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FEBRUARY 2024TOP BUSINESS SCHOOLS IN THE UNITED KINGDOM04.THE CASE FOR STUDYING BUSINESS IN THE UNITED KINGDOMMORE THAN 100 BUSINESS SCHOOLS IN THE U.K.OFFER STUDENTS VALUABLE LIFE EXPERIENCES AND INTERNATIONAL INSIGHTS06.WHY BUSINESS SCHOOL APPLICATIONS TO THE UK ARE SO STRONGAND HOW THE CONSERVATIVE GOVERNMENT COULD END UP WEAKENING THEMCONTENTS08.WHY NOW MAY BE THE BEST TIME TO GET AN MBA IN THE U.K.A HIGH-QUALITY PRESTIGE PROGRAM CAN BE HAD AT A FRACTION OF THE PRICE OF A TOP U.S.PROGRAM11.NAVIGATING LONDON AND THE U.K.AS AN INTERNATIONAL STUDENTTHE FIRST-HAND PERSPECTIVE OF A LONDON BUSINESS SCHOOL MBA STUDENT FROM AUSTRALIA14.WHY THE NEW U.K.VISA RULE WONT HAVE A BIG IMPACT ON INTERNATIONAL ENROLLMENTFOR ONE-YEAR PROGRAMS,FAMILY RESTRICTIONS SHOULDNS MATTER THAT MUCH16.2024 MBAS ABROAD:UNITED KINGDOMSTUDENTS AT U.K.BUSINESS SCHOOLS REFLECT ON WHAT ITS LIKE TO LIVE AND STUDY IN THE COUNTRY20.BUSINESS STUDENTS ABROAD:GETTING YOUR BUSINESS DEGREE IN THE UNITED KINGDOMSTUDENTS DISH ON WHAT IT IS LIKE TO LIVE AND S TUDY AS AN INTERNATIONAL STUDENT IN BRITAIN26.THE TRIPLE CROWN BUSINESS SCHOOLS IN THE UNITED KINGDOMONLY 1%OF THE WORLDS BUSINESS SCHOOLS ARE TRIPLE-ACCREDITED AND 27 OF THEM ARE IN THE U.K.,INCLUDING MANY HIDDEN GEMS29.MBA RANKING:BRITAINS TOP 15 FULL-TIME MBA OPTIONSWITH JUST ONE EXCEPTION,LONDON BUSINESS SCHOOLS MBA PROGRAM HAS RANKED HIGHEST IN THE U.K.OVER THE PAST TEN YEARS32.THE UNIQUENESS OF AN OXBRIDGE MBATRADITION AND RITUAL ARE UNIQUE IN THE MBA EXPERIENCES AT OXFORD AND CAMBRIDGE36.UK B-SCHOOLS SAY INTERNATIONAL RECRUITMENT IS PLUMMETINGBUSINESS SCHOOL DEANS ARE CONCERNED ABOUT THE PERCEPTION THAT THE UK IS NOW PERCEIVED AS A HOSTILE ENVIRONMENT FOR INTERNATIONAL STUDENTSMORE THAN 100 BUSINESS SCHOOLS IN THE U.K.OFFER STUDENTS VALUABLE LIFE EXPERIENCES AND INTERNATIONAL INSIGHTS4T O P B USI N E SS SCHOOLS I N T HE UN I T ED KI N G D OMTHE CASE FOR STUDYING BUSINESS IN THE UNITED KINGDOM5T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM If your ambition is to pursue a global career in business,it would be a grave mistake not to look at the many options to study and learn business than the United Kingdom.Whether its an undergraduate or graduate degree,from the MBA to a masters in business analytics,you would find an amazing array of prestige choices.More than 100 business schools have their homes in the U.K,with more than 130 MBA programs alone.Ten of the Top 100 global MBA programs on the Financial Times 2023 list are domiciled in the U.K.As are 10 of the top 100 Masters in Management programs.Some 27 British business schools have won the so-called Triple Crown,accreditation by all three major B-school accrediting agencies in the world.As Sangeet Chowfla,the former CEO of the Graduate Management Admission Council,writes,the country punches well above its weight when it comes to business education.“The U.K.has always been a graduate management education powerhouse,”notes Chowfla.“It is the third largest taught-in-English provider of graduate management education after India and the U.S.and is home to many institutions of renown.The country rightly boasts to having one of the best higher education institutions in the world,a network of schools with a strong presence in finance,consulting,and technology.No wonder Britain has long been the preferred choice for some of the most important minds in history.The British Council estimates that one in four world leaders has studied in the U.K.And especially for international students,the United Kingdom is a welcoming place.In most of the business programs in the U.K.,international students make up 90%or more of the learning population.The country,and especially London,is a modern melting pot of diverse cultures and backgrounds.Your education at a U.K.business school is,as Cranfield School of Management LETTER FROM JOHN A.BYRNEFO U N D E R&C EO,P O E TS&Q UA N TSDean David Oglethorpe points out,enriched with valuable life experiences and international insights that will benefit your future career and transform your view of the world.You will work within diverse study groups,witnessing first-hand how management styles and business practices differ from one country to the next,whilst developing greater respect for other cultures,values and norms.“The greatest thing about the United Kingdom whether it is working,studying or living is the diversity,”says Nalisha Patel,regional director for Europe at the Graduate Management Admission Council.“It is such a melting pot of people and ideas.There is London and there is the U.K.and you sometimes have to unpack that.Its a really wonderful place to cover a lot of ground understanding people and cultures without having to move out of the United Kingdom.”Michael Anthonisz,the associate dean of MBA programs at Durham Business School,echoes that advantage.“You get to engage and network across a vast range of backgrounds and people,”he says.“The culture,the friendliness and the collegiality of people here are all pulling in the same direction to achieve goals.”In this guide to business education in the U.K.,our goal is to shine a light on the best programs and schools,including many of the hidden quality gems that dont get the benefit of an FT ranking.Whether you study at one of the business schools at world-recognized universities or a school with a national or regional reputation,you can learn what you need in business to reach your full potential.Well explain what its like for an international student to study in the U.K.and also provide a candid assessment of the threat by a conservative government to impose restrictions on student and work visas for internationals.T O P B USI N E S S SCHOOLS I N T HE UN I T ED KI N G D OM 6trend and gaining share?To understand this further,one needs to first look at underlying global trends in international student mobility,a subject that I wrote about in a previous column(you can read it here).In it,I demonstrated that there is a fundamental shift in students preferred study destinations away from the U.S.to schools within their region,in Asia and in Europe.The U.K.could certainly be benefiting from the shift to Europe,but recently,the U.K.business schools seem to be outstripping their continental brethren.Why could that be?THE U.K.HAS ALWAYS BEEN A BUSINESS SCHOOL POWERHOUSEThe U.K.has always been a graduate management education(GME)powerhouse.It is the third largest taught-in-English provider of graduate management education after India and the U.S.It is home to many institutions of renown,including two of the most prestigious universities in the world in Cambridge and Oxford.Ten of the Top 100 global MBA programs on the Financial Times 2023 list are domiciled in the U.K.As are 10 of the top 100 Masters in Management programs.WHY BUSINESS SCHOOL APPLICATIONS TO THE UK ARE SO STRONGBY:SANGEET CHOWFLAThe hard stats on global applications to business schools is a good proxy for the attractiveness of schools and their location as a study destination.And when you look at that data,you would immediately be struck by the recent relative strength of those in the United Kingdom.This comes,as I have written earlier,as the global competition for talent has been heating up.Traditional destinations such as the U.S.have been losing market(application)share to challengers from Asia and the European continent.Why then,is the U.K.,certainly one of the“traditional”study destinations bucking the AND HOW THE CONSERVATIVE GOVERNMENT COULD END UP WEAKENING THEM7T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM When you consider that for all its prominence in global discussions,the U.K.is relatively small comprising just 5.1%of OECD GDP(and only 3.8%when you add in China and India).It is a country with only 4.8%of the OECD population.You can appreciate that it punches above its weight in graduate management education.The country has benefited from its overweight in ranked business schools and greatly by historical ties to the countries of the Commonwealth.Many prospective students in Asia have had parents and grandparents who earned their degrees in the U.K.The brands are top of mind and large diasporas lead to family ties and financial and social support.International credibility is important to all business schools,but even more so to those in the U.K.as large proportions often more than 90%-of their students are international.Yet,for most of the last decade schools in the U.K.,while benefiting from the global shifts described above,lagged the rest of Europe.The chart below illustrates this point.In the four-year period from 2016-2019,the number of GME programs in the U.K.that reported application growth exceeded the global average by 1%,21%,30%and 17%.A powerful showing indeed.But they lagged the European average of schools reporting growth by minus-15%,0%, 9%and-5%.It seemed that European schools were doing even better and were collectively gaining share while the U.K.schools were losing relative share to the continent.Why may that be?I will come to that in a bit.APPLICATION GROWTH TO GRADUATE MANAGEMENT PROGRAMS IN THE U.K.OUTSTRIPPED THE GLOBAL AVERAGES IN THE PAST THREE YEARSThe picture changed dramatically in 2020.British programs reporting application growth continued to exceed the global averages but more tellingly they also started exceeding the European averages by 10%, 3%and 13%in the 2020-2022 period(early data seems to indicate that there may have been a slowdown in 2023).Did the U.K.schools suddenly do something different?Did the U.K.suddenly become more attractive as a study destination?Or were there other factors?I dont believe that the schools did anything fundamentally different.They did marginally benefit from the fact that,during Covid,many Asian families preferred to send their children to destinations that were“closer”(one flight away)with multiple ways to get back home during lockdowns.The diaspora in the U.K.helped provide comfort.The more fundamental shift I believe was one of policy.In 2012,the then conservative government abolished the two-year Post Study Work visa(PSW)that allowed graduates to work after graduation.This had a chilling effect on applications to the U.K.,contributing to their underperformance compared to the Continent(which,remember was expanding post-study work opportunities at that time).They reintroduced the policy in 2019 and applications to the U.K.,boosted by the presence of ranked schools,Commonwealth links,diaspora ties and closeness to Asia did the rest.Applications to U.K.schools outstripped growth on the Continent and the globe.THE BENEFITS TO THE U.K.OF HIGHER EDUCATION ARE INDISPUTABLEA recent study by educational consultancy,IDP,stated that 41%of international students in the U.K.would change their preferred study destination if the PSW visa period was reduced.That is the level of sensitivity to this issue.Add to that that another study which calculated that foreign students pursuing a higher education degree spend 44.1 billion in the U.K.while the cost to maintain them is a mere 6.7 billion for a net benefit of 37.4 billion to the economy.A compelling public policy case seems to present itself.Yet,in a response to growing political pressure over immigration,in December 2023,the then U.K.Home Secretary announced a review of the visa program with a view towars reducing or eliminating the ability of international graduates to enter the U.K.workforce.Stay tuned.T O P B USI N E S S SCHOOLS I N T HE UN I T ED KI N G D OM 8WHY NOW MAY BE THE BEST TIME FOR U.S.STUDENTS TO GET AN MBA IN THE UKA HIGH-QUALITY PRESTIGE PROGRAM CAN BE HAD AT A FRACTION OF THE PRICE OF A TOP U.S.PROGRAMBY:RILEY WEBSTER9T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM The British pound has fallen to an all-time low.With inflation on the rise,the strength of the U.S.dollar may provide American students with the opportunity to get their MBA for a fraction of the cost in the UK.So says Chris Healy,head of MBA marketing and recruitment at Alliance Manchester Business School.And his view is backed by data:According to a new survey by UK-based consultant CarringtonCrisp of more than 3,000 B-school students from over 20 countries,40%selected the UK ahead of the U.S.(35%),European Union(26%),Canada and India(both 19%).“The cost of business education in the U.S.and North America as a whole is very high,”Healy says.“Most Americans have a local MBA that might not even be ranked in the top 100 MBA programs,yet it will be double the price of an MBA in the UK.”SEIZING THE MOMENTAlliance and other UK schools are trying to use this moment in history to their advantage by recruiting more American students.Healy says that 12%of Alliance Manchesters Global MBA that began classes in July 2022 came from North America.“Wed like to see that number continue to rise in 2023,”he says.Poets&Quants spoke with two students from the U.S.who opted for the UK MBA instead of an American one.While cost inevitably weighed into their decision to study outside of their home country,so did the desire for a flexible delivery and a diverse classroom experience.THE DESIRE FOR FLEXIBILITY:GOING BACK TO SCHOOL IN-PERSON WOULD BE IMPOSSIBLERakesh Kumar Dhasani-Bhaktavatsalam always wanted to do an MBA.He lives in Buffalo City,New York,and works as a technology director helping banking and financial clients in the tech space with digital transformation,machine learning and artificial intelligence.Aspiring to climb the corporate ladder,he began researching different programs in 2021.The main thing he wanted out of his degree was a flexible,online delivery,a diverse classroom,and an affordable cost.In April 2022,he started his online MBA at Durham University Business School in Durham,England.“As a busy professional,I have to manage my job and my family,”he says.“Going back to school in-person would be impossible for me.”Online MBA delivery means that Dhasani-Bhaktavatsalam can study“whenever its convenient,”while still getting the same quality of education as an in-person MBA.“Its the same syllabus,”he says.MAKING THE MOST OUT OF TUITIONAside from flexibility,Dhasani-Bhaktavatsalam wanted a program that would make the most out of his money.“Id spend a minimum of$70,000 for an MBA in the U.S.,”he says.At Durham,his MBA cost him 30,000,which equates to just under$35,000 USD.Michael Anthonisz,Durham University Business Schools MBA program director,says the schools seen an increase in North American students over the last year.However,since the biggest shift in currency has been as of late,he predicts there will be a rise in US enrolment in the coming months.“Cost is such a big factor in students decision-making,”says Anthonisz.“Id be surprised if the number of American students didnt increase.”SUCH A DIFFERENCE IN PRICE POINTPrice was also top of mind for Vanessa Gore,first-year MBA student at the University of Edinburgh in Scotland.“When I started to look at schools overseas,seeing such a difference in price point made me realize that I could actually afford to do this,”she says.Prior to beginning her MBA,she says she felt that she was getting“stagnant”in her career.“It was too early in my career to feel this way,”she says.“I knew I was going to do an MBA,it was just a matter of when.”Originally from Grand Rapids,Michigan,Gore researched MBAs in her home state before looking at international options.Upon realizing the astronomical prices of American MBAs,she packed her bags,sold her belongings,and moved across the world to Edinburgh for a considerably cheaper,hybrid-style MBA.This model has her in class two to four hours everyday,with the rest of the content delivered online.In total,Edinburghs one-year,full-time MBA cost her 35,000.But with the shorter completion time,shell only have to put her career on pause for a year rather than two.Plus,getting a scholarship made it even more financially feasible.Wendy Loretto,dean of Scotlands University of Edinburgh Business School(center,surrounded by students).Courtesy photosA DIVERSE CLASSROOM IN-PERSON AND ONLINEAnother factor that drew both Dhasani-Bhaktavatsalam and Gore to UK MBAs was the desire for a diverse classroom.“There are so many quality business schools in the U.S.,”says Healy.“But the classrooms are generally very U.S.-dominated.When the program is online,youll get a more internationally diverse candidate pool,which makes for more diverse conversations.”Dhasani-Bhaktavatsalam aspired to make global connections.For him,it was important that he find a program that would help him build his professional network.In his cohort of 30 people,each person is from a different country.“Thats the best part about this MBA,”he says.“Students are from Canada,the UK,Africa,China,and some have become my good friends.”Through building an international network,hes looking forward to leveraging unique opportunities to collaborate with the people he meets.“I have classmates who are CFOs.You never know,down the line we could all start our own company together,”he says,excitedly.But online MBAs arent the only places where diversity thrives;in Gores hybrid program,her class is made up of 59 students from 21 different nationalities.Only one person is from Scotland;the rest are international students,including five Americans.“Its amazing to get to know each other and learn everyones reasons for coming here,”she says.“It offers a great shift in your personal perspective as well as in your professional perspective.”Wendy Loretto,dean of the University of Edinburgh Business School,says diversity is the number-one thing past students have praised about the schools MBA.“Perhaps more than any other aspect of the MBA,they praise the international diversity of the cohort and the ways in which they learn from each other,”she explains.“When you have more diversity in the classroom,youre enriching what it means to be an MBA student.”YOURE GOING TO GROW SIGNIFICANTLY AS A HUMAN BEING AS WELL AS A PROFESSIONALPost-MBA,Dhasani-Bhaktavatsalams long term aspiration is to be an entrepreneur and start his own,multinational company.Because of this,hes on a mission to learn more about global operation and strategic management.“These concepts are going to help me go to the next level in my professional career,”he says.When he graduates,hes open to getting a job in the UK job market.“Ive been living in the US for over ten years,”he explains.“In the future,if I get a better opportunity somewhere in the UK,Im open to moving there.”Gore plans on staying in the UK one she graduates in 2023.Since the UK has recently introduced a post-study graduate visa,American students can get up to two years following their studies to live and work there.She advises that anyone considering getting their in-person MBA at a UK school to“just go for it.”“It sounds extreme when you tell someone you just sold your entire life to move to another country,”says Gore.“But I think if youre looking for an opportunity to move abroad,school is a great avenue to do so.If you do something like this,youre going to grow significantly as a human being as well as a professional.”T O P B USI N E S S SCHOOLS I N T HE UN I T ED KI N G D OM 1 01 1T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM Halfway into my second year,it feels strange to have invitations for events I attended a year ago landing in my inbox again.The MBA feels like such a transitionary period in my life,but many of its aspects have started to take on airs of stability.The friends Ive made,my weekly routines,and even the smiles I share with the familiar faces at my supermarket.All of this didnt happen overnight.Feeling at home in a new city is no mean feat,especially when youre also contending with the gamut of new,exciting experiences the MBA is throwing at you.After 18 months in London,I feel like Ive finally collected enough experiences to share a few morsels of advice.One of the many upsides of the London Business School is its setting.Youre living in the heart of one of the most vibrant,diverse and exciting cities in the world.London is often a city romanticised by media(think Julia Roberts and Hugh Grant in Notting Hill).As a newcomer,you certainly feel the sense of endless possibilities weve long been promised.The range of history,art and culture in the city is phenomenal and you could spend many a rainy day(of which there will be plenty!)perusing a museum or a gallery.The other way to spend a rainy day is,of course,to not be in London at all!So much of Londons allure is its proximity to continental Europe and Africa making a weekend trip to a wholly different part of the world very doable.While these aspects of London are well-publicised and well-understood,there were also certain realities about living in the city that I wasnt expecting.Here are three things that really surprised me about the move to my new city.London3 THINGS THAT SURPRISED ME ABOUT LONDON1.The many different experiences there are in every part of town.One of the most apt ways Ive heard the city being described,is as a collection of villages.Each borough or neighbourhood brings a unique flavour into Londons melting pot.London Business School is in Marylebone a manicured locality in the heart of the city.Jumping on the tube(or the subway as its known across the Atlantic)will take you to diverse neighbourhoods with a plethora of authentic food and culture.Check out Wembley for fantastic Indian food,Hampstead Heath for a beautiful park and view of the city,or Greenwich for a slower-paced vibe on the banks of the Thames.Even these suburbs are just the tip of the iceberg.Regardless of where your interests might lie,there are places and communities for you in London!2.The density of the housing and how fast the housing market moves.The housing market in London is one of the most intense Ive ever experienced.When I first moved to the city,I was looking for flats in July a time of year when many students are on the hunt for a new place for the upcoming academic year.For the first day or two,every viewing I went to had been signed by the person who viewed the flat just before me.Especially at that time of year,you dont really have time to go through a few viewings,compare,and contemplate.If you like NAVIGATING LONDON AND THE U.K.AS AN INTERNATIONAL STUDENTTHE FIRST-HAND PERSPECTIVE OF A LONDON BUSINESS SCHOOL MBA STUDENT FROM AUSTRALIABY:SHARVAN PETHET O P B USI N E S S SCHOOLS I N T HE UN I T ED KI N G D OM 1 21.Think about what youre missing from home and be intentional about filling those gaps in your new city.While London offered me so many new experiences,it took me a while to realise that so much of what keeps me centred is tied up in being immersed in nature.Back home in Auckland,nature was on my doorstep I was always a 10-minute drive from a beautiful beach or a gorgeous hiking trail.London is a far more urban city than Im used to and its not as easy to find great outdoor activities so near to home.Ive gained so much from being more intentional about heading out on hikes or getting near the waters edge whenever Ive found the time.While it was a couple of hours of driving,a weekend spent hiking in the Malvern Hills has been a recent highlight!2.Make time to explore the city,and get out of the MBA bubble.The MBA experience often seems all-consuming.But despite how full the MBA bubble might seem,there is a whole exciting city outside of it!At London Business School,the Baker Street bubble is absolutely a real thing.You could quite easily spend the vast majority of your week within it,shuttling between campus,you or your friends homes,and the local watering holes.Making time to get away from my MBA environment and immerse myself in the city and its surroundings has really helped when I feel like I need a break from everything that goes on in the MBA.Cambridge is only an hour by train from central London but its gorgeous river,historic architecture and wide-open fields will transport you to what feels like a whole new place!3.Make use of the great resources provided by the school ecosystem.The London Business School ecosystem has been one of the most helpful resources for me as Ive settled into the city.Reaching out to existing students before Id moved helped me understand what neighbourhood to live in and what to look out for when thinking about choosing a flat.Many students choose to live in the neighbourhoods near LBS,including Marylebone,St Johns Wood,Maida Vale and Edgware Road.The School also runs a number of online and in-person sessions where you can ask school representatives questions a place and it fits within your budget,youve got to sign it on the spot!Rightmove.co.uk,and Spareroom.co.uk,two of the best-known platforms for finding rental accommodation in the UK,quickly became my new best friends!Saltburn Beach in Yorkshire3.The importance of sunshine.As soon as summer is over In London,the weather starts to turn quite quickly.The days get colder and the sun starts to