converted into a firm order by the end of 2022.

As with previous orders, under the agreement Wizz Air has the right to substitute a number of the Airbus A321neo aircraft with the Airbus A320neo and/or A321XLR aircraft and vice versa, depending on its future requirements. Completion of the order remains subject to approval by Wizz Air shareholders.  

With the new order, Wizz Air’s delivery backlog comprises:

  • a firm order for 34 A320neo, 254 A321neo and 47 A321XLR aircraft
  • the additional order for 19 A321neo
  • purchase rights for 75 A321neo
  • a total of 429 aircraft

József Váradi, Wizz Air’s chief executive officer said:

After two years in service, Wizz Air’s Airbus A321neo continues to provide market-leading aircraft technology and choice – there is simply no other aircraft that can compete with it. With its next-generation engines, it has proven to be the game-changer that we said it would be when we placed our first order back in 2015.

But most importantly, these are by far the most fuel and cost efficient aircraft in their class – supporting us in maintaining our position as the most sustainable airline in Europe and reaching our sustainability goals of reducing CO2 emissions per passenger kilometre by 25% by 2030. It is important to note that if all European airlines switched to a modern Airbus A320/1 fleet like Wizz Air and operated them as efficiently as Wizz Air, the whole industry’s CO2 emissions would reduce by 34% overnight.

Wizz Air is an ambitious airline with a strategy that seeks to grow the company and will continue to stimulate demand for air travel in Europe and beyond by offering the lowest fares and CO2 footprint to our customers, while still delivering a great customer experience on-board one of the youngest fleets in Europe. Our current average aircraft age stands at 5.1 years, well below the industry average, but with this new order we will see this drop to 3.6 years by 2024, and even further to 3.2 years by 2026.

Despite strong demand for the aircraft, we have signed very attractive terms with Airbus for the long-term supply of more aircraft until the end of the decade, catapulting Wizz Air towards our aim of being a 500 aircraft group and putting us in an unassailable position when it comes to sustainability.

This new order, if approved by Wizz Air’s shareholders, would bring Wizz Air’s outstanding orders with Airbus to 429 Airbus A320neo Family aircraft.

Air France releases details of Michelin-starred chefs’ menus

Air France continues to promote French dining throughout the world.

The airline is to team up with two Michelin-starred chefs to enhance the menus on its long-haul La Première and Business services.

The chefs have created what the airline describe as ‘refined dishes’ for Air France passengers from Paris, including vegetarian, fish, poultry and meat courses.

La Première

Three Michelin-starred chef Régis Marcon

Three Michelin-starred chef Régis Marcon is president of the Servair Culinary Studio, the group of culinary ambassadors who meet to reflect the evolution of culinary technologies, explore new trends, identify innovative products and meet the specific needs of customers of Servair, the leading French airline catering company.

Marcon has created six new, seasonal dishes.

  • Vegetable lasagna, with tangy chive cream;
  • Braised veal shank, sage sauce, potato gratin with porcini mushrooms;
  • Beef tenderloin in red wine, sautéed potato and morel cake;
  • Pike and shrimp cake with lobster sauce,  sautéed girolle mushrooms with tarragon, spinach;
  • Mixed scallops and scampi with truffles, reduced jus and julienne vegetables;
  • Confit pigeon, apricot sauce, lemon bulgur, mushrooms and butternut.

Business

Two Michelin-starred chef Matthieu Viannay was the winner of the Meilleur Ouvrier de France award in 2004 and has restaurants in France and Japan.

In the Business cabin, Air France has entrusted its menu to two Michelin-starred chef Mathieu Viannay.

There are eight original dishes combining delicate flavours and local produce.

  • Penne pasta, arugula and spinach gratin, ricotta cream with lovage
  • Risotto verde, vegetable Bolognese
  • Beef tenderloin, macaire potato patties, roasted beet and smoked meat juices
  • Poultry fillet with morel mushrooms, spelt and butternut squash risotto
  • Poached cod fillet with baby vegetables and taggiasca olives
  • Pike perch fillet, armorican sauce, yellow carrots and herb semolina
  • Braised veal shank with sweet spices, split pea puree, mange tout and hazelnuts
  • Roasted guineafowl in coffee, celery confit and stewed autumn vegetables.
The Business Class menus created by Mathieu Viannay include a fillet of poultry, served with morel mushrooms on a spelt and butternut squash risotto (left); roasted guineafowl, with a coffee jus, celery confit and ‘autumn vegetables’ (centre); and cod fillet, poached, and served with baby vegetables and Italian, purple taggiasta olives (right).

The menus will be available on long-haul flights from Paris from November 2021 to February 2022.


