Conrad Maldives Rangali Island has appointed Duncan Bond as its new Hotel Manager, ushering in a fresh era of leadership and innovation at one of the Maldives’ most iconic resorts. With over 15 years of experience in the hospitality industry, Duncan is set to bring his vast expertise to the resort, ensuring the continued excellence that guests have come to expect. His leadership style, combined with a commitment to authenticity and cultural respect, positions him perfectly to enhance the guest experience at this luxurious property.

A Wealth of Experience in Global Hospitality

Duncan Bond’s extensive career in the hospitality industry spans multiple continents, including Europe and the Africa-Indian Ocean region. His vast operational experience has been honed through senior leadership roles with renowned hotel chains such as Hilton and IHG. Notably, he has served as the Director of Operations at Hilton The Hague and as Operations Manager at Hilton Seychelles Northolme Resort & Spa. Duncan’s most recent role was as the General Manager of Hotel Indigo The Hague Noordeinde Palace, where he successfully led large-scale renovations, repositioned luxury resorts and introduced innovative dining and bar concepts.

Throughout his career, Duncan has been at the forefront of strategic initiatives that have enhanced the brands he’s worked with. His focus has always been on strengthening brand identity while maintaining a competitive edge in the market, particularly in the luxury sector. At Conrad Maldives Rangali Island, Duncan is expected to bring the same level of professionalism and strategic thinking, ensuring that the resort remains a top-tier destination for luxury travellers.

A Focus on Authenticity and Contemporary Luxury

Duncan Bond’s philosophy of luxury is grounded in creating authentic, personal and effortless experiences for guests. In a world where traditional luxury has often been associated with excess, Duncan believes that contemporary luxury is defined by meaningful experiences that foster a deeper connection to the destination. According to Duncan, modern travellers no longer seek out mere indulgence, but rather look for experiences that allow them to immerse themselves in the essence of a place.

This philosophy is aligned with the core values of Conrad Maldives Rangali Island, which has long been known for its ability to create emotional connections with its guests. Duncan aims to build on the resort’s strong legacy of fostering these connections, while also ensuring that each guest experience is unique and unforgettable. With the resort’s stunning marine-rich setting and its history of pioneering initiatives, Duncan’s vision will continue to elevate Conrad Maldives Rangali Island as a leader in luxury hospitality.

Embracing Diversity and People-Centric Leadership

One of Duncan Bond’s defining qualities is his deep appreciation for people and culture. Born in the Netherlands with Moluccan and British heritage, Duncan’s leadership style is heavily influenced by his multicultural background. His Moluccan heritage, in particular, has instilled in him a profound respect for the cultural elements that shape communities, such as food, art and family. These values have greatly influenced his approach to hospitality, where he strives to infuse connection into every touchpoint, whether with guests or team members.

Duncan’s curiosity about people is what truly sets him apart as a leader. He is inspired by individuals who embrace their cultural identity, share their personal stories and bring their authentic selves into every interaction. This authenticity, Duncan believes, is the key to creating emotional luxury and it is this type of luxury that keeps guests coming back time after time. At Conrad Maldives Rangali Island, Duncan’s people-centric leadership is sure to strengthen the relationship between the resort and its guests, making each stay a memorable and meaningful experience.

Duncan’s appointment as Hotel Manager at Conrad Maldives Rangali Island marks a new chapter for the resort, one that is grounded in authenticity, cultural appreciation and unparalleled guest experiences. With his extensive hospitality experience and forward-thinking approach, Duncan is poised to lead the resort into the future, ensuring that it continues to be a world-class destination for luxury travellers from around the globe.

Jack Doohan says he received death threats and had to call police to resolve an encounter with armed men at about the time of last year’s Miami Grand Prix, just before he lost his Formula One drive with Alpine.

The Australian driver said in the latest series of Netflix documentary Drive To Survive, released on Friday, that he had been threatened by email, describing the atmosphere around what proved to be his final race as “pretty heavy stuff”.

Doohan made his debut for Alpine in the last race of 2024 and was dropped and replaced by Franco Colapinto after Miami, the sixth race of 2025. He is now a reserve driver for Haas.

“I got serious death threats for this Grand Prix, saying they’re going to kill me here if I’m not out of the car,” Doohan said in the documentary. “I had six or seven emails saying if I’m still in the car by Miami, that I’ll be, you know, all my limbs will be cut off.”

Doohan also described an incident where he saw three “armed men”, adding that “I had to call my police escort to come get it under control”.

He did not specify how that incident was resolved, and did not identify anyone responsible.

After Colapinto replaced him at Alpine in May, Doohan posted on social media that he and his family had been facing online abuse, and indicated at the time that fans from Colapinto’s home country of Argentina were responsible.