set earlier.In the depths of winter,days are gloomy and the sun will set by 4 pm.It surprised me,how much of an impact the sunlight(or lack of it)had on my mood!Its no surprise that,as soon as theres a shred of sunlight,Londoners are often out at one of the citys beautiful parks to soak it all in.There are some important remedies to London in the winter months too-travel to sunnier locations or get involved in the Christmas festivities,lights,and markets happening throughout the city!While London has sprung surprises like these on me,once I learned to navigate them and settled into my new normal,I really started to take in and enjoy all that London has to offer.Committing to an MBA has been a massive turning point in my life.Moving to a city on the other side of the world is all part of that experience.Below are three tips for making the most of moving to a new city for your MBA!3 TIPS FOR MAKING THE MOST OF MOVING TO A NEW CITY FOR AN MBA1 3T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM Sharvan PetheBio:Sharvan is a former strategy consultant and LBS scholarship recipient from Auckland,New Zealand.He spent four years working on important problems across a variety of industries,including helping to establish New Zealands national COVID-19 contact tracing service.Sharvan comes to London Business School with an interest in ventures and technology.During his time at LBS,hell be busy validating his own entrepreneurial idea in the media space.In his spare time,Sharvan enjoys hiking,writing and comedy hobbies hell continue to cultivate during his MBA experience.about everything from visa applications to term dates.Of course,the huge number of clubs and interest groups on campus have helped me expand my view of London,far beyond campus while Ive been here.Watching student-run stand-up and improv with the Acting and Comedy Club has shown me a number of great new spots around the city.Box HillHopefully these tips have been useful for you as you think about a move to London or anywhere else in the world to start an MBA!Feel free to reach out on Linkedin.T O P B USI N E S S SCHOOLS I N T HE UN I T ED KI N G D OM 1 4WHY THE U.K.S NEW VISA RULE WONT HAVE A BIG IMPACT ON INTERNATIONAL ENROLLMENTFOR ONE-YEAR PROGRAMS,FAMILY RESTRICTIONS SHOULDNS MATTER THAT MUCHBY:JOHN A.BYRNE1 5T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM Rishi Sunak,the prime minister of the United Kingdom,is the first PM in the countrys history to have an MBA degree on his resume.It is from Stanford Graduate School of Business.Bowing to his countrys concern over immigra-tion,however,he put through a change in visa rules that would bar most new international students from bringing members of their family with them when they come to study at U.K.business schools and uni-versities.Theres only one exception for students who are enrolled in a postgraduate research program.The new change went into effect on Jan.1 of 2024 and has caused many business school admi-nistrators in the country to worry what impact it might have on their MBA and other graduate pro-grams.Most estimate that anywhere from 10%to 25%of their international students are married and often with children.They worry that the rule change will limit classroom diversity,drive down application volume and ultimately student enrollment.IMPACT ON MBA PROGRAMS EXPECTED TO BE LIMITEDThe ability for students to bring along family members has been a major advantage for U.K.schools which are largely dependent on international enroll-ment.International students typically account for as much as 90%of the MBA students at top U.K.business schools.At the University of Oxfords Sad Business School,less than 20%of the students are married.We have this great rich tapestry of stu-dents in our cohorts,says Amy Major,MBA pro-gram director at Sad.It is just a shame not to have these people in your cohort.Somebody who is at that point of having children in line with their career knows where they are going and that person could be missing from a classroom.Not everyone,however,believes the impact will be significant.For one thing,almost all of the MBA programs in the U.K.can be completed in less than a year.Its possible for families to visit on tourist visas,even if they are not allowed to come for the entire length of the program.“You can come over for three months on a tourist visa,”points out John Colley,associate dean of post-experience masters programs at Warwick Business School.“And you can come with one dependent but not an extended family.So that is why the impact is limited.Typically students like to have the option to stay and work here and that is unchanged.If you get a job with your MBA,you could bring your family over.It hasnt changed the essential issue of working here.We do get a lot of people who want to work here at the end of the MBA.”ITS NOT THE END OF THE WORLD“On the one hand,I can understand why the res-trictions are being made and what has been driving the direction for that but it does make a mockery of other decisions that have been made,”believes Michael Anthonisz,associate dean for MBA pro-grams at Durham University Business School.“We were talking about leaving the European union and there were opportunities in place for international relations and one was the two-year post-graduate visa that would allow you to stay for another two years and seek employment.The new regulations on families of students has an impact on someones willingness to stay in the country.It seems counter intuitive now.”Even so,he thinks the impact on programs that take a year or less to complete would be minimal.“We havent seen that borne out in applications yet,”adds Anthonisz.“It becomes more of an impact if students were looking to stay in the country after graduation.”Colley agrees.The vast majority of masters pro-grams in Warwicks portfolio appeals to students whoa re 22 or 23-years of age who dont yet have families.The schools MBA program has an average age of 30 which could have some impact.“Ive noticed that people who have applied from India are down by about 15%,”Colley adds.It has not been immense.In all fairness,we did use to get huge numbers of applications from India which meant if you are not careful,cohort diversity could be a problem so its not the end of the world in that regard.”T O P B USI N E S S SCHOOLS I N T HE UN I T ED KI N G D OM 1 6It takes courage to study overseas.Youre a proverbial stranger and everything is so different.At first,it can be disorienting.Youre always mentally translating a different language or adjusting your rhythms to the time difference.Even more,you keep up your guard,afraid of standing out,wary knowing youre not fully-versed in the norms of your new home.And then theres homesickness missing the people you love and the places you find comfort.Emily Chew noticed that a lot after moving from Malaysia to the United Kingdom to earn her MBA at Alliance Manchester Business School.While Chews adjustment was softened from previously studying in Australia,she watched her classmates struggle with homesickness.As time passed,her international classmates naturally came together to form a tight-knit community.Still,there was one element that sped up this sense of belongingFood.NOTHING BETTER THAN A HOME-COOKED MEAL“Manchester,being an incredibly international city,offered diverse culinary options,making it easy to find comfort in familiar foods from home,”Chew explains.“I think this proactive approach,combining social connections and access to familiar comforts,will significantly ease the potential hurdles of anyone trying to transition to living life in the UK.”Sometimes,MBA expats take it upon themselves to alleviate homesickness with meals.Thats particularly true at Cambridge Judge Business School.Here,youll find food exchanges among the most popular MBA traditions,says Aria Nurfikry,a growth manager from Indonesia.“Offer delicious food from your country and ask for recommendations about where to get great food from your friends country,”he advises.“Often,your new classmates and friends will invite you for a delicious home-cooked dinner from their own countrys cuisine.These dinners across the MBA cohort and among my international classmates have been the most amazing experience I have had.”Emily Chew,Alliance ManchesterCUTTING DOWN THE LEARNING CURVEAh,the United Kingdom.It is home to royals,rockers,and footballers;countrysides,highlands,and chalk cliffs;fish and chips,Cornish pasties,and bangers and mash;The Beatles,James Bond,and Harry Potter too.The nation also features some of the worlds most prestigious business schools,with 10 MBA programs ranking among The Financial Times 100 best.Ten MBA programs in the U.K.made last years FT 100,ranging from London Business School(ranked 16th)to Birmingham Business School(with a global rank of 97).Yet,all told,there are 27 business schools in Britain that have earned triple accreditation from all three major business school accrediting agencies.For MBAs studying abroad in the UK,the academics component can be formidable.Question is,how can international students ease their transition into British 2024 MBAS ABROAD:UNITED KINGDOMSTUDENTS AT U.K.BUSINESS SCHOOLS REFLECT ON WHAT ITS LIKE TO LIVE AND STUDY IN THE COUNTRYBY:JEFF SCHMITT1 7T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM society?To answer this question,P&Q reached out to 12 foreign-born MBA candidates at six British business schools,part of our forthcoming special report on going to business school in the U.K.One advantage of studying in the United Kingdom,they say,is that business schools are melting pots.The London Business School,for example is home to 63 nationalities.At the same time,97%of the MBA students at the University of Oxfords Sad Business School were born outside the United Kingdom(with women,who account for 51%of the latest class,adding another dimension to this diversity).Sads Ifeoluwa Olokode,a Nigerian from the health sector,appreciated how the program weaved non-Western cases throughout the curriculum.And that was just the beginning,she adds.“This diversity also energizes Sads co-curricular offerings and social life.In our first term alone,weve heard from a speaker building one of Africas most celebrated FinTech companies,celebrated Diwali,and had a Christmas Fiesta hosted by the Latin American Club.”LIVING LA VIDA LONDONOlokodes classmate,Aditi Angiras,hails from India.For her,London a 90-minute train ride from Oxford may be the best part of the UK experience.A Fortune 500 and startup hub,London ranks alongside New York City as the worlds financial center.Not only does London provide access to top companies,experts,and investors,but also brings projects,internships,and networking opportunities to campus,”Angiras adds.At London Business School,Navid Eskandar is equally bullish on his LDN digs.“On my first visit to London after securing acceptance to LBS,I remember feeling like the smallest fish in the deepest ocean,”writes the Canada native.“So insignificant amongst all the hustle and bustle of the financial district and the flagship retail stores of Oxford Street.It simultaneously scared me and excited me,but it ultimately gave me perspective.I was able to zoom out and recognize how many more opportunities there were here that I couldnt find back home.Ive since learned about jobs Id never even heard of,globally-focused work approaches,and the importance of real diversity(both of thought and background).”And theres one other benefit to studying in the United Kingdom that international students sometimes overlook.“Students qualify for a graduate visa which allows you to work in the UK for 2 years after graduating,”Eskandar adds.“When that visa expires,Ill likely need sponsorship from an employer,but students who have pursued this in the past have said that it is quite straightforward and not much of a barrier to employment(which is good news)!”Navid Eskandar in front of the Sammy Ofer Centre“GREY AND GLOOMY”WEATHERLike any move,the United Kingdom involves a transition for international MBA students.Beyond deciphering the train schedule or finding a reliable doctor,the British weather flummoxes many students who come from abroad.Think wildly fluctuating temperatures,heavy rain,and early sunsets,says Oxfords Aditi Angiras a combination that can wreak havoc on a students health.This change in climate also left an impression on Cambridge Judges Aria Nurfikry,who was accustomed to the tropical humidity of Jakarta,“I found that I can adapt to the colder temperature easily by having the right warm clothing.What is surprising is how short the day is and how rarely I see the sun.At 4 pm in the winter,it is already dark in this country!I overcame this by shifting my sleeping and waking hours to make sure I get more sun,and I got T O P B USI N E S S SCHOOLS I N T HE UN I T ED KI N G D OM 1 8campus!Being able to make friends nearly nine months before school started made the transition incredible easy,and made London feel like home almost right away.”In many cases,international MBA students turned to services supplied by their business schools.Alliance Manchesters student support services offered guidance on areas like“accommodation,local norms,and legalities,”says Ahmed Almelad,an investor from Saudi Arabia.At London Business School,the visa services team provided a continuous communication loop on“travel and house hunting”to Indias Kaveri Doshi.Imperial Business School includes mentorship as a way to ease the training,pairing alumni and students with similar backgrounds according to Edison Nunez.When it comes to adapting to UK work culture,Cambridge Judge weaves it right into the curriculum.“They conduct thought-provoking workshops on the professional culture in the UK and in-depth talks about various sectors in the UK market,”explains Mathis Wong,a Hong Kong entrepreneur.“Additionally,they offer 1-1 coaching sessions with seasoned career coaches and expert advisers,providing valuable insights to aid my transition and adaptation processes.”HEADING TO THE PUBOf course,there is also the matter of grasping British cultural nuances.Emily Chew,for one,quickly discerned that the famed British accent”actually included several regional dialects far removed from the proper“Queens English.”By the same token,the British sense of humor didnt necessarily fit the stereotype either,adds Navid Eskandar.“Its an odd mix of sarcasm and dry absurdity,all packaged with a deadpan delivery,”he observes.“I thought itd be more in line with Monty Python,or Mr.Bean,but its definitely not.”In contrast,Kaveri Doshi was struck by the countrys passion for gardening and greenery an impulse only matched by its embrace of pub culture.“Pubs are more than just places to drink;they are social hubs where people gather to chat,relax,and enjoy each others company,”Doshi adds“This tradition emphasizes the importance of community and social connection in British life.The warm,friendly atmosphere of pubs,often with their unique historical and local character,is something that many from other cultures find intriguing a lamp for my room that helps simulate sunlight on darker days.”Finding a flat can also be daunting at least in London,says Imperial Colleges Edison Nunez.The Colombia native notes that internationals need to start searching for accommodations and understanding the rental process long before arriving in the UK.In many cases,that means reaching out for help.“Finding a place to live and getting settled was really challenging,”says Navid Eskandar,echoing Nunezs experience.“London has an incredibly competitive rental market,which means its expensive and flats are hard to come by.We managed to work through it by leveraging multiple letting agents at the same time,but its best to start looking early.Setting up bank accounts and home services were also much more complicated than expected.Thankfully,our UK classmates were quick to lend a hand or make suggestions.Asking for help for things that were so simple to do back home felt awkward,but it helped me make new friends and allowed me to help our other classmates when they made the move to the UK.”Mathis Wong,Cambridge Judge Business SchoolSCHOOL SUPPORT FOR INTERNATIONALSAt London Business School,“Meet”was one outlet where international students could solicit help.“A social media cross between Facebook,LinkedIn,and WhatsApp”in the words of Navid Eskandar Meet furnished a platform for students to connect globally.“We set up virtual icebreakers,so folks could meet each other before the program and Ask Me Anythings answered by consultants and bankers in our cohort,”Eskandar adds.“We even managed to plan a huge trip with 250 of our classmates before stepping foot on 1 9T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM and quintessentially British.”Kaveri Doshi,London Business SchoolA FRIENDLY PLACEAt British pubs,everyone is welcome even MBAs studying abroad.That came as a surprise to Warwick Business Schools Vicente Gonzalez,an inventory planner from Mexico.“They are very open to foreigners.This struck me because I had the misconception that Brits were cold and rude,but since the first moment we arrived I was proven wrong.Wherever I went,I was treated with deference,and people always smiled back and were helpful when it came to it.”While international students may arrive as strangers,they are hardly minorities.After all,MBAs abroad constitute the majority of MBA students at the top British MBA programs.That means they set the pace,shape the culture,and ultimately drive the results.“Currently,our class has more than 20 nationalities in a small cohort of 54 students,”says Imperial Colleges Edison Nunez.“The diversity of the MBA cohort makes it effortless to form connections and friendships with peers from other countries.”Vicente Gonzalez,Warwick Business SchoolT O P B USI N E S S SCHOOLS I N T HE UN I T ED KI N G D OM 2 0The United Kingdom offers many options to do an undergraduate degree in businessWhats it like to live and study business as an undergraduate student in the United Kingdom if youre from outside the country?We asked that question and more current students at U.K.business schools from Germany,Hong Kong,Kenya,and Malaysia.Their answers provide great context for prospective applicants who are considering a British university for an undergraduate business degree.Students say the experience has broadened their outlook not only business but of culture as well.Studying business in the United Kingdom has greatly broadened my horizons,says Hong Kong native Sarah Tseung,a student at the Said Business School at the University of Oxford.The culture,strategy,and modes of businesses here are so different from my hometown;and there is a lot to learn from these differences.Adds Joey Yeoh who left her hometown of Kuala Lumpur in Malaysia to study business at Sheffield Hallam University:Moving to the U.K.for my higher education has opened so many doors for myself professionally and personally,she says.Sheffield Hallam University has exposed me to an abundance of opportunities that I have learned many valuable skills from and still use in jobs today.When you ask students about the most challenging aspect of their transition to the U.K.,they have different answers.For Rukiya Swaleh Ahmed from Kenya,its the weather.I originate from a warm tropical country,Kenya,she explains.The coldest it will get would only require I jumper and thats enough to keep you warm.UK on the other hand has the most unpredictable weather.All the seasons seem quite harsh as its either too windy,snowing,raining or too hot during summer.Its easier to keep yourself warm during winter cause what I do is layer up,though the cold will still get through to me.I had to invest in proper clothing such as thermals,waterproof jackets,and gloves.Leonard Cornelius is studying business at Imperial College Business SchoolName:Leonard CorneliusSchool:Imperial College Business SchoolDegree:BSc in Economics,Finance,and Data ScienceHome City and Country:Dsseldorf,GermanyHow has studying business in the United Kingdom enriched your learning experience?Being situated in London,at the center heart of culture,business,and academic endeavors,significantly expanded my horizons.London showed me that the realm of possibilities is boundless.This encompassed a variety of experiences,from visiting universities such as LSE and renowned museums to attending conferences at Imperial and engaging in business talks.What has been the toughest transition to living in the United Kingdom so far?Arriving in the U.K.without knowing anyone presented an initial challenge,especially since I was accustomed to being in environments where I typically BUSINESS STUDENTS ABROAD:GETTING YOUR BUSINESS DEGREE IN THE UNITED KINGDOMSTUDENTS DISH ON WHAT IT IS LIKE TO LIVE AND STUDY AS AN INTERNATIONAL STUDENT IN BRITAIN BY:JOHN A.BYRNE2 1T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM knew someone.While this experience is not unique to the U.K.,living in London,a bustling city,means that the sense of community can quickly get lost.What have you done to overcome this difficulty?Imperial has a great offering of different communities to join,including sport,academic,charitable and cultural societies.It takes time to find out which people you should surround yourself with and to truly find your place at Imperial.What school service has been the most helpful in transitioning to living in the United Kingdom?How has it helped you adapt?The program team has helped to organize a wide array of activities,from arranging keynote speakers to orchestrating the Welcome Event at the Natural History Museum.The programme also ensures that we as a cohort connect and bond with one another,to foster a strong sense of community.This entails organising small events to socialise with others from the cohort in a setting outside of the lecture theatre.What has been the most interesting cultural nuance of people living in the United Kingdom?Why has this struck you?While everyone strives for excellence in their academic work,there is no cutthroat culture here.On the contrary,the expectation to collaborate and to reciprocally support each other is a defining feature of the working culture in the U.K.Contrasting this to a rather individualistic work ethic in Germany,I feel that I can grow both personally and academically alongside my peers.Are you seeking a Visa to work in the United Kingdom after graduation?If so,what obstacles have you faced and how did you overcome them?As an undergraduate in my first year,I see myself working in London shortly,however applying for a graduate visa is not something I currently have on my mind.What piece of advice would you give to an international student looking to study in a UK graduate business program?Not only should you show your passion,but you should also truly feel your passion.For most individuals,passion is an intrinsic motivation to pursue a specific goal.This also shines through in every aspect of ones work and life,also inspiring passion in those around them.People are naturally drawn towards individuals,who exude passion for their subject or their work,as these people are also more likely to develop novel ideas through deep thinking.Rukiya Swaleh Ahmed at Bradford University School of ManagementName:Rukiya Swaleh Ahmed School:Bradford University School of ManagementDegree:Management and Business Analytics Home City and Country:Mombasa,Kenya Most Recent Employer and Job Title:Festival Services,Box Office Supervisor How has studying business in the United Kingdom enriched your learning experience?Multicultural perspective-By studying Business in search a diverse cultural environment,I have gained a deeper understanding of global business dynamics by learning about different perspectives,customs,and practices.Practical learning opportunities-through case studies in tutorials and projects in partnership with companies such as Bradford Literature Festival,this hands-on approach has my fostered critical thinking,T O P B USI N E S S SCHOOLS I N T HE UN I T ED KI N G D OM 2 2tickets and it was very shocking to see that although there are several ticket lanes,British people would just queue up and not take full advantage of all the lanes.This came as a surprise to me,the level of adherence to the point I had to go up and down getting people to utilize the free lanes.I realized that Britons respect for other peoples time and space is reflected in their dedication to queuing.Are you seeking a Visa to work in the United Kingdom after graduation?If so,what obstacles have you faced and how did you overcome them?Yes,I would like to seek a working Visa after graduation.I havent started the process as I was advised to do it after I complete my studies.What have you done to make it easier to make friends with people from outside your home country at business school?One of the most challenging things to do as an International Student is to make friends.To overcome