Few words have shaken the travel industry quite like 'lockdown'—an eight-letter term that continues to upend global hospitality, with varying degrees of severity from one nation to the next.
When airports stand silent, rideshare apps stay idle, dining rooms close, and hotel suites remain unoccupied, the very foundation of travel begins to tremble.
While corporate teams worldwide have embraced video conferencing platforms such as Zoom, Teams, and Whereby to keep business moving, sweeping restrictions on movement have cast doubt even on the feasibility of a local getaway or luxury staycation.
In previous years, industry data consistently showed that luxury travel accounted for about 20% of all journeys, yet generated more than 65% of the sector’s total revenue. In the current climate, such figures feel obsolete.
This is uncharted territory for us all.
Having traveled extensively in the aftermath of 9/11 and during the SARS outbreak, I recall how our industry responded efficiently and with composure. Airlines made swift strategic decisions, and hoteliers braced for a temporary lull. Crucially, those crises were largely regional—allowing much of the world to continue traveling.
Even luxury-focused travel agencies weathered those storms by redirecting clients to safer destinations across continents.
COVID-19, by contrast, was a truly global pandemic—rendering no destination entirely “safe.”
Airlines have faced unprecedented challenges, with many storing aircraft long-term or, in some cases, ceasing operations altogether. Hotels and restaurants have had to continually adapt their health and safety protocols, while countless new openings have faced indefinite delays.
Every nation has taken a unique approach, with some prioritizing public health over economic concerns, and others doing the reverse.
Tracking global markets over the past few years reveals a surprising resilience in the luxury goods sector. While affluent clients paused their travel plans, they shifted to digital luxury retail—spending robustly from the comfort of home.
Notably, after each major wave of COVID-19, we saw a rapid resurgence in high-end travel demand. Those who’d been confined for months were eager to embrace freedom and indulge in exclusive escapes at the first opportunity.
Now, as the world moves through subsequent waves and new variants, travel planning is once again in focus. The UK, for example, reopened its hospitality sector as vaccination rates soared, and most destinations are now welcoming guests under robust health protocols.
Governments worldwide have extended broad support to travel and tourism, with aid packages covering both economy and luxury segments—an approach that hasn’t always been the norm.
Given that just 20% of travelers choose luxury, should policy-makers prioritize mainstream travel in their recovery efforts?
Reflecting on my visits to Hong Kong during the SARS crisis, I recall a city brought to a standstill. The usually bustling Chek Lap Kok Airport handled only a trickle of passengers, its vast halls eerily quiet.
Hong Kong is home to some of the world’s most acclaimed luxury hotels—such as Four Seasons, Mandarin Oriental, Peninsula, and Ritz-Carlton.
Simultaneously, an array of budget-friendly accommodations caters to backpackers and value-conscious travelers.
One memorable evening, I dined at a modest noodle bar near Wellington Street with Kim, the Concierge at my five-star hotel, and her childhood friend Flora, who managed a spotless, unassuming guesthouse far from the city’s neon lights.
Despite working in vastly different segments, both women met weekly to share stories about their lives and careers.
The absence of international visitors had deeply affected both of them—proving that all tiers of hospitality are intertwined and vulnerable.
While executive leadership at luxury hotels may have the financial reserves to withstand a crisis, front-line staff—especially those in guest services, dining, and concierge roles—often rely on gratuities and commissions to make ends meet.
Kim, for instance, supported a large family, with only herself and her father earning an income. The loss of regular tips and overtime meant real hardship at home.
By day, Kim expertly orchestrated exclusive reservations and fulfilled luxury requests with poise and a radiant smile. Yet, her reality involved lengthy commutes to a modest apartment, where she was the anchor for her loved ones.
Both she and Flora depended on a thriving tourism industry to support their families and dreams.
Today, while the outlook remains uncertain, there is renewed optimism. Widespread vaccination campaigns are underway, though vaccine hesitancy lingers in some regions. With digital health passes and vaccine requirements now standard for international travel, carriers like Qantas have maintained policies restricting unvaccinated passengers—a trend increasingly adopted by hotels, restaurants, and event venues.
I support policies that make COVID-19 vaccination a prerequisite for travel and hospitality participation.
The recovery is gradual—marked by cautious hope—but momentum is building.
My perspective has only deepened my respect for the unpredictable forces of nature. Whether facing volcanic eruptions, seismic activity, or pandemics, the world can change in an instant—and our industry must remain agile and humble.
Encouragingly, travel agencies and tour operators are positioning themselves for a post-pandemic renaissance. Airlines and hotels that have survived the crisis are now innovating for a new era of luxury travel in 2025. Major global events, from the Tokyo Olympics to the Qatar World Cup, have demonstrated the industry’s ability to adapt and thrive, even under extraordinary circumstances.
Now more than ever, travel enthusiasts must champion every facet of this industry—premium airlines, boutique hotels, dedicated staff, world-class spas, celebrated vineyards, vibrant cities, pristine islands, and all those who make travel memorable. Without the promise of discovery, life loses much of its color.
Varun Sharma
Editor-In-Chief
