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HOSPA Professional Development has been awarded a grant from the Savoy Educational Trust to help improve access to professional education for hospitality professionals. The funding will support learners who are not sponsored by their employers and are self-funding their studies, helping to remove a key financial barrier for those looking to develop their commercial skills while continuing to work in demanding hospitality roles. The grant will enable HOSPA Professional Development to offer financial assistance to more individuals across the sector, supporting learners as they build the knowledge and confidence needed to progress in their careers. The Savoy Educational Trust supports education, training and skills development that help people build successful long-term careers in hospitality. Through its grant-making, the Trust helps strengthen the future hospitality workforce and support excellence across the industry. Receiving this scholarship funding from the Savoy Educational Trust is a significant achievement for HOSPA and will make a meaningful difference to hospitality professionals who are investing in their own development. This support enables us to offer financial assistance to learners who are not sponsored by their employers and are self-funding their studies, removing a key barrier to accessing professional education Janel Clark, Head of Professional Development at HOSPA She added: “The funding will allow more individuals to develop their commercial skills while continuing to work in demanding hospitality roles. We’re extremely grateful for the Savoy Educational Trust’s commitment to supporting HOSPA Professional Development, knowing that this partnership will help us continue to make our programmes more accessible and support learners to achieve their professional ambitions.” A thriving hospitality industry depends on people who continue to learn, develop and grow throughout their careers. HOSPA Professional Development plays an important role in helping hospitality professionals build the commercial knowledge, professional expertise and leadership potential needed to progress within our industry. We are delighted to support these scholarships and look forward to seeing the positive impact they will have on individuals and the wider hospitality sector Angela Maher FIH, Chief Executive of the Savoy Educational Trust HOSPA Professional Development provides specialist courses for hospitality professionals across finance, revenue management and asset management, helping learners develop practical commercial expertise that can be applied directly within the sector. For more information on HOSPA Professional Development, please visit: www.hospa.org/professionaldevelopment

CoStar and Tourism Economics made significant upward adjustments to the 2026-27 U.S. hotel forecast just released at the 18th Annual Hotel Data Conference . For 2026, projected gains in average daily rate (ADR) and revenue per available room (RevPAR) were upgraded 1.1 ppts and 1.6 ppts, respectively. Occupancy was lifted to 63.1% – a 0.3 ppt lift from the previous forecast. The hotel industry sold a record number of room nights in the first half of the year, an increase of 11.4 million compared with 2025, while room revenue climbed by more than $5.4 billion. The industry outperformed our expectations on stronger leisure and business travel, fueled in part by the World Cup and America 250 celebrations. In the next six months, we expect slightly lower gains than in the first half of the year, but top-line growth will still be driven by ADR. We also expect to see a stronger 2027 than what we initially projected in our past forecasts, although there will be some mid-year weakness due to difficult year-over-year comparisons. We expect travel activity to continue to grow as we move into next year. Stable labor markets, recent wealth gains, and easing inflation should keep consumer spending resilient, while business investment is broadening beyond AI-related projects and group travel continues to recover. International visitation should see modest improvement, though prolonged US-Canada trade tensions remain a headwind to watch Amanda Hite, STR president With stronger rooms revenue, GOPPAR is expected to rise 4% this year and another 1% next year,” said Hite. “Rising expenses continue to be worrisome, increasing by more than the rate of inflation in both 2026 and 2027. For more information about the company and its products and services, please visit costargroup.com .

The best experiences are often defined by what never happens. No confusion. No downtime. No visible friction. No interruption to the guest’s sense of ease. Design, service and personalization remain the most visible signs of luxury. Behind the scenes, owners and operators are placing greater focus on operational luxury. This means choosing systems, equipment and technology that help teams protect the guest experience through fast response, steady performance and smooth service. Guests may never see these systems directly, but they feel the impact throughout the stay. Operational Decisions Appear at the Guest Level Luxury hospitality leaves little room for error. Service standards are high, training is ongoing and every detail counts. In this setting, operational decisions reach the guest quickly. A delayed response, unavailable amenity or unclear moment inside a wellness space can affect how the guest views the property. Guests do not see the internal reason. They only feel the result. Strong properties plan for this. They invest in systems that help keep disruption away from the guest. Over time, smooth daily execution builds trust. Why Wellness and Fitness Enter the Conversation Wellness and fitness now play a clear role in luxury hospitality. Some properties build their identity around these spaces. Others position them as premium amenities alongside spas, dining and concierge service. Guests arrive with clear goals and limited time. They expect fitness and wellness spaces to work well across long hours, whether staff are present or the space is running between peak periods. This makes wellness a useful example of operational luxury. It shows how smart operational choices can protect the guest experience and support business goals at the same time. The same idea applies across the property. Anywhere expectations are high and time is limited, operations either protect the experience or weaken it. Design for Service Operational luxury depends on technology that works without explanation. Guests should never have to search for help, guess what to do or wonder if something is working. Service support sits at the center of this. The Onyx Collection by Matrix includes Facility Concierge, a guest-facing service request option built into the console. With one touch, guests can connect with staff. Teams can track requests and response times, which helps create a clear service standard inside the fitness space. A guest can request towels or an energy drink without leaving the workout area. Staff can respond without disrupting the flow of the space. The console can also support revenue opportunities in a subtle, brand-aligned way. On-screen messaging and property apps can connect guests to spa bookings, dining reservations or recovery services. A guest finishing a workout is already thinking about what comes next. The console can place the right option in view without turning the fitness floor into an ad space. When technology is built for service, it supports both guests and teams. Clear signals, simple workflows and reliable performance help staff stay present instead of reactive. Operational Luxury as a Leadership Discipline Operational luxury changes how leaders evaluate investments. Daily