this challenge,I enrolled in different societies such as the African Caribbean Society(ACS),a society that celebrates empowerment and diversity,supported my transition to university life and social life enabling me to make quite a few friends.Islamic Society(ISOC),helped with connecting with my religious roots which settled one of my greatest fears coming to UK,which was disconnecting with my faith.Additionally,I was the Student Representative for my course the first two years,which helped expand on my friendship group as I would interact with students from my course regarding any course issues.Lastly,I enrolled as A Student Ambassador which introduced me to fellow SAs outside my course that I would have never had the chance to interact with.What piece of advice would you give to an international student looking to study in a UK graduate business program?They should make sure they do their research and choose wisely-look into different graduate business programs offered by different Universities.There are several factors that they need to consider:curriculum structure,location,entry requirements,accommodation,facilities,and University ranking.Their academic and problem-solving skills and allowed me to apply theoretical concepts to real-world business scenarios.As Data analytics is part of my program,I have benefited from the modules and topics that we learn.In todays data-driven world,data analysis plays a vital role.Statistical analysis,machine learning such as R and Python,data visualization,and big data technologies,have provided me with analytical skills,and valuable insights into the current industry standards and trends.What has been the toughest transition to living in the United Kingdom so far?What have you done to overcome this difficulty?Adjusting to the weather has to be the toughest one.I originate from a warm tropical country,Kenya.The coldest it will get would only require I jumper and thats enough to keep you warm.UK on the other hand has the most unpredictable weather.All the seasons seem quite harsh as its either too windy,snowing,raining or too hot during summer.Its easier to keep yourself warm during winter cause what I do is layer up,though the cold will still get through to me.I had to invest in proper clothing such as thermals,waterproof jackets,and gloves.What school service has been the most helpful in transitioning to living in the United Kingdom?How has it helped you adapt?Unibuddy-I received essential information about University of Bradford through this service.The student ambassador was very helpful and provided essential information about campus resources,cultural norms,accommodation options and shopping essentials.This service helped in organize and preparing myself for a smooth settling in the UK.This support service has played a crucial role in my adaptation to living in the UK as it provided practical assistance throughout my transition journey.What has been the most interesting cultural nuance of people living in the United Kingdom?Why has this struck you?British peoples penchant for queuing(standing in line)is one of their most interesting cultural nuances.Part of my job is to supervise my colleagues scanning 2 3T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM career goals should be aligned with the program that they choose.They should make a budget and plan for the costs of studying abroad.Being financially prepared is essential as it is very costly to move and settle in the UK.Mainly research on tuition fees and living expenses(accommodation).Travel expenses,visa fees and healthcare costs are additional costs to consider.They should familiarize themselves with the Visa requirements.Things such as only being able to work 20 hours should be considered.Lastly,they should adapt to the culture of the U.K.It will be different from what theyre used to,but they need to be prepared to deal with cultural differences and adapt to them.Sarah Tseung at Said Busines School at the University of OxfordName:Sarah TseungSchool:Said Business School,University of OxfordHome City and Country:Hong Kong,China Most Recent Employer and Job Title:Wealth Management intern,AIA Hong KongHow has studying business in the United Kingdom enriched your learning experience?Studying business in the United Kingdom has greatly broadened my horizons.The culture,strategy,and modes of businesses here are so different from my hometown and there is a lot to learn from these differences.For example,businesses in Hong Kong have a heavier emphasis on efficiency in comparison to those in Britain,but many British firms are more successful at integrating environmental objectives into their practices.I think that the only way to holistically learn about business and management is to have an international perspective,where you learn from others strengths to correct your shortcomings.What has been the toughest transition to living in the United Kingdom so far?What have you done to overcome this difficulty?As common as it is,the best answer to this question is“culture shock”!I remember during my first week I was shocked at everything;hugs as a way to greet,shops closing at 5 pm,contactless payment being used everywhere,and automatic tills at supermarketsit was difficult at first,but time(and help from my British friends)makes everything easier.When I return to Hong Kong,I sometimes forget that people dont do hugs as a greeting,and I get shocked looks from my relatives!What school service has been the most helpful in transitioning to living in the United Kingdom?How has it helped you adapt?I think the college family system was the most helpful,warm,and amazing thing on offer.Its basically a mentorship-like system where each“fresher”(first-year university student)is allocated a“college mom”and“college dad”from the year above,who will take care of you if you need anything and provide a point of support in college.My college parents were lovely showing me around the college,giving me their notes,making sure I was coping with life in the UK it really made Oxford seem less daunting and eased my initial anxiety!What has been the most interesting cultural nuance of people living in the United Kingdom?Why has this struck you?I have come to realise that British locals tend to be very,very polite.They will always decorate their speech so that it doesnt come across as offensive,even if its something negative.For example,if you get a bad haircut,a British way to say it would be,“oh,your haircut looks quite bold,looking fashionable!”,whereas in Hong Kong people would just tell you it looks bad.I actually enjoy British cordiality,and I love it when people treat each other nicely and with respect,but sometimes if Ive got a haircut that doesnt suit me,Id T O P B USI N E S S SCHOOLS I N T HE UN I T ED KI N G D OM 2 4rather my friends say it to my face Are you seeking a Visa to work in the United Kingdom after graduation?If so,what obstacles have you faced and how did you overcome them?Currently I am not seeking a Visa to work in the UK,as I am most likely going to return to Hong Kong to work.What have you done to make it easier to make friends with people from outside your home country at business school?The thing I found most helpful is going to events such as formal dinners,college“bops”(basically parties in a nearby club),or speaker events,where I(with immense bravery)try speaking to strangers who look friendly.Or when I attend lectures,I might chat to a few course-mates sitting in the same row.I find the“golden”period to make friends is the first few weeks of your degree,where everyone is trying to make friends as well.What piece of advice would you give to an international student looking to study in a UK graduate business program?Id say always venture out of your comfort zone.A business degree can be intense and overwhelming,but the fullest student life is not always found within the classroom.Give different societies a try,talk to people from other cultures even if youre anxious,and you will find ways to enrich yourself beyond the academic experience.That doesnt mean blindly pushing yourself,but keeping an open mind about learning abroad is always good!JoeyYeoh at Sheffield Business SchoolName:Joey YeohSchool:Sheffield Business School at Sheffield Hallam UniversityHome City and Country:Kuala Lumpur,MalaysiaMost Recent Employer and Job Title:Ginger Owl Productions,Staff Logistics Coordinator-Balad Beast,Jeddah 2024How has studying business in the United Kingdom enriched your learning experience?Moving to the UK for my higher education has opened so many doors for me professionally and personally.I believe that work experience plays a big role in the events industry and Sheffield Hallam University has exposed me to many opportunities that I have learned valuable skills from and still use in jobs today.Not to mention,having the opportunity to put on our very own event in the final year of university was a big step toward working in the events industry.What has been the toughest transition to living in the United Kingdom so far?What have you done to overcome this difficulty?I believe that moving over to the UK during the pandemic made the experience more difficult and less flexible.The toughest transition was getting out of my comfort zone to make new friends and explore the new country that I moved to.With that said,I think that coming out of my comfort zone has changed me as a person,to be more outgoing,flexible,and all in all a nice person to work with!What school service has been the most helpful in transitioning to living in the United Kingdom?How has it helped you adapt?Sheffield Business School had many pre-existing connections in the events industry that allowed me to volunteer and get my first foot into the events industry whilst allowing me to meet a lot of new people and adapt to life in the UK.Not to mention,the tutors on my course were extremely helpful and have provided so much support throughout my time at university and beyond.For instance,I received an opportunity to fly out to Saudi Arabia for 10 days in the first semester of my final 2 5T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM year and my tutors could not have been more supportive of my decision to take the job and also provided extra academic support whilst I was away.What has been the most interesting cultural nuance of people living in the United Kingdom?Why has this struck you?Its the abundance of accents for me!Having worked at a cafe in Sheffield as a part-timer throughout my time at university has allowed me to meet so many people from different backgrounds.With that said,I had to be adaptive and flexible with the customers as it felt like almost everyone had a unique accent when I first started!Are you seeking a Visa to work in the United Kingdom after graduation?If so,what obstacles have you faced and how did you overcome them?Yes,I am currently on a 2-year graduate visa which allows me to further my career as an event freelancer straight out of my higher education.My current visa runs out in July 2025 and I might have to draw a close to my freelance career as I will have to seek a full-time job that will provide sponsorship for my future visa.With that said,I have enjoyed my time as a freelancer so far and would love to continue going down the freelance route,ultimately,the goal is to find a job that will provide sponsorship and allow me to carry on with my freelance projects on the side!What have you done to make it easier to make friends with people from outside your home country at business school?I think it is so important to keep an open mind as people are from different backgrounds and culture.Allow yourself to learn about other people and most importantly give other people an opportunity to get to know you and your culture!Ive found the best of friends in the most unpredictable settings.What piece of advice would you give to an international student looking to study in a UK graduate business program?Give yourself a chance to make things different!The discomfort and unfamiliarity are temporary and it will all be worth it in the end.Work hard,play hard,and most importantly,love what you do and do what you love!T O P B USI N E S S SCHOOLS I N T HE UN I T ED KI N G D OM 2 6unranked by the Financial Times,Poets&Quants,or the other ranking lists.Yet,the Triple Crownmeaning a school is accredited by the three most important accreditation agencies in business education:The Association to Advance Collegiate Schools of Business(AACSB),the Association of MBAs(AMBA),and EFMD Quality Improvement System(EQUIS).While less important to applicants and employers than a global ranking,accreditation assures students that a business school adheres to high-quality standards across its curricula,programs,and faculty.Thats especially important when a school doesnt make a major ranking because many of the most highly ranked schools,including Stanford,Harvard,and Wharton,have not pursued triple accreditation.IF YOU DONT HAVE TRIPLE ACCREDITATION,YOUR SCHOOL IS PUT INTO A DIFFERENT CATEGORYStudents pay attention to it,believes John Colley,THE TRIPLE CROWN BUSINESS SCHOOLS IN THE UNITED KINGDOMBY:JOHN A.BYRNEJust about everyone interested in a business degree consults one of the many rankings out there that purport to measure the quality and reputation of a given business schools programs.But far fewer would-be students know about the so-called Triple Crown schools,many of which remained ONLY 1%OF THE WORLDS BUSINESS SCHOOLS ARE TRIPLE-ACCREDITED AND 27 OF THEM ARE IN THE U.K.,INCLUDING MANY HIDDEN GEMS2 7T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM associate dean of post-experience masters programs at Warwick Business School.If you havent got it,you are put into a different category.If you want to compete in the upper echelon of business education,you have to have it now.Once you have it,its not such a big deal to get it renewed.You have the quality standards,processes,and procedures already in place.When you try to get accredited in the first place,the accrediting bodies do make you jump through a lot of hoops.Schools that have obtained the Triple Crown use it as a marketing tool.The University of Liverpools Management School notes that it is amongst an elite group of business schools to hold the gold standard triple accreditation.The designation also has an upside for faculty and school officials.There is a benefit in being part of those international networks and being at the table with other prestigious business schools,learning from them and engaging with them,explains Sally Everett,vice dean for education at Kings Business School at Kings College London.They are very useful quality assurance mechanisms that hold us to account,whether it be an assurance of learning or how sustainability is embedded throughout our programs.A number of universities would say its important for recruitment.Students identify that these are schools of quality because they have this accreditation.Only an elite group of schools can boast triple accreditation,a mere 1%of the worlds business schools.To get the Triple Crown requires a school to meet or exceed a host of guidelines that essentially assure students that a business school meets and maintains high-quality standards across its curricula and faculty.Simply getting AACSB accreditation can take between three to five years and includes in-depth self-evaluations and reviews by peers and committees.Warwick Business School was the first to win the Triple Crown in 2001 and since then many other schools have sought and won the designation.When we first got triple-accredited,says Colley,not so many schools had it.So it was a big deal.You had effectively reached high standards on a global basis.A lot more schools have it now so it has become you have to have it anyway.The markets and competitors we compete against all have it.So it has become almost a baseline to compete in that sphere.At one time,it was a differentiator.SOME 125 BUSINESS SCHOOLS IN THE WORLD HAVE GAINED TRIPLE ACCREDITATIONLittle more than 125 business schools in the world are triple-accredited,with 27 of them in the United Kingdom,more than any other country.Thats a remarkably high percentage of the more than 100 business schools in Great Britain.France now claims 20 Triple Crown winners,while mainland China boasts 15.While London Business School is triple accredited,Oxford Universitys Said Business School is accredited by AACSB and EQUIS,while the University of Cambridges Judge Business School has just one accreditation from EQUIS.Most of these schools have expansive portfolios of programs,from undergraduate business degrees to masters programs in specific fields beyond the MBA.At the triple-accredited Adam Smith Business School at the University of Glasgow,for example,there are 30 post-graduate masters programs that range from an MSc in behavioral science to an MSc in quantitative finance.Adam Smith also has undergraduate degrees in five fields,including accountancy and finance and business and management.Like most of the Triple Crown schools,Adam Smith boasts a small MBA program with a full-time enrollment of just 50 students,with 86%from outside the United Kingdom.That is true at many of these schools.At Cranfield School of Management,the typical full-time MBA cohort numbers about 41 students.Whats more,the tuition rates for these full-time MBA programs is highly reasonable.At Kent Business School,the full tuition fee is just$31,104,while at Lancaster University Management School its$40,652 for U.K.residents and$49,546 for international students.See the following page for a list of triple crown business schools in the United Kingdom.TRIPLE CROWN SCHOOLST O P B USI N E S S SCHOOLS I N T HE UN I T ED KI N G D OM 2 8SchoolUndergraduateMBAMasters ProgramsAdam Smith Business School(University of Glasgow)YesYes29Alliance Manchester Business School(University of Manchester)YesYes17Aston Business School(Aston University)YesYes28Bayes Business School(City,University of London)YesYes33Birmingham Business School(University of Birmingham)YesYes29Bradford University School of Management(University of Bradford)YesYes12Cranfield School of Management(Cranfield University)NoYes11Durham University Business School(Durham University)YesYes19Henley Business School(University of Reading)YesYes24Hult International Business SchoolYesYes6Imperial College Business SchoolYesYes15Kent Business School(University of Kent)YesYes16Kings Business School(Kings College London)YesYes20Lancaster University Management School(Lancaster University)YesYes22Leeds University Business School(Leeds University)YesYes24London Business SchoolNoYes5Loughborough University School of Business&EconomicsYesYes14Manchester Metropolitan University Business SchoolYesNo24Newcastle University Business SchoolYesYes18University of Nottingham Business SchoolYesYes18Open University Business SchoolYesYes4University of Sheffield Management SchoolYesYes15Strathclyde Business School(University of Strathclyde)YesYes30 Edinburgh Business School(University of Edinburgh)YesYes14University of Exeter Business SchoolYesYes8University of Liverpool Management SchoolYesYes22Warwick Business School(University of Warwick)YesYes12MBA RANKING:BRITAINS TOP 15 FULL-TIME MBA OPTIONSWITH JUST ONE EXCEPTION,LONDON BUSINESS SCHOOLS MBA PROGRAM HAS RANKED HIGHEST IN THE U.K.OVER THE PAST TEN YEARSBY:JOHN A.BYNRET O P B USI N E S S SCHOOLS I N T HE UN I T ED KI N G D OM 3 0When it comes to rankings of the best MBA programs in the United Kingdom,theres only one list that truly counts:The annual list published by The Financial Times.The FT roster of the best MBA programs is the most closely followed in Europe and Asia,particularly for schools in those regions of the world.As such,it carries significant influence in the U.K.market,far more so than in the U.S.where U.S.News&World Reports annual list of U.S.MBA programs is the dominant U.S.ranking.And on the FT,London Business School stands out,ranking eighth best in the world in the new 2024 ranking,a vast improvement from its 16th place showing a year earlier.Over the 26 years of FT rankings,LBS has ranked first in 2009,2010,and 2011.Regardless of its annual rank,however,the program consistently scores well across all of the FTs ranking metrics.Some 92%of recent alums say the program allowed them to achieve their career aims.LBS ranked 12th best in the world for career progress,with alumni reporting a 108%increase in salary over their pre-MBA pay levels.Alums report average annual salaries of$187,292,highest for any MBA program in Britain.No other U.K.MBA program scored more highly in overall satisfaction as measured by alumni.LBS grads gave the school a 9.25 score on a scale of one to ten,with ten being the highest possible mark.TEN OF THE FINANCIAL TIMES TOP 100 GLOBAL MBA PROGRAMS ARE IN THE UNITED KINGDOMTen full-time MBA programs are currently ranked among the Top 100 globally by the FT.If you include Hult International Business School,which in addition to its campus in London also boasts locations in Boston,New York,San Francisco,Dubai,and Shanghai,it comes to 11.The FT ranked the Hult MBA 99th best in the world last year.The undisputed winner of the FT list:London Business Schools full-time MBA experience.In every one of the past ten years,LBS has topped the list of the best MBA programs in Britain,with only one exception.In 2017,the FT ranked the University of Cambridges Judge Business School fifth best in the world,just a tweak better than LBS which finished right behind Judge in sixth place.That was clearly an anomaly,though Judge has consistently ranked second behind LBS on the FT list.Over that ten-year span,a total of 15 MBA programs in the U.K.have made the Financial Times list.The most successfully ranked of these programs is Lancaster Universitys Management School,which has been on the FT list eight of ten times,with the highest rank of 35th in 2016.IMPERIAL AND DURHAM ARE THE ONLY TWO U.K.SCHOOLS WITH IMPROVED RANKINGS IN THE PAST TEN YEARSOf these 15 U.K.schools,only eight have made the FT ranking in all ten out of ten years:LBS,Cambridge Judge,Oxford Said,Imperial College London,Alliance Manchester,Warwick,Bayes Business School,and Durham University Business School.Only two full-time MBA programs in the United Kingdom have improved their FT ranking over this ten-year timeframe:Imperial College Business School in London,climbing a dozen places to a global rank of 37th last year from 49th in 2013,and Durham University Business School,which has risen 29 spots to a global rank of 68th last year from 97th ten years ago.And there is not doubt this ranking is important.Its critical really,concedes Michael Anthonisz,associate dean of MBA programs at Durham Business School.Whether I think it should be or not is another thing.A lot of people will look at it but dont know what the ranking means or how it is calculated.A couple of European schools are looking to opt out.But we see it as something to be involved in because of its impact on demand and the market.When The Economist published its final MBA ranking in 2022,the list also included three schools not currently on the FT ranking.They are Nottingham University Business School(ranked 69th),the University of Exeter Business School(73),and Adam Smith Business School(87)at the University of Glasgow.All three of these business schools are triple accredited.RANKING BRITAINS BEST MBA PROGRAMSTen full-time MBA programs currently make the Financial Times list of the top 100 global MBAs.But over the past ten years,15 programs made appeared on the FT list.The undisputed winner:London Business School.Its MBA program has consistently ranked best in the U.K.throughout every FT ranking.NR=Not rankedSource:Poets&Quants analysis of Financial Times rankings from 2014 to 20233 1T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM Current U.K.Rank&School2024 Global Rank20232022202120202019201820171.London Business School8168276462.Oxford(Said)26283117211327333.Cambridge(Judge)2923221619161354.Imperial College39373444553951455.Alliance Manchester46464330455536306.Warwick60555732433641447.City University(Bayes)68666961506446378.Durham78689574624364759.Cranfield8088NRNRNR76615310.Edinburgh92NRNR958773919811.BirminghamNR97NRNRNRNRNR9712.LancasterNRNR7696NR91704213.StrathclydeNRNRNRNRNRNR92NR14.BathNRNRNRNRNRNR988015.LeedsNRNRNRNRNR100NR98T O P B USI N E S S SCHOOLS I N T HE UN I T ED KI N G D OM 3 2education.First and foremost is the college system.Oxford and Cambridge are each made up of colleges more than 40 at Oxford,more than 30 at Cambridge.Incoming MBA students are assigned to one of these small communities,typically with 300 to 500 undergraduate and graduate students,studying everything from History and Modern Languages to Physiological Sciences.Each college,moreover,boasts its own student accommodations,common rooms,cafes and bars,library,computer facilities,and most importantly,dining halls.ITS AN ACADEMIC DISNEYWORLD“Its an academic DisneyWorld,”says Amy Major,director of MBA programs at Oxford Sad.There are 39 different colleges at Oxford and the MBAs are split across 25 of them.There are a few colleges with big numbers of MBA students like Green Templeton College which might take 70 of the cohort every year.Some of the world renown names like Balliol,St.Johns,Worcester,Christ Church,and Trinity have a single number of MBA students.Most colleges have a couple of formal dinners a week and you might row with your college.The whole time you are here you are pushing THE UNIQUENESS OF AN OXBRIDGE MBABY:JOHN A.BYRNEWhile London Business School is consistently ranked as the best MBA program in the United Kingdom,the most unique and historic MBA experiences are the province of Oxford and Cambridge.At these two world-leading institutions of learning,rankings fail to capture the true uniqueness of the MBA experience.The business schools at at Oxford and Cambridge are relatively young:While Oxford was founded in 1096,Oxfords Sad Business School opened its doors 26 years ago in 1996.And while Cambridge was founded in 1209,the universitys Judge Business School got its start in 1990.Despite the relative youth of the business schools,however,incoming students are thrust into a culture of rituals and traditions that is truly unique in business TRADITION AND RITUAL ARE UNIQUE IN THE MBA EXPERIENCES AT OXFORD AND CAMBRIDGE3 3T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM an open door to world leading researchers,talks and events,and finding yourself with this colliding schedule of things to do outside the classroom.Chat with recent MBA grads of Oxford and Cambridge and they will tell you that one of their most enriching experience was sitting down to dinner in their college with people vastly different from them.For all the talk of diversity and inclusion in the U.S.,no other school can match the kind of mixing and networking that occurs in the dining halls of the colleges at Oxford and Cambridge.COLLEGE FORMALS ARE ONE OF THE MOST VALUABLE TRADITIONS“In my opinion,College Formals are one of the most valuable traditions,”confirms Pablo Valds Fernndez Del Valle,who came to Cambridge from Mexico City and earned his MBA from Judge last year.