Twenty airlines commit to use new technologies to minimise climate impact

Twenty airline members of the World Economic Forum’s Target True Zero initiative have committed to utilising new technologies, such as electric, hydrogen and hybrid aircraft, to address the challenge of climate change.

The development and delivery of novel propulsion technologies – powered by sustainable energy sources – were highlighted as key towards helping the aviation industry minimize its environmental impact.

In a statement, the WEF said ‘the adoption of these technologies into the global fleet – through either new aircraft design or the retrofitting of conventional aircraft – can help reduce the climate impact of our operations while preserving the immense economic and social benefits that aviation brings to the world’.

The signatory airlines – Aero, Air New Zealand, Air Nostrum, Alaska Airlines, Amelia, ASL Aviation Holdings, Braathens Regional Airlines, easyJet, Finistair, Icelandair, Iskwew Air, Loganair, Mokulele, Ravn Alaska, SoundsAir, Southern Airways Express, Surf Air Mobility, Viva Aerobus, Waltzing Matilda Aviation and Xwing – operate over 800 aircraft and carry over 177 million passengers on 1.8 million flights a year and hope to use this influence to create market demand for new types of aircraft.

Key commitments:

  • Short-haul flights first – Shorter range flights were recognised as most likely to employ novel propulsion first. The signatories committed to working towards 30% of aircraft, that serve routes of 750km or less, that are added to their fleets from 2030 onwards employ novel propulsion technologies.
  • Scaling the technology in the future – The airlines also committed to decarbonising longer range aircraft, once this becomes technologically and economically viable.
  • Partnership  The signatories called on aerospace manufactures to prioritize innovation that will allow them to meet these goals.
  • Public-private cooperation – The Target True-Zero airlines also urged governments to do their part in supporting the transition to cleaner aviation. Key calls included establishing policies to provide incentives for operators to adopt these technologies and addressing the infrastructure issues needed to support their use in airports across the world.
Head of Aerospace and Drones at the WEF, Timothy Reuter

Timothy Reuter, Head of Aerospace and Drones, of the World Economic Forum said

The Target True Zero initiative will address the role novel propulsion technologies like electric and hydrogen aviation can play in the transition to an aviation system with true zero climate impacts.

It will address issues in the areas of technology, industry dynamics, infrastructure and supply chain, regulation, and public acceptance.

By accelerating the adoption of solutions with fewer climate impacts, we can ensure equitable growth around the globe while ensuring a healthy planet for future generations.

Uma Subramanian, Chief Executive Officer, Aero said

Uma Subramanian, Aero Chief Executive Officer

At Aero, we are deeply committed to charting our industry’s path to zero emissions and minimising its environmental impact.

We are proud to work with the World Economic Forum and industry leaders to accelerate change in the aviation sector and tackle the most pressing issue of our generation.

The World Economic Forum launched the Target True Zero Initiative in July 2021.

The Initiative aims to develop understanding about how novel propulsion technology can help address aviation’s climate impacts and how the deployment and scaling of these technologies can be accelerated.

Twenty member airlines from across the aviation sector joined the 10 November statement, from global market leaders to local commuter airlines, along with knowledge partners McKinsey and Company, the Aviation Impact Accelerator at the University of Cambridge and the Aviation Environment Federation; and with generous support from the Quadrature Climate Foundation and Breakthrough Energy.

Steigenberger Hotel opens in Doha

Deutsche Hospitality is continuing on its course of expansion in the Middle East.

The Steigenberger Hotel Doha now joins Deutsche Hospitality’s other hotels in the Middle East, located in Oman, Saudi Arabia, and Dubai.

On 10 November 2021, the new Steigenberger Hotel Doha welcomed guests to its 206 rooms spread over nine floors.

28 suites and a luxurious Royal Suite are also available to meet the highest standards of business travellers.

The Steigenberger Hotel Doha aims to set new standards in the Gulf State of Qatar. Highlights include five restaurants and bars, a GOCO Spa extending over 1,700 m², a gym located on the top floor and a roof terrace complete with swimming pool.

The Steigenberger Hotel Doha also boasts a comprehensive choice of conference and function rooms, thus making it the ideal venue for both business and private events.

Marcus Bernhardt, CEO of Deutsche Hospitality said

We are very proud of what we have achieved here and are looking forward to welcoming guests to the new Steigenberger Hotel Doha. The opening of this hotel in Qatar represents an important milestone in Deutsche Hospitality’s growing portfolio, particularly in the Middle East.

Sherief Abouelmagd, General Manager of the Steigenberger Hotel Doha, added:

The team at the Steigenberger Hotel Doha will be operating luxuriously equipped facilities. We will provide first-class personal experiences and extraordinary moments. Thanks to its central location on Airport Road, this hotel is superbly positioned for anyone wishing to visit Doha.