One day, when I arrived for my shift, I noticed that the entire evening management team was running around the hotel with wide, panicked eyes. “Oh my God, a VIP guest is arriving soon!” “They just called — he’ll be here in five minutes!” How I hate that expression: “VIP guest.” Many hotels have a practice of giving VIP guests a special welcome, and I have absolutely nothing against giving certain guests additional attention. On the contrary, if someone has specific needs, preferences, or an important reason for their visit, it is our responsibility to do everything possible to make their stay perfect. But there is something else that has always bothered me: in the chaos surrounding the arrival of one “special” guest, the team can sometimes start to forget that everyone else exists. Does a young couple travelling with a child deserve less meticulous room preparation than the owner of a major local company? Should we fail to congratulate a guest on their anniversary simply because the team is busy waiting for a VIP guest? Does someone who has just arrived after a long flight suddenly become less important simply because their name is unfamiliar to the entire management team? To me, the answer is obvious: no. And this, in my opinion, is where we begin to contradict the very essence of hospitality. The problem is not that we give someone additional attention. The problem begins when giving additional attention to one guest automatically means giving less attention to everyone else. Luxury hospitality should not operate on the principle: “This guest matters more.” It should operate on the principle: “This guest has different needs.” Those are two completely different things. One guest may prefer a particular brand of water, another may be celebrating a wedding anniversary, a third may be visiting the city for the first time, a fourth may be preparing for an important presentation the following morning, and a fifth may simply be travelling with a small child who has not slept throughout the entire journey. All of them may need completely different types of service. But none of them becomes less important. And this, in my view, is what true personalization is really about: not determining who deserves more attention, but understanding what matters to this particular person. I have always believed that the true level of a hotel is not tested when a VIP guest arrives. At moments like that, the team is usually at its most prepared: everyone knows who is coming, when they are arriving, which room has been prepared, which amenities should be placed, and which details need to be checked. The real test begins when ten other things are happening at the same time. One guest is calling the Front Desk. Another is waiting for luggage assistance. A third needs help making a restaurant reservation. A fourth has arrived early. A fifth cannot find the right exit. And the team is waiting for one particular person. Can we still make everyone

CHICAGO – The Global Business Travel Association ( GBTA ), the world's premier business travel and meetings trade organization, concluded GBTA Convention 2026 yesterday after welcoming more than 5,500 attendees from 47 countries for the industry's largest annual gathering and a week of discussions focused on the future of business travel. Held August 3-5 at McCormick Place, GBTA Convention 2026 convened business travel buyers, suppliers, innovators, policymakers, volunteer leaders and partners to connect, learn and help shape the future of the global business travel industry. This year’s Convention brought together almost 1,200 buyers from 681 companies representing more than $46 billion USD in self-reported annual travel spend. The event also featured nearly 400 exhibitors and over 1,300 first-time attendees, reflecting the continued strength, resilience and evolution of the global business travel community. The Convention also delivered an estimated $18.5 million in economic impact to the local Chicago area. GBTA Convention continues to be where the global business travel industry comes together to understand what's changing, build meaningful connections and shape what's next. This year's gathering reinforced the essential role business travel plays in driving economic growth and cooperation around the world, while helping organizations and professionals adapt, innovate and lead through change. Suzanne Neufang, CEO of GBTA Throughout the three-day event, attendees explored the trends, technologies and workforce dynamics reshaping business travel, while sharing practical strategies for managing programs in an increasingly complex global environment. Centered on the themes of Our Selves, Our Organizations and Our World , GBTA Convention 2026 reflected the association’s commitment to strengthening the industry through community, learning, advocacy, innovation, sustainability and professional development. Education, Insights and Professional Development GBTA Convention 2026 featured almost 90 education sessions across 17 tracks and more than 250 peer-reviewed speakers and presenters, offering practical insights and best practices for business travel professionals across every segment of the industry. Programming highlighted GBTA’s expanding learning pathways and professional development resources, including Advanced Principles of Business Travel Management, Strategic Meetings Management, Sustainable Travel Management and Supplier Essentials. GBTA also showcased its new on-demand GBTA Learning and Community+ digital platforms, both designed to help business travel professionals access education, resources and peer connection throughout the year. Main Stage Programming Explored Industry Outlook, Leadership and Impact Main Stage sessions featured GBTA CEO Suzanne Neufang and GBTA Board President Rosemary Maloney, along with keynote speakers and industry leaders including Frances Frei, Anne Morriss, Chef José Andrés, Jia Jiang and executives from across the travel ecosystem. Together, these sessions explored leadership, resilience, innovation, business transformation and social impact, while examining how organizations can navigate change, strengthen travel programs, better understand traveler needs and demonstrate the enduring value of in-person connections. Newly Released GBTA Business Travel Index Points to Continued Growth and Evolving Market Dynamics During Convention, GBTA unveiled the 2026 GBTA Business Travel Index , made possible by Visa. The 18th edition of the report forecasts global business travel spending to reach a record $1.71 trillion USD in 2026, with the number of business trips worldwide expected

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