“It is a great way to interact with other students,faculty members,professors,and even Fellows.I really enjoyed having dinner and drinks within the fantastic colleges,surrounded by the history that these entail,and exchanging experiences,anecdotes,ventures,and endeavors with highly intellectual and motivated individuals.These conversations were so enriching.”Zorawer Singh,a 23 MBA from New Delhi describes formal dinners this way:“Delicious Hogwarts style three-course meals served in dining halls that are hundreds of years oldwhere everyone wears a suit and the traditional Oxford gown.”Indeed,Oxford inspired J.K.Rowlings Hogwarts houses,with Oxford boasting 39 colleges that MBAs can join and live alongside students from all disciplines.His feeling is nearly universal among the Oxbridge MBA students.Daisy Moraa Ongangi,who came to Cambridge from Kenya and graduated last year with her MBA,views the Formals as the perfect networking opportunity.“You can be sat next to a fellow,a PhD student,a masters student,or an undergraduate,”she says.“Still,the intellectual richness of the conversations will be engaging.Cambridge is a hub of knowledge,and the college formals provide a structured way to network,which in and of itself is important for any MBA candidate.”Earning a business degree at a university that has more than 800 years of history also brings with it many rituals and traditions,often bizarre to cultural outsiders but an essential to bonding.Latin,for example,is often invoked during the formal dinners and certainly at matriculation and graduation.COLLABORATIVE LEARNING CULTURESSo is the wearing of gowns at times or sub fusc,the Latin phrase for the formal dress code.Oxfords Dellar says that it is sometime of a myth that“we have to wear full academic dress,with gowns and mortar boards called sub fusc during in-person exams,This is only partly true.The mortar boards go on the floor under your exam desk.”Students at both schools praise the collaborative learning cultures,noting the high level of support from their classmates,even when pursuing similar career outcomes.“I initially thought that most MBA cohorts would be very competitive in nature,and I couldnt be more wrong,”believes Anthony Adhinata Tjong,a 2023 Cambridge MBA from Indonesia.“Even though I am constantly surrounded by brilliant and motivated people here at Cambridge,the cohort is very supportive of one another.I feel like people truly want each other to be successful in whatever goals they are pursuing.I am glad that Cambridge managed to foster such a collaborative environment for its MBA program.”And the diversity of the students,of course,extends just as deeply in the MBA cohorts themselves.“Everyone tells you the cohort will be diverse,but I was still awed by how diverse our cohort is,in terms of geographies,professional backgrounds,personal philosophies and hidden talents,”says Katherine Dellar,who graduated from Said last year.A former diplomat,trade negotiator,and lawyer in Australia,she notes that in her class was a breakdancer,a concert pianist,and a cookie chef,“to name a few.”SOME OF THE SMARTEST,MOST INTERESTING PEOPLE IN THE WORLDIn the newest Class of 2024 cohort at Oxford Sad,a whopping 97%of the students are from outside the United Kingdom.Some 52%of them hail from Asia,with 23%from South Asia,14%from Southeast Asia,and 15%from East Asian.Europeans overall make up just 11%of the class,the same percentage as the MBA students from Africa.About 12%hail from North T O P B USI N E S S SCHOOLS I N T HE UN I T ED KI N G D OM 3 4America.In the Class of 2023 at Cambridge Judge,Taylor Barden Golden was one of the North American students.Originally from Highland Park,Illinois,she came to the U.K.after first working for the U.S.Senate as director of scheduling and then as a senior operations manager for the fundraising and engagement vertical at Bonterra,a philanthro-tech SaaS company.She says there were many reasons why she believed Cambridge was right for her.But its strongest draw was the ability to work and live within the Cambridge ecosystem,a hub of scientific and entrepreneurial innovation,says Golden.The University of Cambridge houses some of the smartest,most interesting people in the world.Earlier this term,I was sitting at a formal college dinner next to an undergraduate in his final year studying astrophysics(and yes,I told him to call me if he wants to start a company).I knew I wanted the experience of living outside of the US,but also to live in a place where innovation is fostered and rewarded with strong channels of flowing capital.There are many exciting professional possibilities.The history and beauty of the University were a close second and third.Though students are immersed in the historical relevance of these universities,they are going to very modern and innovative business schools.Both MBA programs are a year in length and typically attract students who average 29 years of age with six years of full-time work experience.The accelerated nature of the MBA programs makes them intense learning experiences,with less opportunity for elective courses,though Oxford recently condensed its core MBA curriculum to free up time for students to take more electives.Oxford Said enrolls a slightly larger cohort of MBAs each year,334 from 63 nationalities in the Class of 2024 vs.226 with 45 nationalities for Cambridge Judge.Oxford also has achieved gender parity in its MBA cohort,with 51$of the latest class female,compared to 42%at Judge.And when it comes to rankings,Cambridge Judge tends to consistently beat Oxford Said but its generally a neck-to-neck race among the two schools.In the latest Poets&Quants international MBA ranking,Judge is 12th and Said is 15th.CORE&ELECTIVE COURSES OVER FOUR ACADEMIC TERMS FROM MICHAELMAS TO SUMMERAt both schools,the academic terms bear unusual names.Theres Michaelmas term from October to December,Hilary term from January to March,Trinity term from April to June,and finally a Summer term from July to August.Oxford MBA admits start work in August with a virtual pre-program series on core quantitative,leadership and business concepts to help students hit the ground running.MBA candidates then come on campus in September for a two-week residential program.The Michaelmas term is filled with six core courses on the business fundamentals.You wont take any electives until the Hilary term when you get to take your first four elective courses.During the Trinity term,youll choose a half dozen elective courses to allow for some level of specialization.And finally during the summer term,you have three option:more electives,a seven-week strategic consulting project or an internship.At Cambridge,the terms have somewhat different names and follow a slightly different format.After Michaelmas,theres the Lent term from January to March,followed by the Easter term from April to June,and then a summer term from June to September.The focus for Judge MBAs in the first term is team building within a portfolio of core courses that range from entrepreneurship to microeconomics.Judge tilts a bit more than Sad on experiential learning,tossing in a required team project in each term with an option for yet another during the summer term.During Michaelmas,students are put into teams of four or five to investigate market opportunities for a new product,service or treatment.In the second term,theres a global consulting project with a major corporation or organization.In the Easter term,youll do a project that changes based on one of the nine concentrations you can earn through electives.Those concentrations range from culture,arts and media to health strategies.If you choose a project in your final summer term,you would work as a consultant on a business problem.For Judge MBA candidates,there are required core courses in every term,with the exception of the summer.No matter what your choice,both schools offer superb educational experiences,unique in the world.Clare Bridget Dussman,an American who earned her MBA at Cambridge in 2018,looks back on her experience with some valuable advice to prospective students interested in her alma mater or Oxford.Look beyond the business school when making your decision,she says.Its easy to get caught up in GMATs and 3 5T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM rankings,but its more important to think about the communities youre joining.Attending CJBS gave me the chance to move to the UK,join the community of Oxbridge students,participate in the oldest debating society in the world(the Cambridge Union),and dine with fellows of Sidney Sussex College.Its all a cumulative experience,the MBA is just your degree but the communities will exponentially outweigh the value you graduate with.UK B-SCHOOLS SAY INTERNATIONAL RECRUITMENT IS PLUMMETINGBUSINESS SCHOOL DEANS ARE CONCERNED ABOUT THE PERCEPTION THAT THE UK IS NOW PERCEIVED AS A HOSTILE ENVIRONMENT FOR INTERNATIONAL STUDENTSBY:JOHN MORGAN37T O P B USI N ESS SCHOOLS I N T HE UN I T ED KI N G D OM Sixty-one percent of UK business schools res-ponding to a recent poll said they were significantly below their international postgraduate recruitment target for the January intake,with another 17%moderately belowThree-quarters of UK business schools are reporting falling international student enrollments,as fears grow across the sector about falling overseas demand and resulting financial damage.A report published by the Chartered Association of Business Schools pinpoints the UK governments immigration policies as a core factor.According to a survey by the organization of its members,non-European Union international enroll-ments for the January 2024 intake were down at three-quarters of responding institutions compared with 12 months ago.On recruitment from the EU,41%of business schools responding reported lower enrollments.61%OF B-SCHOOLS REPORTED INTERNATIONAL UNDER-ENROLLMENT IN JANUARY“Business school deans are concerned about the perception that the UK is now perceived as a hostile environment for international students,with nine out of 10 respondents agreeing that recent govern-ment policy announcements were having an adverse impact on their schools ability to recruit interna-tional students,”said the Chartered ABS.“The ban on dependents,delays to visa processing and the forthcoming review into the Graduate Route were commonly cited.”The declines were most concentrated at pos-tgraduate level,where 60%of responding schools said that non-EU international enrollment was“sig-nificantly lower”than last year.A further 17%said that it was slightly lower.Sixty-one percent of responding business schools said that they were significantly below their inter-national postgraduate recruitment target for the January intake,with another 17%moderately below.Seventy-one percent of respondents were either moderately or significantly below their EU postgra-duate recruitment target.OUR INTERNATIONAL PRESTIGE&SOFT POWER ABROAD THREATENEDThe results are likely to be a cause of concern for universities,since business schools are typically a sig-nificant source of income for their parent universities.A Chartered ABS survey published last November found that an average of 59%of business schools net income goes to their parent institutions.However,92%of deans stated that their school was“to some extent reliant on international student fees to ensure financial viability.”Robert MacIntosh,chair of the Chartered ABS and pro vice-chancellor for the School of Business and Law at Northumbria University,said:“These latest results show the potential for the governments immigration policies to severely damage one of the UKs most successful exports.“The decline in international business student enrollments will limit a vital source of universities income which underpins the cost of teaching and research across subject areas far beyond business and management.“Whilst we support a robust and fair student visa system,regressive policies on international stu-dents puts universities financial sustainability at risk at the very time when they are responding to rising costs and falling real-terms fees from UK stu-dents.Not only is our international prestige and soft power abroad under threat,so too are the jobs and the local economies which thrive around our great universities.”C-Change Media3558 Round Barn 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ISSN:2529-3397GREENING APPRENTICESHIPSPOLICY BRIEFFrom grassroot initiatives to comprehensive approaches iStock/AlxeyPnferov2In this sectionGreening jobs,skills and VET to make the transition happenApprenticeships and the green transitionPOLICY BACKGROUNDPolicy brief Greening ApprenticeshipsPolicy Background Policy brief Greening ApprenticeshipsPolicy Background Gorodenkof/3.the wider perception of what greening means.broadens the scope of green occu-pations.a people-centred transition needs peoples skills,knowledge and attitudes.The importance of skills development drives the EU policy agenda.implementing the EGD can be a job growth enginein the EU.positive impact will be spilled over through transformations in production and supply chains.A greener and fairer Europe lies at the core of the European Green Deal(EGD),EUs growth strategy since 2019.It sets targets for greenhouse gas emissions and ofers a framework to approach greening and sustainability comprehensively,while leaving no one behind.A people-centred transition needs peoples skills,knowledge and attitudes.The importance of skills development drives the EU policy agenda:ex-amples are the Green deal industrial plan for the net-zero age and the 2023 European Year of Skills,placing emphasis on a socially fair and just green transition.Jobs and skills across sectors and occupations are already afected by the green transition.By 2030,implementing the EGD can be a job growth engine in the EU,but not for all sectors.Water supply and waste management,construction and electricity will garner more employment benefits.The posi-tive impact is expected to be spilled over through transformations in production and supply chains to supportive sectors(e.g.ICT,logistics).In contrast,losses are foreseen for certain sectors(e.g.coal),which can translate to economic and social bottle-necks,particularly in some EU regions(Cedefop,2021).Greening jobs,skills and VET to make the transition happenAs the transformation required is broad and deep,afecting not only the way we produce,but also the way we consume,live and relate to nature,greening either already afects or will afect all sectors and occupations,to varying degrees.This wider perception of what greening means,moving away from past narrower definitions that included only CO2 reduction emissions,broadens the scope of green occupations;this makes their identification less straightforward.Using online job advertisements,Cedefop assesses the greenness of occupations relying on green elements in tasks(Cedefop,2023a).But which occupations are more central to the green transition?The interlinkages between tech-nological advancement,innovation and the green transition bring into focus also the occupations that may be small in terms of employment share,yet indispensable to reach a new green paradigm.The thyroid occupations,as Cedefop has coined the term(Cedefop,2023a),include engineering and scientific(e.g.in R&D),but also more technical profiles necessary for the implementing green technological advancements.A more detailed understanding of sectoral develop-ments highlights an array of occupations and skills Policy brief Greening ApprenticeshipsPolicy BackgroundGreening jobs,skills and VET to make the transition happen tostphoto/4 tostphoto/crucial for the green transformation.Cedefops sec-toral skills foresight exercises on smart green cities(Cedefop,2022a),waste management(Cedefop,2022b),agri-food(Cedefop,2023b)and the circu-lar economy(Cedefop,2023c)identified frontline green jobs(e.g.energy professionals,construction,repair,engineering,transportation),greentech spe-cialists(e.g.hydrogen specialists,energy experts,circular economy designers),management staf (e.g.in waste management,renewable energy management,green/smart cities),digital specialists(e.g.data analysts,GPS experts,ICT professionals)and those referred to as green hearts and minds(sustainability trainers,waste management trainers,HR staf)(Cedefop,2023a).VET can be the main pathway for up-and reskilling workers in these sectors and equipping younger learners.The broader approach to what greening means is also reflected in the skills that VET can help develop and strengthen.Skills for the green transition are a wider set of skills and competences,including knowledge,abilities,values and attitudes needed to live,work and act in resource-efcient and sustainable economies and societies(Cede-fop,2022c).They can be technical(either occupa-tion-specific or cross-sectoral),linked with produc-tion processes;or soft and more transversal,linked to sustainable thinking and acting,relevant to work and life.Sectoral and regional/local specificities determine the exact skillsets per occupation.Nonetheless,common skill types have been identified in Cede-fops sectoral skill foresights:strategic skills:management and entrepreneur-ial skills establishing a sustainability vision or mindset;enabling skills that include digital and data analysis skills that can range from collection to processing of information,and product and process design skills;production skills:e.g.for workers installing sensors,food production line workers,soil and water management professionals,and waste processing and recycling workers;marketing/communication skills:to raise consumer and,generally,citizen awareness of the merits of a more circular approach to living,consuming and producing,as in reducing waste and upscale recycling.Policy brief Greening ApprenticeshipsPolicy BackgroundGreening jobs,skills and VET to make the transition happen Juice Flair/5.apprenticeships can extend from modular ap-proaches typically suitable in the short term,to the introduc-tion of green elements across subjects and occupations.Vocational education and training(VET)has a crucial role to play in supporting transitions in the short-term(reactively,in the sprint race to address pressing skill needs),as well as in reaching a new sustainability paradigm in the longer run(pro-actively,in the marathon race to equip the future workforce)(Cedefop,2022d).An upsurge in VET activities related to the green transition has been under way across Europe,demonstrating how VET can be a leader of change(European Commission,2023).Cedefop has led the research on the potential role of apprenticeships for greener economies and societies;apprenticeships are in an advantageous position when it comes to supporting the green transition.First,as the dual role of apprentices and the frequent collaboration among them,their teach-ers and in-company trainers allow for cross-fertil-isation in supporting the green transition(Cedefop&OECD,2022).The combination of two learning venues also helps apprentices develop a wider set of skills,as required by the green transition.Being closely tied to the labour market,appren-ticeship can swiftly adapt,alleviating short-term bottlenecks and ensuring long-term worker em-ployability in the context of the green transition.being closely tied tothe labour market,apprenticeships are in an advantageous positionwhen it comes to supporting the green transition.apprenticeship can swiftly adapt,alleviating short-term bottlenecks and ensuring long-term worker employability.Adaptation of apprenticeships can extend from modular approaches typically suitable in the short term,to the introduction of green elements across subjects and occupations,or to the development of comprehensive approaches for lasting,profound changes(Cedefop&OECD,2022).The more that apprenticeships are integrated in sectoral and company strategies to tackle the challenges of the green transition,the better the solutions they can provide at company and at sys-tem/society level(Cedefop&OECD,2022).Apprenticeships and the green transitionPolicy brief Greening ApprenticeshipsPolicy BackgroundApprenticeships and the green transition FotoArtist/6In this sectionEVIDENCEBottom-up approaches for greening apprenticeships Top-down transversal initiatives Sector-specific initiatives Challenges in greening apprenticeships 6Policy brief Greening ApprenticeshipsEvidenceApprenticeships and the green transition r.classen/7In 2022,members of the Cedefop Community of apprenticeship experts provided examples of how ap-prenticeships are being adapted to the green transition.In this exercise,greening apprenticeships was under-stood as the introduction of new programmes as a result of the green transition,the update of existing ones or the introduction of horizontal initiatives to support the adjustment of apprenticeship provision to sustainability objectives.As a result,the evidence collected from 16 EU Member States and UK-Scotland varies from bot-tom-up grassroot initiatives led by teachers,companies and apprentices,to curricula/qualifications adjustments and stronger linking of apprenticeships with higher-level(sectoral)strategies related to the green transition.This policy brief is based on these contributions.The evidence presented does not cover the full spec-trum of activities in the countries represented in relation to how apprenticeships adjust to the challenges and op-portunities of the green transition.In many of the studies countries,more greening initiatives complete the picture of apprenticeship transformations.For,instance the Ger-man example refers to a specific sector and is only part of the wide range of strategies and initiatives introduced to adjust German apprenticeships to sustainability and the green transition.The approaches to greening apprenticeships range from systematic and coordinated,which do not exclude bottom-up initiatives,to sporadic and uncoordinated.In the latter cases,Community experts could not easily identify an example and had to scan the local and subre-gional level to come up with one.The examples collected by Community experts illustrate these variations.Explained:Data collection from the Cedefop community of apprenticeship expertsThe Cedefop community of apprenticeship ex-perts was set up in 2018 to strengthen and expand knowledge on apprenticeships in Europe.Cedefops long-term collaboration with volunteer apprenticeship experts from the EU,EFTA and the UK results in val-uable insights into national developments regarding apprenticeships,identifies existing gaps in information retrieval from the countries in specific areas of con-cern,and provides knowledge base for