AVIATION INTERVIEW

 

UPCLOSE WITH NOOR AHMAD HAMID

Chief Executive Officer of Pacific Asia Travel Association (PATA)

Tasked with bringing stability to PATA following the challenges brought about by the COVID-19 pandemic, Noor Ahmad Hamid, 60, who took on his current position on October 1, 2023 for a three-year term is the first Malaysian to do so. The former Chief Operating Officer of Malaysia Convention and Exhibition Bureau has over 35 years of experience to drive this 72-year-old association based in Bangkok, Thailand into a new era.

Please share with us the pivotal role played by associations such as PATA in business events and the tourism sector.

Touted as the voice of Asia Pacific, PATA represents the trade sector of the travel and tourism industry focusing on fostering collaboration, advocacy, knowledge sharing, and promoting responsible and sustainable practices to, from and within the Asia Pacific region. Through our very own and our members’ activities, the association provides a platform for inter-sectorial and inter-regional networking besides facilitating partnerships and cooperation.

PATA also addresses industry challenges, thus contributing to the overall growth and development of both business events and tourism. We believe business events are an important segment within the travel and tourism industry as both share similar interests to advance and benefit the community at large. In addition, as custodian of international tourism arrivals data for the region, PATA has always been very strong in providing actual and forecast travel and tourism data for its members to form policies and strategic plans.

How different are the challenges facing the travel and tourism industry today?

They are unprecedented, diverse and much more complex than four or five decades ago. As we come out from the huge disruptions caused by the COVID-19 pandemic, many challenges continue to plague this high-risk industry. Some of the key ones are from within us such as the rapid development of technology which the industry must be fast to adapt.

The ever-evolving consumer behaviour and needs make it challenging for destinations and suppliers to adjust to individual preferences and market demands. We must therefore be steadfast to face the out-of-industry challenges such as the impact of climate change, geopolitical and economic uncertainties, which have enormous bearings on the industry’s growth or decline. PATA will continue to play an integral role to help the industry reset in the rapidly changing landscape through collaboration, innovation and diversification.

What are your immediate action plans in 2024 to spur the desired growth for 2025, especially in Asia Pacific?

One of them is to strengthen PATA by working closely with the Executive Boards, Board of Directors (BoD) and secretariat team in our Bangkok Head Office. We need to review and focus on key areas to stabilise the association and plan for its strategic growth. Engaging with our members will be crucial as they are the holders of knowledge and expertise of the industry. It is our fervent hope to provide the platform for them to be the voice for the region when it comes to travel and tourism.

Secondly, we plan to successfully stage in 2024 PATA’s two flagship events for our members and industry leaders to discuss trends, share insights, and foster collaboration during this post-pandemic period. The PATA Annual Summit is normally held in spring. Hosted by the Macao Government Tourism Office with the support of SJM Resorts, S.A., it will be held from May 15 to 17 at the Grand Lisboa Palace Resort Macau under the theme ‘Redefining Tourism’ while the fall date for PATA Travel Mart will be from October 1-4.

What can national tourist organisations (NTOs) and destination marketing organisations (DMOs) do to manage tourists’ expectations and demands better with the changing landscape?

Some of these NTOs and DMOs need to balance the marketing and promotion of their tourism products, activities and funding with destination management. This means looking at tourism developmental projects, infrastructure and superstructure tourism facilities, activities and events that can potentially portray the destination’s cultural and heritage values while at the same time managing the tourists’ demanding expectations.

Ensuring a seamless travel experience for tourists from easy arrival to airport, port or border clearances, and a good public transportation network, we are mindful of sustainable travel best practices, green initiatives, appreciation of local culture and other important aspects of travel. As such, destination management should be collaborative involving all the stakeholders within the industry, public and private sectors included.

How can integrated destination facilitation (IDF) be made more effective?

In the complex world that we live in today, tourism should go beyond just an agency but should also involve all parties within the destination. The IDF concept has been well coordinated and developed organically in some destinations. It is vital to link public agencies (such as customs, immigration, police, public safety, local transportation networks, culture, heritage, finance, agriculture, science and technology) to the private sector (like hotel owners and managers, travel companies, start-ups, airlines, banking, payment gateways, insurance, media and social media platforms) within the tourism sector.

A destination that understands the importance of tourism to the economy and community will be able to plan to serve tourists better with an integrated approach and facilitate their stay to a seamless and memorable visit. Such IDF can be aligned with the United Nations’ Sustainable Development Goals (UNSDGs) along with local aspirations to ensure the destination benefits from inter-cultural exchanges with tourists.

The travel recovery also brings about overcrowding of tourist destinations, which impact sustainability. How does PATA hope to balance that?

Overcrowding is a major issue faced by tourism where the solution must come from both suppliers and end-users. To find the right balance, education and awareness campaigns are crucial. PATA strongly advocates following the guiding principle of the UNSDGs pillars of People, Planet, Prosperity, Peace, and Partnership.

When the destination and tourists form a partnership, only then can over tourism be reduced significantly and the disbursement of tourists to other less crowded destinations be planned cohesively. PATA thus calls for a sustainable destination management strategy, including carrying capacity assessments, community involvement, and the promotion of less-visited attractions to distribute tourism impact more evenly.

How can airline punctuality or on-time performance (OTP) be improved for passengers as the travel industry recovers?

PATA calls on not only the airlines but also all stakeholders, including governments, airports, aviation authorities, food and beverage companies and other relevant agencies with direct or indirect involvement to provide punctuality aspects of the travel segment. Introducing advanced technologies, optimising scheduling, and investing in infrastructure improvements can contribute to enhanced OTP for passengers’ benefit and at the same time build better customers’ experience.

How do you hope to rebuild PATA membership post- pandemic?

Reflecting resilience and adaptability, our membership is seeing the return of members who have dropped out during the headwinds and the inclusion of new companies entering the industry post-pandemic. PATA remains positive we will be able to stabilise the association as there is a strong demand by the industry to be part of our community. Our focus is to continue delivering membership engagement to existing members and bring other key tourism players into the mix.

We plan to grow our membership by at least 20% in 2024 and are working on a comprehensive plan for the coming years. We are rebuilding more interaction and engagement within the community through innovative events and activities. There is a strong need to reconnect and restore professional network within the industry, especially post-pandemic. We have started some small gatherings, which have proven to be very encouraging.

Digitalisation and technology are key to PATA’s growth. How are you mobilising them moving forward?

PATA has consistently been investing in digitalisation and will continue to do so to serve our members and community better. The PATA secretariat team will be trained to meet the demands of technological advancement and we are here to learn from some of the best companies who are our members. By early January 2024, we will relaunch the PATA Digital Membership Directory to improve communications with our members. The digitalisation within PATA will also cover every aspect of our daily work from events to research, communications and management.

What does PATA wish to impart to the future generation?

We have always engaged very closely with the next gen. One of our most active membership categories is Education, comprising universities and academic institutions that offer tourism and hospitality courses from around the world. PATA has currently over 60 universities as members.

We provide opportunities for undergraduates to be involved at the global level and have their say within the industry. In most of our events, specific programmes are formatted for the GenZ so as they can be at the forefront. We continue to provide on-the-job training to the younger generations not only at the PATA Head Office via a special project, PATA Protégé, but also link the undergraduates with our members for industry training opportunities. For many years, we have allocated a seat on the BoD for the future generation to be represented.

Follow us on Facebook and Instagram