The duo were the only two drivers in F1 last season not to score a point as Alpine finished last in the constructors’ standings.

Singapore is once again staking its claim as the epicenter of Asia Pacific luxury travel, with the inaugural Global Travel Marketplace (GTM) Luxury Asia Pacific scheduled for 14–15 April 2026. More than a trade show, the event represents a shift in how the region approaches high-value travel: precise, curated, and commercially focused interactions are replacing sprawling exhibitions that prioritize numbers over meaningful engagement.

The marketplace model is built around pre-selected buyers, pre-scheduled twelve-minute meetings, and a highly structured program designed to maximize both time and return on investment. For suppliers and planners operating in a fast-moving, competitive market, this framework provides a level of efficiency and clarity rarely seen in traditional trade events. Every interaction is purposeful, every conversation measured, creating an environment where tangible business outcomes are the priority.

The luxury travel market in Asia Pacific has been evolving rapidly. Rising wealth across Southeast Asia, the growth of multigenerational households, and an expanding base of discerning travelers have created demand for experiences that go beyond accommodation or amenities. Today’s travelers seek personalized narratives, curated journeys, and the assurance of excellence at every step. GTM’s marketplace structure reflects this evolution, giving buyers and suppliers a platform to connect in a way that aligns with these expectations.

Singapore’s role as host city is a strategic decision that underscores the city-state’s strengths. Its world-class connectivity, stable regulatory environment, and sophisticated exhibition infrastructure make it ideal for high-level events. Add to this its status as a regional hub for international hotel groups and a key cruise destination, and the city emerges as an ecosystem where luxury travel and business seamlessly intersect. The co-location of GTM with other major trade gatherings further concentrates decision-makers, creating a corridor of influence that extends across corporate, meetings, and leisure sectors.

Data from similar marketplaces globally highlights the growing preference for targeted, curated networking over traditional expo formats. Attendees appreciate the ability to conduct meaningful, one-to-one meetings over a compressed timeframe, rather than navigating large halls filled with general audiences. The shift reflects a broader trend in the luxury travel industry: time efficiency and measurable outcomes are increasingly valued over sheer scale.

Content at this year’s GTM will reflect both technological innovation and market intelligence. A major theme is the practical use of artificial intelligence, with sessions designed to equip planners with tools that can be implemented immediately, rather than abstract discussions about futuristic possibilities. In addition, industry research and insights into budgets, travel behavior, and demand trends will help attendees anticipate market shifts and align their offerings with emerging customer expectations.

The exhibition itself brings together a strong roster of regional and international hospitality groups, along with destination authorities. The marketplace format ensures that engagement is exclusive, purposeful, and results-driven, with a hosted buyer program providing curated access, VIP lounges, and structured networking opportunities. This approach reinforces the commercial credibility of the event and its ability to generate meaningful connections.

The broader significance of GTM Asia Pacific lies in what it signals about the evolution of luxury travel trade events. Large, generalized exhibitions are giving way to highly selective, impact-focused marketplaces. In this environment, every meeting is designed to carry commercial weight, efficiency is a form of luxury, and curated interactions define success.

For the luxury travel sector in Asia Pacific, the marketplace represents a tangible step toward a more strategic, data-informed, and outcome-oriented approach to trade engagement. By combining structured networking, actionable insights, and a high concentration of decision-makers, GTM sets a new benchmark for the industry. Singapore, with its connectivity, infrastructure, and strategic positioning, continues to demonstrate why it is the region’s premier hub for luxury travel and corporate engagement.

Ultimately, GTM Luxury Asia Pacific reflects the next chapter in the evolution of travel trade. Precision, purpose, and measurable outcomes are replacing scale and spectacle as the defining elements of successful luxury engagement. The marketplace promises not only to reshape networking in the region but also to influence how luxury travel business is conducted across Asia Pacific for years to come.

Singapore Airlines (SIA), the flagship carrier of Singapore and one of Asia’s most recognised airlines, has released its third‑quarter financial results for the fiscal year ended December 2025, reporting a significant 25.9 % rise in operating profit to S$792 million against record quarterly revenue of S$5.5 billion. This performance signifies resilient travel demand and strategic revenue management amid global aviation recovery. The earnings results reflect fundamental travel market dynamics, with robust passenger volumes supporting growth, even as net profit declined sharply due to the absence of a one‑off accounting gain recognised in the previous year. For travellers and aviation stakeholders, these results offer insights into airline health, travel demand patterns, and broader sector performance.