comparative analysis.This policy brief is based on input from the following Community experts:Kurt Schmid(Austria),Petya Evtimova(Bulgaria),Mirela Franovi(Croatia),Stelios Orphanos(Cyprus),Jan Bisgaard(Denmark),Riikka Vacker(Finland),Romain Pigeaud(France),Isabelle Le Mouillour(Germany),Olga Kafetzopoulou(Greece),Ilze Buligina(Latvia),Rasa Luzyte(Lithuania),Rob van Wezel(the Netherlands),Margareth Hauks(Norway),Andrzej Stpnikowski(Poland),Darko Mali(Slovenia),Guillem Salvans(Spain),Pr Lundstrm(Sweden),and Stewart McKinley(UK Scotland).7Policy brief Greening ApprenticeshipsEvidenceApprenticeships and the green transition Gorodenkof/8.these examples draw the attention of whole sectors,regions,or nationalstakeholders.Bottom-up approaches for greening apprenticeships.many examples provided by the Community are about the changes that happen atthe local,regional or sub-sectoral level.they are set up and led by spe-cific schools,teachers,groups of local companies or even learners themselves.Many of the examples provided by the Community are about the changes that happen at the local,regional or sub-sectoral level.In such cases,initi-atives follow a project-based logic,at small scale and are often unlinked or loosely related to overall national or sectoral strategies.They are set up and led by specific schools,teachers,groups of local companies or even learners themselves.All the examples,except one,come from countries where apprenticeships function as an alternative pathway to school-based VET,with which they share the same governance structures and curricula.In Denmark,the project Apprentices for sustain-ability was initiated by apprentices in carpentry in Copenhagen,who asked critical questions about conventional construction methods and materials and demanded new knowledge and skills about sustainable construction.Their interest was followed up by a group of teachers,who developed the project to embed sustainability into the school-based component of the carpentry apprenticeship programme.Alongside the basics of sustainable building methods and how to use more sustainable ma-terials(technical,craft knowledge),apprentices wer introduced to a holistic approach of build-ing processes and organisational development across professions.In Spain,the regional government of Catalo-nia and the VET school of Manresa,with the support of local agro-ecological farms,set up an initiative to update approximately 1/5 of an existing curriculum with new content blocks,linked to greenification.The content includes bi-odiversity,efciency in the use of water,energy saving,use of renewables in farms,reduction of emissions,and overall sustainable tourism and conservation of rural heritage.A new occupa-tional profile was developed(higher technician in landscaping and rural environment),and the programme leads to an IVET degree at tertiary level.Even if not originally conceived with a view to scal-ing up at national level,some of these examples draw the attention of whole sectors,regions,or national stakeholders.The Danish case has been featured in national media and paves the way for similar adaptations in other sectors.The Spanish example is studied by Catalan authorities so that it 8Policy brief Greening ApprenticeshipsEvidenceBottom-up approaches for greening apprenticeships Stock-Asso/9is applied to agro-ecological farms and agriculture schools in the region of Central Catalonia.Some of these local examples were intendedfrom the beginning to act as pilots,with a clear view of extending their application in all schools that of-fer the programmes in question across the country.Both the cases presented below are funded bythe EU.In Bulgaria,the Vocational School for Me-chanical and Electrical Engineering of Pleven is being supported to develop a draft update of apprenticeship curricula for electricians at upper secondary level,integrating skills for the green transition.Once approved,the updated curricula could be applicable to all apprentice-ship programmes for electrical technicians.The initiative is part of an EU-funded project(ENTIRE),which has also developed methodo-logical guidelines for the integration of skills for the green transition in VET curricula,applicable to all professions,together with advice on how business can be actively involved in adapting apprenticeship curricula.In Croatia,the Vice Vlatkovica VET school in Zadar led the process of qualification and cur-ricula development for auto-mechatronics,to be applied in the corresponding apprenticeship programme across the country,based on a new occupational standard developed by HOK(Croatian Chamber of Trades and Crafts).The development is part of an ESF project(Be ready,be competent)that set up a regional centre of competence(RCC)in mechanical engineering.Local level action does not mean that more com-prehensive approaches are missing,nor that these examples are entirely disconnected from other initiatives in the country.But being introduced at this level,such examples tend to be relatively small in scale,with a limited range of interventions envisaged:for example,a new qualification or a curriculum update is not always followed by a corresponding update in teaching tools or some training activity for teachers and trainers.Therefore,it has been argued,that while bottom-up initiatives raise awareness,respond to pressing needs and ofer valuable inspiration and activation,they need to be complemented by more strategic,comprehensive approaches.Such approaches will allow apprenticeships to maximise their contribu-tion in addressing needs emerging from the green transition.9Policy brief Greening ApprenticeshipsEvidenceBottom-up approaches for greening apprenticeshipsTop-down transversal initiatives spoialabrothers/10.the introduction of greenelements in curricula andqualifications often goeshand-in-hand with that ofdigital skills.top-down initiatives may refer to changes incurricula,standards,and qualifications.transversal approaches may be applicable to all apprenticeship programmes,to all VET,or even all education programmes.Centralised,top-down initiatives may refer to changes in curricula,standards,and qualifications that help meet the objectives related to greening apprenticeships more efectively and efciently.A first distinction can be made between transversal approaches and those targeted at specific occupa-tions or sectors.Transversal approaches presented in this sec-tion may be applicable to all apprenticeship programmes,to all VET,or even all education programmes.In Austria,greening has emerged as a meg-atrend with implications related to technological change,climate change and sustainability,as well as potential for transformation,economic opportunities and job opportunities.Adapta-tion of apprenticeships in relation to the green transition takes place both transversally and in selected programmes.Horizontally,elements related to sustainability are introduced in all apprenticeship programmes at national level following well-established procedures for up-dating apprenticeship programmes.In Cyprus,all apprenticeship curricula are un-dergoing an update in 2023 in relation to the development of skills for the green transition.The aim is to develop a redesigned curriculum for each apprenticeship specialty,followed by content outline and bibliography.In Greece,the update of apprenticeship train-ing guides will result in green modules for all curricula of the post-secondary apprenticeship scheme.The new modules will typically include one part on environmental values and the cul-ture of sustainability,and one on specialty-spe-cific skills linked to a sustainable economy.In Finland,sustainable development and its interconnections has been captured in learning contents within national qualification require-ments for VET since 2018.A learning unit on promoting sustainable development is part of a set of common units included in all VET qualifications.A new,optional unit of learning outcomes called Working with climate respon-sibility is also available as from the 2022/23 school year.In Slovenia,systematic integration of climate objectives and content into secondary VET programmes(which can be ofered as ap-prenticeships)are being developed as part of 10Policy brief Greening ApprenticeshipsEvidenceTop-down transversal initiatives R overall PCVIZ project(Climate goals and content in education)which runs through all education levels.The project adaptation for all VET will include adjustment of curricula,development of teaching materials and didactic tools,capacity of education institutions,and training of teachers and other school staf in relation to climate change and sustainability.In Norway,sustainable development is one of the three priority interdisciplinary topics introduced in curricula at all education levels,including VET and apprenticeship.The central role given to this green shift allows students to develop relevant skills within and across subjects.It combines technical knowledge(e.g.learn how to assess materials and chemicals)with attitudes(how to make ethical and envi-ronmentally good choices)and practices(use and reuse resources in production).The new curricula focus on being more future-oriented and relevant for students,apprentices and the needs of working life.Either because of simultaneous political interest or because of actual interconnection of the two,the introduction of green elements in curricula and qualifications often goes hand-in-hand with that of digital skills.In Latvia,development of skills for the green transition in apprenticeship is linked with the overall attention of VET stakeholders;first to develop STEM-related skills,then to test new collaboration practices and to engage employ-ers in skills development(project Supporting employers to promote skills development in Latvia).In Lithuania,a new support scheme intends to update VET programmes(that can be ofered also as apprenticeships)in a rapid way,in relation to both digital skills and skills for the green transition.Following consultations with social partners,the objective set is for 95 new or updated VET programmes to be registered by 2026.The update will be related to compe-tences needed for the development of green technologies and innovations(energy efcien-cy,circular economy as well as digitalisation.Examination standards can also inform what is ex-pected to be taught in apprenticeships,mirroring cur-ricula and qualification standards updates.Commu-nity experts identified an example in that direction.In Poland,circa 160 examination tasks were developed in topics related to environmental protection as part of the overall update of the examination process for craft apprenticeships(project New quality of vocational exams in crafts,from the Polish Craft Association).The tasks and questions are connected to legal and normative changes,waste management and implementation of the New Green Deal and new,sustainable business models.Members of examination boards were trained accordingly,to be able to use such tasks in the examination procedures.11Policy brief Greening ApprenticeshipsEvidenceTop-down transversal initiatives 12 anon_tae/.search for skill needs not only within the occupation/sector but also in adjacent occupations or across the value chain.Sector-specific initiatives.some examples collected by the Community experts intend to address direct,pressing needs of skills related to the green transition.follow a proactive and forward-looking logic,linked to the overall long-term greening strategy of a sector.Alongside the transversal approaches,there are cases of top-down interventions that afect pro-grammes ofered in specific sectors or occupations of high interest and relevance for the green transi-tion.Some of the examples collected by the Commu-nity experts intend to address direct,pressing needs of skills related to the green transition.They showcase how can apprenticeship help in the sprint race of Europe towards meeting green transition needs and sustainability goals.In Austria,alongside the transversal appren-ticeship programme,new specialised training modules are being introduced in specific apprenticeship programmes,that have more explicit links,and therefore content,with the green transition(e.g.electrical engineering,installations and building technology,sun protection technology).The procedure relies on the involvement of social partners and sector representatives together with external research institutes such as in Austria.In Sweden,the rapidly growing needs of the solar energy sector led to the development of a new programme for Solar energy managers at tertiary level(under higher VET,Yrkeshg-skolan scheme).Although not formally an apprenticeship,the programme ofers a fast way to reach tertiary(NQF/EQF level 5)qualifi-cations in this area,while working.Its learning outcomes should be based or clearly linked to the standards set in the Swedish Qualification Framework.In UK-Scotland,increased demand from em-ployers for apprenticeship to support process-es related to the net zero and green low carbon economy led to the development of a Digital manufacturing apprenticeship programme.The programme is targeted at young people and older learners,who might already be employed.It promotes meeting sustainability-related goals via digital technologies(e.g.AI,3D modelling and data science).Some of the examples ofer an insight into how updating of apprenticeship was not just a reaction to existing needs but followed a proactive and forward-looking logic,linked to the overall long-term greening strategy of a sector.Such cases are based on structured,multi-stakeholder processes to capture sectoral or occupational skill needs for 12Policy brief Greening ApprenticeshipsEvidenceSector-specific initiatives Song_about_summer/ N Felix/ present as well as the future.In this way,apprenticeships are a tool for the marathon race towards securing a qualified workforce able to adapt to future skill needs and,through that,the competitiveness of sectors and longer-term employability of apprenticeship graduates.In Germany,in the context of the national hydrogen strategy,BIBB has launched the H2PRO research project to address the issue in relation to occupation and qualification needs,in qualifications primarily achieved through apprenticeships.The project will analyse tasks in numerous sectors,to identify emerging additional qualification needs,as-sess existing qualifications in relation to these needs,and conclude with recommendations for regulatory work and IVET/CVET practice to address the identified gaps.In the Netherlands,following the SBB 2022 report on Climate-related jobs in a built-up environment,SBBs sectoral committee for Technology and built environment(TGO)examined trends and innovations related to the green transition and circularity,analysed existing qualifications and training ofers,and ofered recommendations to all stakeholders.Following the report,new apprenticeship courses are ofered(solar panel installations,charging station installation).The report calls for both further inclusion of generic,cross-sectoral skills in all TGO qualification files,and the identification of more targeted 13Policy brief Greening ApprenticeshipsEvidenceSector-specific initiatives electives(optional subjects)to be added in spe-cific qualification files.Such forward-looking approaches allow the search for skill needs not only within the occupation/sector but also in adjacent occupations or across the value chain.For example,in the Netherlands,the TGO sec-toral report explicitly calls for stakeholders to consider interconnections between sectors and addresses rec-ommendations to other sectoral councils as a result of changes in the sector.The German initiative also looks for work tasks along diferent value chains to identify requirements for VET/apprenticeships.Another case where apprenticeship update was initiated by sectoral authorities comes from France:there,at sub-sectoral level,apprenticeships were adjusted to the needs of the green transition in line with the corporate social responsibility strategy of the sector.In France,the French Tennis Federation that ofers apprenticeships through its own training centres(CFAs)introduced an initiative to improve the en-vironmental impact of the sport/activity and raise awareness of the entire tennis ecosystem.This is in line with their long-term vision for the sector and their long-standing CSR policy.An online module,part of the ISCED 5 DEJEPS qualification ofered in the form of apprenticeships,introduces apprentices to environmental practices and ofers resources to apply such practices daily.Lumeez Ismail/ Lumeez Ismail/14Challenges in greening apprenticeships.apprenticeship stakeholders do not always have the skills intelligence required to design targeted interventions in relation to the green transition.the actors who have taken initiatives at the local level usually do not have the capacity or the mandate to scale up.sectors themselves may struggle to understand and express the skill needs and skill gaps.Members of Cedefops Community of apprentice-ship experts participated in a workshop to discuss and reflect on the findings coming from individual cases.The collected evidence and further analysis reveal some overarching challenges in relation to the approach and the extent to which apprentice-ships can be adjusted to assume a central role in facilitating the green transition.Challenges in introducing targeted initiativesThe evidence revealed that,in many countries,in-troduction of green elements in curricula is carried out horizontally,across all education,all VET or all apprenticeship specialties/programmes.While this is one positive way to adapt apprenticeships,it is not always easy to complement this approach with additional improvements targeted to specific occupations,learner groups or geographic regions.Community experts consider that apprenticeship stakeholders do not always have the skills intelli-gence required to design targeted interventions in relation to the green transition;this is either because skills intelligence mechanisms are not well-functioning or because their outcomes do not reach apprenticeship stakeholders in a meaningful way.This is accentuated by the fact that the transfor-mation triggered by the green transition in many sectors is often complex and far reaching,requiring a comprehensive understanding of environmental,economic,and technological factors.Sectors themselves may struggle to understand and ex-press the skill needs and skill gaps.Challenges in scaling-upThe collected cases ofer evidence of bottom-up approaches across Europe,initiated by appren-tices,teachers,school leaders,companies or NGOs at local level.Such examples are a good start,for all stakeholders to explore,test,familiarise with concepts and practices.But it is argued that only when such practices are channelled into larg-er-scale,framework level initiatives and standards that the value of apprenticeships in facilitating the green transition can be maximised.Many of the bottom-up approaches may have scale-up potential,but the actors who have taken initiatives at the local level usually do not have the capacity or the mandate to scale up their work to higher levels across the sector involved,or be-yond the school,city or region.Channelling such initiatives into broader sectoral,regional or national 14Policy brief Greening ApprenticeshipsEvidenceChallenges in greening apprenticeships15strategies requires the activation of the corresponding stakeholder types.Challenges in enabling the contribution of key actorsEven when initiatives follow a sectoral approach and are based on the involvement of social partners and sector representatives,Community experts see a particular challenge in the engagement of individual companies in relation to greening apprenticeship provision.SMEs may broadly recognise the value and the need to adapt but there are difculties in understanding the green transi-tion and the implications for their businesses:in terms of technological changes to come,the ways to update their operations and subsequently the exact skills they need to be competitive now and in the longer run.SMEs,especially micro-companies,also face difculties in engaging resources to make shifts in the way and the content of their apprenticeship training.For example,in several cases,in-company trainers are not the traditional source of expertise and need to learn,from external ex-perts,VET teachers or even apprentices.Any additional investment in the context of the green transition may seem like an additional cost,with its potential benefits sometimes hard to be seen.Some of the collected cases also point towards similar challenges for VET schools.Sometimes it is challenging to fit new green elements in existing curricula,simply be-cause this is an additional requirement in terms of time.VET teachers also need to be trained in new technolo-gies,be acquainted with new curricula and new teaching methods and materials.15Policy brief Greening ApprenticeshipsEvidenceChallenges in greening apprenticeships PeopleI-Yuri A/1616Policy brief Greening ApprenticeshipsConclusions AlessandroBiascioli/In this sectionCONCLUSIONSGreening approaches influenced by the diferences in apprenticeship modelsApprenticeship adaptation maximised if underpinned by high-quality skills intelligenceMulti-stakeholder governance structures support adaptation to the green transitionCollaboration at all levels helps apprenticeship actors cope with change17 DC Studio/Greening approaches influenced by the diferences in apprenticeship modelsAs there is no one apprenticeship model in the EU countries,there is no single form of responses to adapting apprenticeship provision to society and labour market needs triggered by the green tran-sition.Although the examples do not extend to the full spectrum of activities to make apprenticeships greener,it is worth reflecting whether the variation in the approaches to greening apprenticeships illustrates the variation in how they are structured in a country:do they operate as a system of its own(with its own governance,qualifications,curricula etc.),or as an alternative pathway to school-based VET(sharing governance,qualifications and curric-ula with school-based VET).What may be observed is that most cases of sec-tor-specific responses come from countries where apprenticeships are a system of their own and not a simple alternative mode of delivery of school-based VET.In such cases,collaboration platforms and shared governance structures are in place to allow sector representatives and social partners to express their current or future skill needs and help shape apprenticeship content.In contrast,in countries where apprenticeship is only an alternative mode of delivery,the examples detailed often point to two extremes.Some are of horizontal nature,which cover all VET or all educa-tion and are therefore not specific to apprenticeship occupations.Other initiatives linked to local labour market needs remain at smaller scale,e.g.at the school or subregional level.it is worth reflecting whether the variation in the approaches to greening apprenticeships illustrates the variation in how they are structured in a country.most cases of sector-specific responses come from countries where apprenticeshipsare a system of their own and not a simple alternative mode of delivery of school-based VET.17Policy brief Greening ApprenticeshipsConclusionsGreening approaches influenced by the diferences in apprenticeship models18 FotoArtist/Apprenticeship adaptation maximised if underpinned by high-quality skills intelligence The green transition is rapidly and continuously changing jobs and skill needs.Horizontal adapta-tion of apprenticeship training content is one way to address such needs,but the contribution of apprenticeships can be maximised if it also ofers sector or occupation-specific responses.Apprenticeship stakeholders can benefit from high-quality skills intelligence from sectors,regions and workers themselves.First,skills intelligence mechanisms should allow for granularity of data in terms of occupations or geographically.Then,such information should become available to appren-ticeship stakeholders in a meaningful way,ofering clearly articulated needs and actionable insights(Cedefop,2024),and therefore helping them to devise for apprenticeship responses accordingly.Given that many green tech developments often originate outside the sectors afected,and sus-tainability requirements may come from across the supply chain,interdisciplinary and cross-sectoral logics are essential in the case of the green tran-sition,to capture better how jobs will be evolving and what skills apprenticeships need to develop.This calls for providing apprenticeship stakeholders with input from actors typically less involved in ap-prenticeships,such as higher education,research institutes,NGOs or representatives of sectors that are traditionally outside the apprenticeship