WTTC launches Net Zero Roadmap for Travel & Tourism

The World Travel & Tourism Council (WTTC) has launched what it calls ‘an ambitious and groundbreaking’ Net Zero Roadmap, to guide the global travel and tourism sector in its battle against the climate crisis.

The roadmap – developed in collaboration with the UN Environment Programme (UNEP), the UN Framework Convention on Climate Change (UNFCCC), and Accenture – provides concrete guidelines and recommendations to help guide the travel industry on its journey towards net zero.

By providing milestones for meaningful climate action and emissions reduction for different industries within the sector, the roadmap sets out the challenges ahead and how the sector can decarbonise and reach net zero by 2050.

This sector is greatly impacted by climate change as it affects destinations around the world, but as with many other sectors, it is also responsible greenhouse gas emissions (GHG) – in this case, an estimated 8-10% of global GHG.

The sector therefore has a key role to play in fighting climate change, which will require heightened ambitions and differentiated decarbonisation approaches, as outlined in the roadmap.

Julia Simpson, WTTC President & CEO, said:

I am delighted to announce our pioneering Net Zero Roadmap for Travel & Tourism. It helps travel industries reach individual targets to reduce our carbon footprint.

The travel and tourism sector is taking this opportunity to be a catalyst for change. We have a responsibility towards our people and planet. It is absolutely critical that the private and public sector work collectively to achieve the Paris Agreement and prevent the global rise in temperatures. Our sector can be part of the change that is urgently required to mitigate impacts and adapt to the threats posed by climate change.

Emily Weiss, Managing Director and Head of Accenture’s Travel Industry Group globally, said:

As the travel industry resets after a tough few years, there is an incredible opportunity to rebuild responsibly and accelerate the shift towards a net-zero future for the sector. The Net Zero Roadmap offers a pragmatic but ambitious course of action that will help the industry create real and visible targets to reduce its carbon impact, providing the transparency that consumers demand. Crucially, it identifies the big levers where travel can turn a corner on emissions and provides the building blocks to create meaningful change.

The detailed roadmap includes key decarbonisation levers and corresponding actions for five key industries of the travel and tourism sector: accommodation, tour operators, aviation, cruise, and tourism intermediaries such as online travel agents and metasearch engines.

Acknowledging that different industries face different challenges to decarbonise, the roadmap calls on businesses to increase their ambitions where possible and provides detailed recommendations for five areas:

  1. Set baselines and emission targets now to achieve individual and sector goals
  2. Monitor and report progress regularly
  3. Collaborate within and across industries and government
  4. Provide finance and investment required for the transition
  5. Raise awareness and build knowledge and capabilities on climate change.

This roadmap calls upon world leaders to give travel and tourism the same level of support offered to other sectors and gives recommendations to governments on how they can support the sector, which before the pandemic represented 10.4% of the global GDP (US$9.2 trillion), in addressing climate challenges and its goals to achieve a net zero future.

The collaborative process included key organisations such as the World Wide Fund for Nature (WWF), International Air Transport Association (IATA), Air Transport Action Group (ATAG), Cruise Lines International Association (CLIA), Travalyst, and SHA (Sustainable Hospitality Alliance), among others.

You can see the report in full, here.

Alaska Airlines eliminates 54 million plastic items per year

Alaska Airlines has taken a big step towards eliminating single-use plastic on board flights.

Alaska’s switch should effectively remove 22 million plastic cups and 32 million plastic bottles per year from Alaska flights

The airline is swapping plastic bottles for cartons and plastic cups for reusable paper cups for water service.

The airline says that inflight water service is the most significant contributor of onboard plastic waste and the switch to more sustainable solutions will remove 22 million plastic cups and 32 million plastic bottles per year from Alaska flights.

Alaska became the first airline to offer guests Boxed Water cartons inflight in early 2021 – introducing the renewable packaged water alternative in First Class and on Alaska’s Horizon Air-operated flights. The trial was a success with guests and employees – twice as many passengers favoured Boxed Water compared to plastic bottled water in the airline’s polling.

Todd Traynor-Corey, managing director of guest products for Alaska Airlines said

Only 9% of plastic is recycled nationwide the rest ends up in landfills, burned or in our environment. Although we have an industry-leading recycling program, the reality is that we need to move to renewable options. Getting to this point hasn’t been easy. We investigated several options with our supply chain – and this year we finally found a product our guests love and a partner whose mission-driven values mirror our own.

Alaska Airlines believes that plastic-free water service is one of many new, planet-friendly initiatives passengers will notice on Alaska flights. And the airline claims it has eliminated hundreds of single-use waste items and pioneered fresh food for pre-order using industry-leading technology ‘to ensure that guests can get exactly what they want’.