Quick Summary

• Singapore Airlines reported record third‑quarter revenue of S$5.5 billion, up 5.5 % year‑on‑year.
• Operating profit rose 25.9 % to S$792 million in Q3 FY2026.
• Net profit fell about 68.9 % to S$505 million due to absence of a one‑off gain from the prior year.
• Passenger traffic increased, with 10.9 million travellers carried and strong load factors.
• Cargo revenue showed a slight decline, reflecting softer market conditions.

Record Revenue Driven by Passenger Demand

Singapore Airlines’ third‑quarter performance was anchored by strong demand across passenger segments, leading to a record quarterly revenue of S$5.5 billion, up 5.5 % compared to the same quarter a year ago. The carrier carried 10.9 million passengers, marking a 6.3 % increase year‑on‑year, with the passenger load factor improving slightly to 87.5 %. This sustained demand highlights recovery momentum for international travel, particularly on key routes across Asia Pacific, Europe, and North America.

For frequent travellers and holidaymakers, this robust revenue outcome indicates greater connectivity and potentially stronger flight schedules, as airlines often scale services in response to demand and yield performance. Higher traffic volumes also point to an uptick in forward bookings and leisure travel confidence, especially in long‑haul travel markets.

Operating Profit Growth Highlights Core Airline Strength

Despite macroeconomic pressures affecting global aviation, Singapore Airlines achieved an impressive 25.9 % increase in operating profit to S$792 million for Q3. This result suggests that the airline’s route optimisation, revenue management strategies, and cost discipline have helped offset rising fuel and operational costs. Improved passenger yields, which include higher average fares and better cabin mix performance, also contributed to the elevated operating result.

For travellers, improved operating performance can translate into more stable flight operations, enhanced onboard service offerings, and continued network expansion, as financially stronger airlines are better positioned to invest in customer experience and service reliability.

Net Profit Drop Reflects One‑Off Gain in Prior Year

While core operations were stronger, Singapore Airlines reported a 68.9 % decline in net profit to S$505 million compared to the prior year. This sharp drop primarily reflects the absence of a one‑off, non‑cash gain of S$1.1 billion that was recorded in the corresponding quarter of the previous financial year due to the disposal of Vistara following its merger with Air India. Additionally, the airline’s share of losses from associated companies increased, including full‑quarter losses from Air India, which weighed further on bottom‑line figures.

From a travel perspective, this churn in net profit does not diminish the underlying strength of passenger demand and operational revenue growth; rather, it illustrates how accounting factors and investment outcomes can influence headline net earnings independent of travel business performance.

Passenger and Cargo Trends in Q3

Singapore Airlines’ mixed performance across segments shows notable resilience in passenger traffic, which remains the primary revenue driver. Cargo operations, however, experienced a slight year‑on‑year decline in load factor and yields, reflecting broader softness in global air freight markets. Despite the cargo segment’s contraction, the airline’s ability to lean on passenger performance underscores the growing importance of people travelling for both leisure and business, particularly as global tourism rebounds.

For travellers, this signals that airfares may remain competitive on routes with strong leisure demand, although cargo trends might influence pricing strategies for belly cargo capacity on passenger flights.

Advantages for Passengers

Enhanced Flight Connectivity: Strong revenue growth and passenger demand often support fuller flight schedules and expanded seasonal services, benefiting travellers with more options.

Market Confidence: Rising operating profits reflect airline stability, reassuring business and leisure travellers about service continuity and reliability.

Potential Service Investments: Financial strength enables airlines like Singapore Airlines to invest in cabin upgrades, digital services, and loyalty benefits.

Yield Recovery Signals: Early signs of improved fare yields may stabilise pricing over time, reducing extreme fare volatility for certain key routes.

Disadvantages and Considerations

Net Profit Volatility: Despite strong revenue and operating growth, bottom‑line earnings volatility due to accounting gains or partner company performance can complicate investor sentiment.

Cargo Segment Weakness: Slower cargo performance could limit ancillary revenue that airlines use to subsidise lower passenger fares on some services.

Route Planning Uncertainty: Financial fluctuations might influence network decisions in marginal markets, potentially affecting service frequency or capacity on less profitable routes.

Fare Pressure Variability: While pricing recovery is emerging, fare competition and seasonality can still lead to unpredictable ticket prices.

What This Means for Travellers

Singapore Airlines’ Q3 results illustrate a robust operating performance and record revenue, underpinned by continued global travel demand. The 25.9 % rise in operating profit and strong passenger numbers reflect an industry adapting to post‑pandemic dynamics, where leisure travel and network optimisation drive growth. Travellers can interpret these results as a sign of airline financial resilience, expanded service reliability, and evolving connectivity opportunities. Nonetheless, fluctuations in net profit due to one‑off items and cargo market softness remind travellers that airline economics are multifaceted. Overall, healthy revenue and operating profitability point to positive momentum in the aviation landscape, particularly for frequent flyers and international tourists.