realm,but influence sectors that typically rely on appren-ticeships.interdisciplinary and cross-sectoral logics capture better how jobs will be evolv-ing and what skills appren-ticeships need to develop.stakeholders can benefit from high-quality skills intelligencefrom sectors,regions and workers themselves.18Policy brief Greening ApprenticeshipsConclusionsApprenticeship adaptation maximised if underpinned by high-quality skills intelligence 19 Gorodenkof/Multi-stakeholder governance structures support adaptation to the green transitionMulti-stakeholder governance approaches can boost the capacity of apprenticeships to respond to the challenges and opportunities linked to the green transition.They allow structured dialogue among all key stakeholders,ofering those repre-senting the labour market a platform to indicate changing skill needs,and expressing their views on how apprenticeship programmes,qualifications and curricula need to be updated or complemented with new ones.Having such governance structures in place and functioning well not only helps address pressing skill needs in a quick and efcient way.It also helps apprenticeship stakeholders act proactively,anticipating future technological changes and subsequent skill needs.According to some Com-munity experts,structured dialogue turned the need to adjust to the green transition into an oppor-tunity,by identifying new areas for apprenticeship programmes,or by increasing the relevance and attractiveness of existing ones to companies and learners.Well-designed,functioning governance mecha-nisms need to be supported by research bodies close to apprenticeship/VET or sectoral councils and specialists,so that the requirements for ap-prenticeship emerging from the green transition are clearly identified.When multi-stakeholder governance is matched with flexibility in apprenticeship design processes,the capacity of apprenticeship systems to adapt to the green transition is reinforced.Examples of this direction can be found in agile processes for updating programmes(also at the initiative of social partners),the provision of electives in apprenticeship curricula,or the existence of zones for adaptation of curricula to local labour market needs.Community experts point out that while apprenticeship stakeholders look for agility to meet pressing skill needs,they should not overlook the quality of apprenticeship programmes and their ob-jective to qualify future workers so they will remain employable in the longer run.structured dialogue turned the need to adjust to the green transition into an opportunity,by identifying new areas for apprenticeship pro-grammes.such governancestructures.help address pressing skill needs.but also help stakeholders act proactively,anticipating future skill needs.not overlook the quality of apprenticeship programmes and their objective to qualify future workers so they will remain employable.19Policy brief Greening ApprenticeshipsConclusionsMulti-stakeholder governance structures support adaptation to the green transition20 REDPIXEL.PL/Collaboration at all levels helps apprenticeship actors cope with changeWhen multi-stakeholder collaboration runs through all levels,from design to implementation of appren-ticeships,apprenticeship actors are more likely to receive the support and guidance they need to cope with the requirements arising from the green transition.Collaboration platforms at the implementation level between VET schools,professional associations,chambers,as well as NGOs and local/regional au-thorities or higher education and research facilities,are valuable in supporting individual companies,trainers,teachers and,ultimately,apprentices.Such collaboration should ofer SMEs tailored information on how to adjust their training to meet the needs of greener curricula.In-company trainers can be guided by schoolteachers or local branches on what they need to train and how.This is of par-ticular interest in apprenticeships,as comparability of the learning experiences in diferent workplaces helps increase trust in apprenticeship qualifications and hence the value of programmes for learners and sectors.In a similar vein,local-level collaboration can help VET schools and their teachers become better prepared to adjust training to the needs of new or updated greener curricula.For example,VET teach-ers can get to know new greener technologies with the help of pioneering local companies or upgrade their knowledge in joint training programmes with in-company trainers.By becoming active within local ecosystems,apprenticeship actors can access information,infrastructure and modern technologies that boost their capacity to adjust apprenticeship training to the needs and opportunities of the green transition.And they can,themselves,act as innovators and champions of change for the green transition,help-ing the cross-fertilisation among learning venues and within the local communities.Collaboration among stakeholders can help set up smaller-scale initiatives that are a valuable starting point for the adaptation of apprenticeships to the green transition.Such initiatives can then be ex-panded or mainstreamed into higher-level policies and strategies,if such collaboration runs through the system.collaboration should ofer SMEs tailored information on how to adjust their training to meet the needs of greener curricula.collaboration platforms at the implementation level are valuable in supportingindividual companies,trainers,teachers and apprentices.they can act as innovators and champions of changefor the green transition,helping the cross-fertilisation among learning venues.20Policy brief Greening ApprenticeshipsConclusionsCollaboration at all levels helps apprenticeship actors cope with change Vjom/21REFERENCESCedefop(2019).Apprenticeship schemes in European countries:a cross-nation overview.Publications Ofce of the European Union.Cedefop(2021)The green employment and skills transformation.Publications Ofce of the European Union.Cedefop(2022a).Cities in transition:how vocational education and training can help cities become smarter and greener.Publications Ofce of the European Union.Cedefop(2022b).Too good to waste:tapping the potential of vocational education and training in the waste management sector.Publications Ofce of the European Union.Cedefop(2022d).An ally in the green transition.Publications Ofce of the European Union.Cedefop(2023a).From greenovators to green minds:key occupations for the green transition:the nuances of defining green occupations.Publications Ofce of the European Union.Cedefop(2023b).Growing green:how vocational education and training can drive the green transition in agri-food.Publications Ofce of the European Union.Cedefop(2023c).From linear thinking to green growth mindsets:vocational education and training(VET)and skills as springboards for the circular economy.Publications Ofce of the European Union.Cedefop(2024).Next generation skills intelligence for more learning and better matching:skills anticipation trends,opportunities and challenges in EU Member States.Publications Ofce of the European Union.Cedefop,OECD,ILO,ETF&UNESCO.(2022c).Work-based learning and the green transition.Publications Ofce of the European Union.Cedefop,&OECD(2022).Apprenticeships for greener economies and societies.Publications Ofce of the European Union.European Commission.DG Employment,Social Afairs and Inclusion(2023).Vocational education and training and the green transition:a compendium of inspiring practices.Publications Ofce of the European Union.Policy brief Greening ApprenticeshipsReferencesPhoto erika8213/9194 EN TI-BE-24-003-EN-N doi:10.2801/708025Europe 123,Thessaloniki(Pylea),GREECEPostal address:Cedefop service post,57001 Thermi,GREECETel. 30 2310490111,Fax 30 2310490020,Email:infocedefop.europa.euCopyright European Centre for the Development of Vocational Training(Cedefop),2024.Creative Commons Attribution 4.0 Internationalvisit our portal www.cedefop.europa.euPOLICY BRIEFFrom grassroot initiatives to comprehensive approaches,structured collaboration helps unlock the potential of apprenticeships for the green transition.Apprenticeships are particularly well placed to develop the skills for the green transition,as they are at the intersection of the education system and the labour market.Building on evidence from Cedefops Community of apprenticeship experts,this policy brief looks at the diferent approaches that European countries follow to adapt apprenticeship provision to needs arising from the green transition.High-quality skills intelligence,multi-stakeholder governance struc-tures and collaboration at all levels can help apprenticeships maximise their impact in meeting the skill needs of the green transition.GREENING APPRENTICESHIPSFrom grassroot initiatives to comprehensive approachesProject infoApprenticeships,Cedefop Green Observatory,Cedefops Community of apprenticeship experts:articles on greening apprenticeshipsProject contacts:Apprenticeship:Cedefop experts Ramona David,Vlasis KorovilosSkills and jobs for the green transition:Cedefop expert Stelina Chatzichristou
2024-05-22
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Extended reality in learning and teachingReport 2023/24Contents1 Foreword3 Key takeaways4 Background5 Method and overall sample7 Results8 Use and implementation of XR9 Investment and engagement with XR10 Most organisations are using a mixed model approach to content sourcing11 There is strong interest in the future use of XR at both the individual and organisational level12 Rationale for level of interest14SituatedandengagingexperiencesarekeybenefitsofusingXR15CommentsinreferencetotheperceivedbenefitsofXR16 Perceived barriers of implementing XR for learning and teaching18 Comments in reference to the perceived challenges of implementing XR19 Health and STEM subjects have the highest levels of XR use within FE20 Use of XR in health and social care(FE)21 Aircraft engineering(FE)22 Animal care and land-based courses(FE)23 XR journeys(FE)24 XR journeys(FE)25 XR journeys(FE)26 XR journeys(FE)27 Health,public services and care subjects have the highest levels of XR use within HE28 Use of XR in health and sciences(HE)29 Simulated lab experiences(HE)30 Veterinary science(HE)31 Use of XR in the arts(HE)32 What support is most desired to support implementation of XR in learning and teaching?33 Generalised advice and guidance on using XR most desired within FE34 Sector intelligence and procurement deals most useful in supporting HE35 The single most important thing that Jisc can do is37 Comments describing how Jisc can help38 Recommendations and conclusion39 Recommendation:evidence of impact40 Recommendation:foster collaboration41 ConclusionForewordProfessor Faisal Mushtaq,director,Centre for Immersive Technologies,University of LeedsReflectingonthefiveyearssincethelast report,it is impossible to ignore the impact that the pandemic has had on the higher education(HE)sector.As I type this,exactly fouryearsonfromthefirstnationallockdown,Iam reminded of how quickly digital transformation went from being a strategic choice to a necessity for every university across the UK.With it has come a greater willingness to explore new digital solutions.It is in this milieu that extended reality(XR)hasstartedtofinditsfeet.In this report,you will read case studies of how innovative institutions have embraced XR for health,art,humanities,social sciences and STEM subjects.These examples both inspire serving as examples for what is possible right now and excite,scratching the surface of further possibilities.How might we start realising this potential over the nextfiveyears?Wecanstartbyheedingthecomments of the educators surveyed in this report.Institutions will need to invest in technical infrastructure and be proactive in supporting staff to develop the skills they need to deliver rich educational experiences that are tailored for their learning communities.A concerted effort must be made to curate the sense of social belonging that is critical to the learning experience,but so easily lost in virtual environments.There are also outstanding questions on accessibility and inclusivity,and its necessary to address these if the technologies are to scale effectively.More broadly,we need to develop the evidence base on what works,where and for whom.In these early days,we need to start generating the frameworks and guidelines that will inform future pedagogical practices.The outlook is optimistic because the UKs HE sector,withitsresearchfirepower,iswellplacedtotacklethese issues.This report marks an important step on the journey towards realising the transformative potential of XR in education.I am sure you will see more than a glimpse of a future where XR goes beyond being an innovative method of educational delivery to a foundational aspect of how students engage and learn.Extended reality in learning and teaching report 2023/24 1Paul McKean,director of further education(FE),skills and training at JiscAs we navigate the rapidly evolving landscape of education and training in the 21st century,it is clear extended reality(XR)technologies are set to play an important role in shaping the future of further education and skills.XR is an umbrella term to include augmented reality(AR),virtual reality(VR)and mixed reality(MR).In 2019 our augmented and virtual reality in learning and teaching survey revealed that the implementation of these technologies in education was inconsistent,with AR being used more frequently than VR.During the pandemic,there was a realisation that a readily available tool to provide high quality off-campus experiential learning did not exist.However,advances in immersive technologies have since opened up new possibilities for learning,teaching and practical skill application.Compared with our initial 2019 report,I am delighted to see our 2023/24 survey shows high levels of engagement with XR from the FE and skills sector.Many providers are exploring XR technologies through small pilots,although some colleges are moving towards moderate to extensive use.We have witnessed fantastic pockets of practice across the sector,particularly within vocational subjects,where colleges are partnering with local communities and industries to develop immersive content that builds learners skills in their local area.In health and social care,immersive technologies are being used to build empathy and raise awareness of social or medical issues affecting specificdemographics.Intheconstruction,engineering and automotive industries these technologies are preparing learners for a net zero future by developing green skills.Additionally,XR technologies help learners develop literacy and numeracy skills by providing an immersive way to visualise concepts.By engaging with these technologies,learnersbuilddigitalconfidenceandprepare for the future digital world of work.However,20%of respondents in the latest survey highlighted that accessibility remains a challenge,and we must urgently consider how to develop digitally accessible XR content or provide equal,alternative learning experiences for those unable to engage with(or access)immersive technologies.CostisalsoasignificantissuefortheFEsector,with limited funding available to purchase content and a lack of time and resources for content development.With this report we aim to shine a light on these common issues and call the FE and skills sector to action.We encourage our XR communities of practice to foster a culture of collaboration,working together on content development,sharing knowledgeandexpertiseandfindingsolutionstothe challenges of accessibility and cost.With a concerted,collaborative effort we can harness the potential of immersive technologies to provide engaging learning experiences and equip learners with the skills they need for the future.Extended reality in learning and teaching report 2023/24 2Key takeaways1Investment in extended reality(XR)technologies within learning and teaching sectors is advancing.Most organisations with these technologies in place are beyond trialling and are now making applied use of them in one or more subject areas.More extensive use is seen within HE.2There is strong appetite for further implementation and use of XR,with many seeing the potential for the technology to improve not only the experiences of learners,but also accessibility and future job readiness for individuals across multiple fields.Health,sciencesandtradesareidentifiedaskeysubjectareasforimplementationwithinFE,andhealth,the arts,humanities and social sciences,sciences and education for HE.3There is significant belief and positivity towards the technology.Described benefits are the opportunities it provides students to situated and experiential learning beyond,or in addition to,that available within the classroom.These experiences prepare students for employment,support educators with new pedagogical models and institutions in managing and scaling resources.4Resourcing for the technology(whether it be financial or allocation of people and time)continues to be a barrier to greater implementation,and so funding sources and negotiated deals would be welcomed.An additional challenge to the scaled use of the technology is the inherent need to train staff and support IT teams to ensure the technology is used to its full potential.5There is a need for better understanding and more evidence of how XR can be used within education and its impact.FE organisations in particular want more involved advice,guidance and training,while HE institutions appear to want more DIY resources and sector insight,potentially a result of more established infrastructure and funding.Extended reality in learning and teaching report 2023/24 3BackgroundIn our 2019 AR and VR in teaching and learning report,Jisc delved into the potential of immersive technologies like augmented and virtual reality for educational purposes.While it was insightful at the time,weve opted to refresh our research in light of recent technological developments in extended reality(XR)technologies(augmented,mixed and virtual reality)and the growing interest in the metaverse.This report gauges the level of interest,investment and adoption of XR across the UKs post-16 education sector,encompassing higher education and further education and skills.Were also keen on understandingtheperceivedbenefits,challenges,andvariedapplicationsofthistechnologyacrossdifferent academic disciplines.Extended reality in learning and teaching report 2023/24 4Method and overall sample157responsesfrom110identifiedorganisationsWe distributed an online survey through October and November 2023 and received 157 responses.The majority were from further education institutions and based within England.We also asked participants their role within the organisation.Further education(87)55%Organisation typeHigher education(62)39%Research organisation(2)1%Skills provider(6)4%Learning technology(47)30%Role within the organisationIT(31)20ademic(24)15%Learning administrator(23)15%Library(11)7ministrator(10)6%Other(11)7%Extended reality in learning and teaching report 2023/24 5In addition to their job role and organisation,we also asked participants how aware they were of the use of XRtechnologiesacrosstheirdepartment/areaandthewholeorganisation,aswellastheirinfluenceovertheacquisition of new learning technologies.This was to help us understand how informed and knowledgeable respondentscouldbeexpectedtobewithregardstotheirinstitutionsuseofXRtechnologies.Over half of respondents(55%)indicated full awareness of their departmental use of XR technologies while only 32%indicated the same level of awareness across the whole institution.Approximately 10%of respondents held budget and sole decision-making responsibility for acquiring new learning technologies within their institution.Together,the sampling method and survey sample suggest that results should be seen as a generalised view of what the sector is doing and not a census of activity.We also interviewed 21 staff members within various roles such as heads of e-learning,e-developers and teaching practitioners,from ten colleges and six universities.The purpose of these interviews was to gather some qualitative examples of how these technologies are being used within the sector.Theresultsofthesefindingsareincludedasanonymousvignettesthroughoutthereport.Extended reality in learning and teaching report 2023/24 6ResultsExtended reality in learning and teaching report 2023/24 7Use and implementation of XRIn our 2019 survey,54%of respondents said virtual and augmented reality were used in one or two departmentsandonly12%saidtheywereusedinfiveormoredepartments.Ourcurrentresearchsuggests use has increased as 78%of respondents indicated that their institution had made an investment in XR technologies.The data shows a notable increase in the adoption of XR technologies across institutions since 2019,possibly spurred on by a move to blended/online learning post-pandemic.This increase in investment and usageindicatesagrowingrecognitionofthepotentialbenefitsofthesetechnologiesineducation.Indeed,of those who had made an investment,just over half(55%)report moderate to extensive use of the equipment.Almost a third(31%)of the respondents(who had made an investment)from HE institutions reportedpurchasinglargequantitiesofheadsets(100 )fortheirorganisation.Thefindingssuggestapositive correlation between the number of headsets an organisation has and the extent of their use;implying institutions with a larger investment in XR technologies can be more likely to integrate them into their learning and teaching practices.Nonetheless,while the data shows promising trends,its important to acknowledge that the adoption of XR technologies is not without its challenges(as discussed later in the report).Organisational reported use of XR technologies3%4CcR3%1%0HEExtensive use*Moderate useSlight useNo use at all*Labeldefinitions:Extensiveuse(activeintegrationintoeducationacrossdisciplines)Moderate use(some application to teaching across one of more disciplines)Slight use(some trials,no formal use across the organisation)Extended reality in learning and teaching report 2023/24 8Investment and engagement with XR The level of investment does appear to differ between sectors with over half of respondents within HE indicating their organisation had 50 or more headsets,while in FE the same level of investment was reported by only 25%of respondents.For those who indicated that their organisation had invested in at least one headset,a further question looked to understand the level of use that the headset/s were getting:Only 1%of respondents indicated that their organisation was not using the technology at all 55%indicated that their organisation was getting extensive to moderate use*out of the technology.This proportion was higher for those within HE(67%)in comparison to those in FE(46%)Organisations with a greater number of headsets also report more extensive use:Number of headsets1-45-4950-99100 %reporting moderate or extensive use21Fh%Number of headsets that respondents organisation had invested in13Q%4%27%1-45-4950-99100 FEHEExtended reality in learning and teaching report 2023/24 9Most organisations are using a mixed model approach to content sourcingHow XR is implemented within organisations Of those respondents who indicated that their institution had actively implemented XR,68%stated that their institution sourced content via a mixed method approach,developing some resources in-house or getting them from open source and external providers.In-house development of content and resources was the third most popular option(45%)although this varied substantially by sector:The large majority from FE indicated that they predominantly implemented XR by buying content and resources from external providers(68%)while developing content was the fourth most selected item for content sourcing(31%)Within HE,most respondents indicated that their institution was developing its own content and resourcesin-house(67%)althoughtherewasstillsignificantsourcingofcontentfrombothexternalproviders(55%)and free sources(53%)Approximately a third of overall respondents indicated that their institution was collaborating with other organisations to develop content and resources,suggesting more can be done in this area to work with local institutions and industry partners.Method of XR implementation within organisations68G154%3%2USg7A%2%2%Buy content and resources from an external providerFree/open source contentDevelop our own content and resources in-houseCurrently only used for play/experimentation-not actively implementedCollaborate with other organisations todevelop content and resourcesOtherNot at allFEHEExtended reality in learning and teaching report 2023/24 10There is strong interest in the future use of XR at both the individual and organisational levelFuture interest in XR Dependent on whether a respondent was classed as a leader or practitioner,they were asked whether their organisation or they personally,respectively,would be interested in making more use of XR technologies.There is little difference in the overall level of interest in the future use of XR between leaders and practitioners,both showing interest at over 90%.Individual interest for practitioners in FE(87%)was lower than within HE(98%).Interestingly,overall interest in the future use of XR was higher for leaders in HE(100%)compared to FE(91%).However,the proportion of those stating very interested was 10%higher for FE.Organisations currently with the greatest investment in XR also have the strongest interest in future use although it is worth mentioning that most institutions currently without any investment in technologies do also appear very interested in future use.Note:it can be assumed that those participating in the survey will have some previous interest in the topic of XR technologies given it was highlighted in recruitment,therefore these proportions will likely be over generous in terms of overall sector interest with regards to future use.Level of interest in future use of XR63dhsX()#%B%IndividualOrganisationalIndividualOrganisationalIndividualOrganisationalOverallFEHEVeryFairlyNumber of headsets01-45-4950-99100 Very interested56%Yxirly interested22cA%6%Extended reality in learning and teaching report 2023/24 11Rationale for level of interestSample of comments from those who expressed they were very interested in the future use of XR(29 comments,15 FE and 14 HE)Those with the most interest comment positively and express enthusiasm about the potential for XR technology to improve learner experiences,accessibility and future job readiness across multiple fields.TheyseeXRasanimportantstepinadvancingpedagogyandanopportunityforemployersto directly impact the future workforces skills.However,its important to note the limits of current evidence and approach these claims with a degree of caution.The lack of extensive research on the effective use of XR in education and the uncertainty surrounding its scalability and wider applicability suggest that a measured perspective is necessary to temper techno-optimism.“XR can transport users into digital worlds,enhancing engagement.Immersive simulations boost learning and skills development.Remote collaboration becomes more intuitive with virtual presence.Complex datasets take shape through detailed 3D visualisations.Workflows improve as augmented guides assist difficult procedures.The creative possibilities stretch as far as the imagination with virtual rapid prototyping.XR brings ideas to life by merging real and digital environments.The potential applications across training,design,collaboration and more are vast.XR promises to revolutionise how we learn,work and create together as virtual worlds feel increasingly real.”Practitioner,FE“The development of low-cost,realistic simulation within learning will transform education.Furthermore,if we can convincingly simulate social presence(already part way there)that will have a huge impact on distance learning and the way that this converges with in-person experiences.”Practitioner,HEExtended reality in learning and teaching report 2023/24 12Sample of comments from those who expressed they were fairly interested or neutral towards the future use of XR(11 comments,five FE and six HE)Those comments from within the middle of the scale express interest and can see the potential of the technologies with a desire to build on the work to date.However,they appear conscious of challenges associated with cost and development of content,as well as the need to upskill staff,which can take time.“We are keen,but limited time and budgets mean its difficult to get anywhere with a lot of this!We also dont have any free in-house developers to build related content,so it would need to be open source,bought in,or student-created materials that are put in use.”Practitioner,HE“The main barrier for us is cost but also staff know-how.Effectively integrating new tools requires staff training and that can be difficult due to time constraints and lack of buy-in from the organisation management.”Practitioner,FEExtended reality in learning and teaching report 2023/24 13Situated and engaging experiences arekeybenefitsofusingXRPerceived benefits of using XR for teaching and learning 105openresponsesweresubmittedwhenparticipantswereaskedaboutthemainbenefitsofusingXR.The two most frequent comments were that participants believed XR can offer students access to situated and experiential learning,beyond or in addition to that available within the classroom,and that it can offer engaging learning experiences with improved learning outcomes compared to traditional teaching methods.What is not established in the survey is how improved learning outcomes were measured,which would be something to follow up on in a future survey.The comments also suggest that XR can be used to help develop learners employability skills,by giving them an opportunity to practice before they enter the workplace.Many of the comments also referred to immersive technologies being able to facilitate new methods of teachingandlearning(pedagogicalmodels).Anotherinterestingbenefitwasthementionofbeingableto manage resources and scale the use of XR.This is particularly relevant where XR experiences can simulate real-life experiences which are Dangerous,Impossible,Counterproductive or Expensive as per the DICE framework(Bailenson,20181).Indeed,there were numerous references to how XR is also safer for students learning in terms of both physical and emotional development.Number of references to key themes describing the benefits of XR46412827242016664Supports situated/experiential learningEngaging learning experiences with better learning outcomesImproved accessibility to learning and experiencesImproved employability and future-proof skill setsEncouraged new pedagogical modelsScalability,resource management and waste reductionSafer environment for experimentationSupports improved creativity of learnersSupports empathic learningSupports personalisation of learning1 Source:Bailenson,J.,(2018).Experience on demand:what virtual reality is,how it works,and what it can do.W.W.Norton&Company:New York.Extended reality in learning and teaching report 2023/24 14Comments in reference to the perceivedbenefitsofXR“1.Delivering real life training and experiences 2.Developing current and innovative skills leading to employment.3.Keep up to date with latest industry innovations.”Leader,FE“To provide immersive,interactive and engaging learning experiences to learners to improve their learning experience.To enable them to practice and improve certain skills in a safe environment.To introduce them to innovative ways of learning and working.”Leader,FE“Better utilisation of existing spaces;future ready employees,allow experiential learners to succeed.”Leader,HE“Unique and impossible experiences/ways of learning,rehearsing tasks and experiments,manipulating and interacting with objects and phenomena at scale(e.g.the very large,and the very small).Art,experiencing cultures and locations.”Practitioner,HE“Experience that would not normally be available within college,ability to practice and replay experiments without cost of equipment reuse,reduction in supervision in certain exercises,external partners contribute to creation of projects to support knowledge within sector,access to tech which will become the norm in the future,enhanced learning and experience.”Practitioner,FE“Supplementary learning,access to experiences unaffordable or inaccessible to many,augmenting current teaching,students producing content.”Leader,HEExtended reality in learning and teaching report 2023/24 15Perceived barriers of implementing XR for learning and teachingResourcing and staff skillsets are perceived as the greatest barriers to XR implementation Resourcing,in terms of costs,funding and time,is the main challenge to implementation of XR within organisations.Cost is a particular issue within the FE and skills sector as there are often limitations on funding which only allow for the purchase of physical assets and not software.The lack of specialist skill sets,both in terms of implementation by staff into the curriculum,and technical implementation and maintenance by support teams,is also a key issue impeding greater use.The order or perceived scale of challenges did vary by sector:In FE,two challenges appeared to be key to more than half of respondents,namely resourcing(84%)and staff competency in using the technologies(63%).It is somewhat surprising that only 20%of FE respondents highlighted accessibility as a barrier,given the ongoing challenges in ensuring digital accessibility in XR development.Addressing accessibility is crucial not only for meeting legal obligations but also for providing equal learning opportunities for learners In HE,staff competency was selected as an equally challenging issue to implementation as resourcing(76%and 74%respectively).Accessibility of the technology and specialist technical know-how were also selected as challenges by more than half of respondents within the sector(53%and 51%respectively)Interestingly,leaders were more likely to select speed of change of the technology and risk aversion(52%)than their practitioner counterparts(38%).The rapid pace of technological development poses a significantissueintermsofsustainability,asthehighturnoverrateofXRdevicesmayleadleaderstobemore hesitant to invest substantial amounts of money in the technology without a clear long-term plan.Incidentally,as cost has been highlighted as a key barrier,justifying high costs becomes increasingly difficultwhenthehardwaremayneedtobeupgradedinfiveyearstime,orwhenXRsoftwaretheinstitution has developed or purchased may no longer be compatible with updated hardware.Extended reality in learning and teaching report 2023/24 1684cCCA %$%9vxQAFSD61%8%Cost/funding/timeStaff confidence/skills(e.g.implementation within the curriculum)Technical know-how(e.g.implementation by IT teams)Insufficient curriculum/subject contentSpeed of change/risk aversionAccessibilityLimited technology infrastructure(e.g.connectivity challenges)Insufficient senior level buy-inPrivacy and ethical issuesConcerns regarding disruption to traditional learningStudent digital literacyOtherFEHEPerceived barriers to implementation of XRExtended reality in learning and teaching report 2023/24 17Comments in reference to the perceived challenges of implementing XR“Our institutional IT is not configured for non-user owned devices.This has made things extremely difficult when looking for connectivity for devices,but also for usernames/generic accounts etc.Aside from this,the main issue is staff time but the ability to work with our digital learning teams to make best use of academic/education/technical time has been helpful here.”Practitioner,HE“Are staff willing to invest time in learning new technology,off-the-shelf content only gets you so far,custom content is key but takes time in development,not all people like or experience VR in the same way/react differently,so will need traditional methods as a failsafe,finding a new teaching methodology,one that doesnt bring tech into a traditional setting,but one that creates a new setting looking to the future.”Practitioner,HE“Firewalls and access to internet.Constant need to update headsets is very,very time consuming.Need to develop advanced learning modules,but off-the-shelf is nowhere near where we want to be(using Microsoft HoloLens in engineering),future gazing and using latest tech is costly in staff time(time more costly than hardware).”Practitioner,FE“Funding for resources and off-the-shelf content is too expensive.Staff not having the time locally to use equipment like Insta 360 to create content.”Leader,FE“Trial software,e.g.Bodyswaps generated excitement and ideas for including in curriculum.Severe budget limitations have meant software cannot be purchased reducing value of few headsets we own.”Practitioner,FE“Yes,with regard to safeguarding and privacy policies.We had to ensure that the technology had an adequate device management system.Also cost,budget for tech is controlled by faculty leaders rather than the digital team.”Practitioner,FE“Managing headsets at scale.All the options we have trialled have been disappointing.Especially in terms of syncing headset experiences across a class.Purchasing content for use on multiple headsets-e.g.having to use gift vouchers.Charging and hygiene issues.The options for bulk storage and charging are very expensive.”Practitioner,HEExtended reality in learning and teaching report 2023/24 18Health and STEM subjects have the highest levels of XR use within FESubject use of XR within FE Two subject areas were making use of XR in more than half of FE respondents institutions health,public services and care(56%)and STEM(51%)subjects.Due to the low general usage of XR outside of health and STEM subjects,many subject areas were identifiedashavingpotentialtobenefitfromXR.Inparticular,trades,preparationforlifeandwork,arts,humanities and social sciences and leisure,sport,hospitality and retail were considered to be subject areas with great potential to use XR technologies.In addition to overall use,we asked about the hardware and software institutions were using within each subject area and how they used it.In health,public services and care,XR was noted to be useful for teaching anatomy and physiology concepts using Organon and other apps from the Meta Quest Store or VIVEPORT.Mathematics courses made use of the augmented reality mobile phone application Photomath for solving equations.Engineering/trades courses used virtual welding kits and virtual paint spraying simulations.Subject usage and where respondents feel benefit could be had from usage within FE56Q9$%8%8)464612%Health,public services and careScience,technology,engineering andmathematics(STEM)Trades(construction,electrical,plumbing,etc.)Preparation for life and workArts,humanities,and social sciencesLeisure,sport,hospitality and retailEducation and trainingBusiness,administration and lawAgriculture,horticulture and animal careOtherCurrently usingWould benefit from usingExtended reality in learning and teaching report 2023/24 19Use of XR in health and social care(FE)Stories from the XR communityAn FE college we interviewed shared how they are using immersive technology,particularly VR,in subject areas such as health and social care to experience the realities of a hospital ward.They also used 360 content simulating a shopping scenario to explain the concept of needs and wants to their learners with additional learning needs.They have purchased Quest 2 headsets and are also using VR applications like Bodyswaps for soft skills development and Metaverse Learningtosimulateexperiencesspecifictotheirhealth and social care courses.The college has set up a dedicated VR zone in the library where students can access the immersive technology.Lecturers bring their classes to use the equipment,with the help of an e-learning facilitator to manage the technical aspects and ensure a smooth experience for all students,including those with accessibility needs.For example,students with epilepsy can access the virtual environments on computers instead of headsets,allowing them to experience the content in a safer way,while still developing their skills.The college aims to expand its VR offerings in the future.They will explore rolling out the VR content to the entire college,providing a booking system for students to use the technology independently,and potentially creating their own VR assets tailored to their courses.Another FE college shared their experience of collaborating in a research project with a local university,to investigate the effectiveness of immersive technologies within assessment practices for health and social care.Students at the college had the opportunity to use professional-grade simulation equipment at the universitys facilities,exposing them to the same technology used to train doctors,nurses and surgeons.Additionally,the college has created its own VR content,focusing on three 10-minute scenarios that align with key elements of the curriculum and industry requirements.They used iRIS software to create scenarios that map to Association for Simulated Practice in Healthcare(ASPiH)standards,something that is crucial to ensure standardisation and student safety.The college emphasises the importance of industry requirements.As well as knowledge about medical conditions,students need to know how to behave within certain situations,something that immersive technologies can facilitate:we can teach them the knowledge,but you cant teach the behaviours and if theyre notreadyforwork,theydontactappropriately()Gettinglearnerstoreflectonthat,isagamechanger.”Despite challenges such as limited funding,staff expertise and the rigid structure of further education,the college remains committed to expanding the use of immersive technology.By providing students from disadvantaged backgrounds with access to immersive technologies,the college aims to promote social mobility and prepare learners when they begin their roles in hospital.As the interviewee stated:“for me thats all about social mobility because its linking back to looking at who your learner is,where your learner comes from,and giving them the best opportunities that we can possibly provide for them,to help them moveoninlifeandprogressintheircareers”.Extended reality in learning and teaching report 2023/24 20Aircraft engineering(FE)Stories from the XR communityOne FE college shared how they have been integrating VR into their aircraft engineering courses.The main reason for this was the limited capacity of their aircraft simulator,which could only accommodate two learners and an instructor at a time.To provide more students with hands-on experience,they started exploring VR applications like Microsoft Flight Simulator.This college noted how the move to VR is timely as this is the same route many of the industry partners are using to train their staff(British Aerospace and Royal Air Force).As they received positive feedback from students,the college secured more funding to invest in advanced hardwareandsoftware.Theychoseproductsbasedontechnicalspecifications,compatibilityandportability.The college uses a combination of high spec PCs and Quest 2 headsets,along with software like Airport Ground Handling Simulator and Pennant Engineerings Virtual Aircraft Training System(VATS).The college aims to provide students with experiences as close to real life as possible while keeping them safe and preparing them for their future careers.They are looking to further develop their XR journey through industry partnerships,staff training and continued investment in hardware and software.Extended reality in learning and teaching report 2023/24 21Animal care and land-based courses(FE)Stories from the XR communityA technical college specialising in land-based courses,offering subjects such as animal management,veterinary nursing,and golf greenkeeping apprenticeships,embarked on a journey to integrate immersive technologies into their teaching and learning practices.Driven by the principals vision,the college secured funding to build a centre for immersive learning.The college now uses a combination of AR,Quest 2 and Quest Pro headsets with their learners.The college found that both VR and AR had their merits,with VR being particularly effective for simulating environments like kennels or catteries,which animal management students couldnt easily access in real life.The college made a key decision to create their own immersive content using Stage software,provided by VISR,a local VR/AR company.This allowed for greater customisation and alignment with the colleges curriculum.The e-learning coordinator worked closely with teachers to create tailored experiences,ranging from simple 3D models of hearts to complex scenarios incorporating multiple-choice questions,videos,text and learning objectives.The college also used 360-degree cameras,including some donated by Insta360,to capture real-world environments for integration into virtual experiences.Challenges during the implementation process included technicalissuesrelatedtowificonnectivityandensuring student safety in virtual environments.Staff training andcontentcreationalsorequiredsignificanttime and resources.Despite the obstacles,the college has seen high levels of student engagement with the VR and ARexperiences,findingthembotheducational and enjoyable.Looking ahead,the college plans to continue expanding its use of VR and AR while exploring other emerging technologiessuchasartificialintelligence.Extended reality in learning and teaching report 2023/24 22XR journeys(FE)Stories from the XR communityStarting with just 20 headsets,one FE college now has over 170 HTC Vive Pro devices.Their head of technology enhanced learning told us they have been conducting teacher training sessions with staff from various schools,including creative industries,engineering,and childcare,to familiarise them with these technologies.Instead of relying on traditional teaching materials like PowerPoint presentations,the college is using XR apps to teach concepts that cross over many curriculum areas,such as anatomy and physiology,in an interactive and retainable way.The goal is to make immersive technology a seamless and meaningful part of the learner experience,especially as these technologies will become increasingly prevalent in the future workplace.The college also utilises Bodyswaps to help learners to develop their soft skills and educate them about anti-racism in the workplace.The college recognises that education sometimes lags behind Industry 4.0 and is determined to bridge this gap by integrating immersive technology into day-to-day practice.The colleges strategy focuses on ensuring that students are well prepared for the technological demands of their future careers.Another FE college we spoke to is at the beginning of its XR journey.They have invested in a small number of VR headsets(15)to enhance teaching and learning.They are exploring how to integrate immersive technology into a range of subject areas such as:performing and visual arts,engineering,maths,health and social care,fashion,graphics,psychology,law,criminology,sports and e-sports.In addition to subject-specificapplications,thecollegealsousesBodyswaps,allowing learners to practice and develop essential soft skills such as interview techniques,communication,collaboration and leadership.To ensure the effective implementation of the immersive technology,the college recognises the importance of working with curriculum staff from the beginning,and providing teachers with dedicated time to explore,trial and reflectontheavailableVRproducts.Extended reality in learning and teaching report 2023/24 23XR journeys(FE)Stories from the XR communityOneFEcollegehasfocusedonupskillingstaffinusingVRsothattheyareabletoconfidentlyuseitwithlearners safely.The college purchased 50 HTC Vive Pro and 35 Meta Quest 2 headsets which are available for staff to book out from the campus libraries.The training took place as a VR drivers licence to teach the basics of using VR for teaching.As well as safety aspects,it included looking at the pedagogical value to enhance learning.Teaching staff were encouraged to consider use as part of a station rotation style lesson.Once staff have their VR drivers licence,they are then empowered to use VR independently.The college has primarily been using Bodyswaps for developing soft skills and Organon to teach learners about anatomy and physiology.Students feedback is gathered after each use,which is used as evidence for future purchasing and licence renewal.The VR experience has proved to be so popular with students that the college hosts VR after school clubs,where learners have the opportunity to use it for revision sessions outside of their lessons.Another FE college discussed the importance of having a clear plan on embedding technology into lesson planning,curriculum design,and assessment,while providing onboarding support to both students and staff.The college recognised the importance of being able to justify the cost and time of implementing these technologies and discussed metrics to do this such as the number of hours booked out by staff/learners using the equipment/the number of hours on each VR software,and learner satisfaction surveys.They stressed that it is key to engage in a two-way conversation with curriculum staff to choose relevant content to meet the learners needs.On some occasions they even worked with the games development learnerstoco-designcontentforspecificsubjectareas:“wereverykeentoremindstaffthatwecanabsolutelysearchthemarketandwecanfindallthesethings,butwemightnotnecessarilyknowexactlywhatyouneed”.They shared a few examples of what this integration looks like in practice.For their leisure and tourism learners,the cabin crew health and safety VR content Avietra is now built into their formative assessment practices.VR proves advantageous in this context as it helps learners better visualise the reality of the job withoutthedifficultyandcostofaccessingreal-lifetrainingspaces.Thecollegealsousesapplicationssuch as the National Geographic Explorer VR to help support their IELTS students with language learning,and their English literature A-level students with their creative writing,by providing structured prompts to guidetheirreflectionsontheexperience.Similarly,thecollegeexplainedhowmanyoftheirlearnersarefrom deprived areas with low levels of numeracy and literacy,and how VR can help them engage with learningandbuildtheirconfidence,comparedtomoreacademicortraditionalmethods.In the future,the college hopes to explore the potential of mixed reality technologies to seamlessly blend virtual content within physical spaces:“simulated environments to match some of the industries weve got locally,which you would lay out in a large space with physical objects,representing bulky bits of industry equipment,andthenyoudlayavirtuallayerontopofthat.”Extended reality in learning and teaching report 2023/24 24XR journeys(FE)Stories from the XR communityA head of digital learning at an FE college shared with us their experience of integrating immersive technologies,such as VR and AR,into their teaching and learning practices for the past eight or nine years.Initially,theyrecognisedthepotentialofARasamarketingtoolandlatersawitsbenefitsinsharingeducationalresourceswithlearners.Theyidentifiedlearnersmentalhealthasanareaofconcern,andworked with Rethink Mental Illness,creating AR posters to provide easy access to a wide range of supportive content.The college has since expanded its use of AR,contextualising it to various curricula,to reduce costs and enhance learning experiences.For example,in bricklaying courses,AR allows students to review demonstrations through videos and complete quizzes,even if they miss a class.The college primarily uses Zappar for AR content creation due to its ability to embed PowerPoint presentations,its educational discounts and its cloud-based hosting.In terms of VR,the college has focused on curating existing content,such as 360-degree videos on YouTube,to provide immersive experiences for students.They have found success in using VR for creative writing in English courses,where students write travel blogs based on virtual experiences like coral reefs and rainforests.The college has also collaborated with companies like Focus XR to develop subject-specificcontent,particularlyinemergingindustrieslikeelectricmotorvehicles,wherenocontentexisted at the time.The college shared some of their challenges such as compiling assets,ensuring device compatibility and addressing health and safety concerns.However,they have worked to overcome these issues by creating standardised templates,investing in device management systems like Arbor XR,and offering browser-based access for students who may not be able to use headsets.The college actively involves staff,students,governors and business partners in their digital strategy,and it measures the impact of immersive technologies through metrics provided by the platforms.Extended reality in learning and teaching report 2023/24 25XR journeys(FE)Stories from the XR communityOne further education college in the UK has been integrating immersive technologies into its learning and teachingforthepastfiveyears.Thejourneybeganwiththecreationofanimmersiveroomdesignedforcollaborative learning across two campuses.The college then expanded its focus to include XR production facilities,such as motion capture,photogrammetry and volumetrics.Initially,the college aimed to work with third-party companies on commercial projects while integrating students into these projects.However,they have since shifted towards in-house research,development and production of immersive products in partnership with other FE providers.The college has gradually increased the number of VR headsets available and integrated VR experiences into subjects such as:health and social care,classical civilisations,art and design,media and games design.They primarily use Meta devices like the Quest 2 and Quest Pro for their ease of use and developer-friendly documentation.TheyhavedevelopedtheirownVRcampussoftware,whichcanbecustomisedtomeetspecificcourse requirements.The college also uses third-party applications like Bodyswaps for soft skills training.Challenges include the high cost and limited educational value of many existing VR experiences,which tendtobemoreentertainmentinnatureanddontmeetspecificlearningoutcomesorassessmentcriteria.This was one of the driving factors for the college to develop their own content.They are currently conducting action research to explore creative arts learners experience of using their VR campus application with an exploration of different art styles through a virtual museum.Theyre also interested in facilitating a teacher-led approach to integrating immersive technology into lessons,by providing teaching staffwithafive-stepplanandinductionsessiontoprepare.Extended reality in learning and teaching report 2023/24 26Health,public services and care subjects have the highest levels of XR use within HESubject use of XR within HE Within HE,three subject areas were making use of XR in more than half of respondents institutions,most notably health,public services and care(76%)followed by arts,humanities and social sciences(59%notably higher than within FE)and STEM subjects(57%).WhenaskedwhichsubjectsintheirinstitutionwouldbenefitfromgreateruseofXR,votesweremadefor STEM subjects (27%),education and training(29%),and preparation for life and work(41%).We also asked which hardware and software institutions were using and how they were using it.For the training of nurses and doctors in health,public services and care,universities were using virtual reality apps such as Oxford Medical Simulation and Sharecare,as well as exploring developing their own content through Unity or Unreal Engine,and incorporating the use of virtual avatars as patients.Encouraging students to create their own creative works using Gravity Sketch or Open Brush was discussed within the discipline of arts and humanities in HE,as well as building virtual galleries using Matterport scans or through Wonda VR.Subject usage and where respondents feel benefit could be had from usage within HE76YWF( )A51)%Health,public services and careArts,humanities and social sciencesScience,technology,engineering andmathematics(STEM)Education and trainingBusiness,administration and lawPreparation for life and workLeisure,sport,hospitality and retailTrades(construction,electrical,plumbing,etc.)Agriculture,horticulture and animal careOtherCurrently usingWould benefit from usingExtended reality in learning and teaching report 2023/24 27Use of XR in health and sciences(HE)Stories from the XR communityOne university we interviewed is using XR technologies to enhance the training of their third-year healthcarestudents,specificallyintheareaofpatientmanagementskills.Theimmersivelearningscenarios focus on decision-making,teaching students when and how to escalate care in various situations.This practical experience complements and reinforces the theoretical knowledge gained through lectures,providing students with valuable hands-on learning opportunities.The university shared how they used immersive technologies to simulate the care of patients with sepsis.Many students had no prior practical experience in managing this critical condition,but the immersive simulations allowed them to practice the necessary steps and protocols.By running through these scenariosinasafe,controlledenvironment,studentsgainedconfidenceintheirabilitytohandlereal-lifecases of sepsis,knowing that they had at least a foundational understanding of the proper procedures.AsignificantadvantageofXRtechnologyinhealthcareeducationistheabilitytorepeatscenariosconsistently,ensuring that all students receive the same high-quality learning experience.As our interviewee stated:“The thing that XR tech allows you to do is you can run it time and time again and the students get the same experience-If you tried to do that on campus with staff demos and mannequins,youcouldntdoit,evenwiththebestwillintheworld.”A university shared their struggle in sourcing educational pharmacology or physiology content,particularly for advanced level students and researchers.This led to the university choosing to make their own from scratch,creating models using 3D scanning,high resolution images,MRI scans and AI generation where there were gaps.However,they noted that a substantial amount of work goes into creating VR content and keeping it up to date.Nonetheless,they emphasised the new learning opportunities immersive technology can offer:“the students can climb inside a protein and see where the drug binds and determine which acids are essential for the drug to bind.They can visualise how they could change that drug to make it bind better.Or even make a new drug.Extended reality in learning and teaching report 2023/24 28Simulated lab experiences(HE)Stories from the XR communityA university shared how they have been exploring the potential of simulated science labs for over a decade to enhance practical classes and address the challenges posed by large class sizes.The shift to remote learning during the pandemic accelerated their plans to develop virtual labs and training tools that simulate practical skills development in a 3D environment.After evaluating existing content on the market,the university decided to create its own content,focusing on photorealism and AI-driven simulations that replicate real lab environments.Their virtual labs allow students to choose techniques,conduct experiments and learn from mistakes without the dangers of a physical lab.It is available in both virtual reality headsets and desktop PCs.The university has collaborated with other institutions to further develop their simulations and has launchedanon-profitstartuptoexpandtheirofferings.With200-300VRheadsetsavailable,theyplantoroll out the technology asynchronously for students to take home the headset to use in their own time,followedbysynchronoussessionswithtutors.Theuniversityaimstocontinuerefiningthepedagogybehind their simulations and expand into other subjects such as geography,biological sciences and engineering in the near future.Extended reality in learning and teaching report 2023/24 29Veterinary science(HE)Stories from the XR communityA school of veterinary science found that sourcing XR content was a challenge due to their niche focus.Therefore,they used 360-degree video scenarios on the Wonda VR platform to allow students to engage with realistic situations before interacting with live animals,such as cows.In one example,a dairy milking parlourscenariowascreatedbyfilmingthemorningandeveningprocessesoveraweekandahalf.Thisimmersive content captured authentic details,including unexpected events like a cow kicking and pink milk appearing,prompting students to consider their response.The school also has an equine programme and found it more effective to create their own VR resources,as some existing digital content is outdated or varies from regional practices.Extended reality in learning and teaching report 2023/24 30Use of XR in the arts(HE)Stories from the XR communityOne university spoke to us about their use of immersive technology in their arts courses,aiming to enhance student learning experiences and foster digital literacy.Through the use of VR sketching applications like Gravity Sketch,students engage with philosophical concepts,theatre practices and digital performance in new ways.They are also exploring building a digital twin of the universitys theatre space with Victory XR.The university has invested in VR headsets and established dedicated XR innovation spaces,which are accessible to students and staff across various disciplines.This encourages interdisciplinary collaboration and experimentation.By exposing students to immersive technologies the university seeks to prepare them for an increasingly digital world.However,challenges remain,such as the need for ongoing funding to maintain and update equipment and software licences.Educators at the institution are also exploring the potential of VR for virtual global creative collaboration to encourage sustainable theatre practices.Another university shared with us how they had participated in a research project that brought together six European partner institutions to explore the impact of the move to blended and online learning after the pandemic and whether immersive technologies could provide an accessible learning modality.The university hosted workshops and training sessions to familiarise staff and students with VR tools and platforms,such as Quest 2 headsets and Gravity Sketch software.These hands-on experiences allowed participants to experiment with the technologies and consider their potential integration into the arts curriculum.For the universitys Ukrainian partner institution the use of the VR headsets for learning became especially valuable,as it enabled students to continue working collaboratively together during the ongoingconflict.The project also emphasised the importance of collaboration and knowledge-sharing among partner institutions.By working together the universities were able to identify common challenges and opportunities through student feedback and generate resources and case studies of best practices for incorporating VR into arts and design.Extended reality in learning and teaching report 2023/24 31What support is most desired to support implementation of XR in learning and teaching?43%agree that they have sufficient skills within their organisation to be able to use and support XR in learning and teaching.Interestingly,thoseclassifiedasleaderswerelesslikelytoagreethattheyfelttheyhadsufficientskillswithin their organisation to be able to use and support XR(31%)in comparison to their practitioner counterparts(47%).LookingatwhatrespondentswouldfindmostusefultosupportimplementingXRwithinlearningandteaching,sharing good practice,advice and access to sector deals for both hardware and software are high priority.Usefulness of particular services and resources64WgWHaF86(4!09$5C7se studiesAdvice and guidanceSector licences for XR contentFace-to-face trainingOnline community of practiceSector deals for hardware procurementBespoke apps and contentOnline trainingConsultancyVery usefulSomewhat usefulExtended reality in learning and teaching report 2023/24 32Generalised advice and guidance on using XR most desired within FE Support for sector licences of content(75%)and deals for hardware(70%)were perceived to be very useful by the largest proportions of respondents within the FE sector.This is not surprising given cost and resourcing is a primary concern for the FE and skills sector.However,the most frequently selected options were things associated with guidance,community,and training.This suggests that there is still a large proportion of the sector in need of greater knowledge and fundamental learning as to how the technology can really be used effectively irrespective of availability of technologies.Perceived usefulness of particular services and resources by FE sector67TcfuHpUA0A1(C 4Gvice and guidanceOnline community of practiceFace-to-face trainingCase studiesSector licences for XR contentConsultancySector deals for hardware procurementBespoke apps and contentOnline trainingVery usefulSomewhat usefulExtended reality in learning and teaching report 2023/24 33Sector intelligence and procurement deals most useful in supporting HE As in FE,large proportions of respondents in HE valued sector content licences(98%)and deals for hardware(95%).Interestingly,respondentswithinHEappeartofindlessusefulnessinpersonalisedandengagedsupport,with training(79%),bespoke apps(85%)and consultancy(63%)less frequently indicated as useful services in comparison to more DIY resources such as case studies(99%)and online communities of practice(93%).This may suggest that HE organisations have the internal expertise but are interested in refiningandimprovinguse.Perceived usefulness of particular services and resources by HE sector70iQQH97(05B2DFB5%Sector licences for XR contentCase studiesSector deals for hardware procurementOnline community of practiceFace-to-face trainingAdvice and guidanceBespoke apps and contentOnline trainingConsultancyVery usefulSomewhat usefulExtended reality in learning and teaching report 2023/24 34The single most important thing that Jisc can do is133 respondents provided comments around the most important thing Jisc can do to support organisations which further highlighted that advice and guidance,reducing costs and sharing of best practice are the main priorities.Help with costs and affordability(36 references)Comments are consistent with previously expressed concerns over costs,particularly with content,and a desire for Jisc to support with negotiating sector-wide deals.In line with the above,there were multiple statements indicating a need for new funding streams to develop or replace equipment and content as XR technologies advance.Also,sector-wide deals would be useful to mitigate restrictions placed on institutions by their funding providers.An additional consideration is the range of content used with one comment indicating a desire for a Jisc content-store for a mix and match approach to content under one licence.The learning,teaching and assessment portfolio within Jisc licensing,working with our strategic oversight learning content expert group,is focused around licence agreements to enable digital transformation,and aligning with key sector priorities,such as experiential learning and simulation.Since 2020,working with an array of vendors,Jisc licensing has negotiated licences for a number of XR resources,including Bodyswaps,Labster,Medical Realities,VirtualSpeech,Metaverse Learning and Mindscape Commons.All licensed solutions are set against due diligence standards and procurement requirements,including digital accessibility,technical compatibility,data protection and cyber security practices;ensuring content,delivery and pricing models are highly relevant and support sector aims.Research and showcase best practice,case studies(33 references)Comments suggest that there is a need to demonstrate the value and impact that XR can have on teaching outcomes,to encourage uptake amongst faculty as well as help advocate for investment from senior management.Many comments ask for further development of sector-led scalable case studies,with a few suggestions indicating that they would like to see research done by Jisc to provide supportive evidence of the impact of XR on learning and teaching.Since our 2019 survey,Jisc has recently published a number of member stories around the use of XR within forensics,healthcare and student inductions.Extended reality in learning and teaching report 2023/24 35Provide advice and guidance(25 references)Responses indicate a need for advice from end-to-end showing a pathway from entry level activity(eg engaging and demonstrating senior leaders and facultythebenefitsofuse),throughbuilding capabilities(eg what are the best/appropriate tools for requirements,identify courses where early adoption would be beneficial),andfinallytorefinementandimprovement of provision(eg advice on how to scale,how to develop own content,where content can be openly sourced etc).Currently,there is a working group within Jisc developing a toolkit around XR maturity,covering advice and guidance on strategy,accessibility and inclusion,infrastructure,pedagogy and digital capabilities and skills.Training(17 references)Responses suggest a preference for face-to-face training(although a desire for online training was mentioned due to cost sensitivities)to be provided to teaching staff to help them identify where,when and how XR can best be used.There was one reference that indicated that they would like this training to be accredited.Infrastructure and policy(12 references)Comments suggest that a foundation of advocacy at governmental level,investment in infrastructure(whether that be in Jisc-owned tech or funding for mass provision)and production of policies and frameworks(e.g.an XR suitability frameworks to support faculty in understanding appropriateness of implementation)across the sector would be beneficialtohelpstandardisepractice.Facilitate communities of practice and connection with peers(6 references)Those who responded to this category would like opportunities to network with other institutions to discuss ideas in implementation and best practice,including potentially with industry to leverage advances made outside the sector.There was also interest in being able to collectively design and develop apps,resources and processes.One comment also referenced findingapartnerormentorinstitutiontogrow experiences.Since March 2023,Jisc has partnered with the Association for Learning Technology(ALT)on an XR community of practice,which is open to tertiary education providers across the UK and hosts free termly meet-ups to share best practice.Extended reality in learning and teaching report 2023/24 36Comments describing how Jisc can help“Case studies focused on high(educational)quality,flexible solutions(authoring/software)that can be implemented easily,quickly,and at scale making sure that the wider context is captured too(eg this also took 5 facilitators for every 10 students).There is so much great work going on,but a huge amount of it is not replicable in a realistic way.”Practitioner,HE“Publications and case studies that support what practitioners already know about student engagement and positive outcomes when using XR technologies with students.”Practitioner,HE“Networking opportunities to share ideas in advanced XR,including how industries are using XR/VR now(NHS,motor industries).How to replicate and get that into FE.”Practitioner,FE“Licence costs.The Wales Digital 2030 purchases allow for hardware,however we become very stuck when it comes to purchasing licences and this results in a lack of effective use of the equipment.”Practitioner,FE“Demystify,explain the difference between VR/AR/XR to the community,show a pathway from entry level activity on to more sophisticated use/uptake.”Leader,FE“If Jisc could have a content store that we could subscribe to that contained really good content linked to the curriculum then that would be a game changer.”Leader,FE“The production of an XR suitability checklist/framework/tool for academics to use when assessing when its appropriate and worthwhile to use XR.Something like the Open Universitys VR Suitability Toolkit”Practitioner,HE“Grant funding funding projects to research the impact of technologies.”Practitioner,HE“Face to face training staff engage with focus in face-to-face discussion thus more likely to consider and be open to new ideas,implementing tech.”Practitioner,HEExtended reality in learning and teaching report 2023/24 37Recommendations and conclusionExtended reality in learning and teaching report 2023/24 38Recommendation:evidence of impactBasedonthefindingsofthisreport,werecommendthefollowing.First,toevidencetheimpactofusingXRtechnologies.Althoughthissurveyfindsthathighlevelsofinvestmentcorrelatewithextensiveuse,highinvestment in XR technologies alone does not guarantee successful integration or improved outcomes.As costandresourcingisakeybarrieridentifiedinthissurvey,alongsideleadersinclinationtobeingmorerisk-averse,it is essential to ensure that when we are using this technology,we are doing so in an impactful way,and we need to think about how we are gathering evidence to demonstrate this.Its crucial to consider how we can effectively measure and demonstrate the impact of these technologies on learning and teaching.The increased investment in,and the adoption of,XR technologies is encouraging.But institutions must also focus on developing clear strategies for integration and evaluating their effectiveness.This involves settingspecificgoalsandobjectivesfortheuseofXRtechnologies,aligningthemwiththecurriculum,andestablishing metrics to assess their impact on student learning,engagement and outcomes.Institutions can do this by:1.Conducting research:where immersive technology is used,conduct research measuring studentsatisfaction,confidenceandcomprehensionoflearningoutcomes2.Gathering feedback and acting upon it:regularly gather feedback from students and teaching practitioners who use XR technologies in their courses or observe lessons where the technologyisused.Thisinformationcanofferinsightsintotheperceivedbenefits,challengesand areas for improvement3.Monitoring use:to justify the investment made in immersive technology,it is useful to track the usage.This can be done through a number of methods such as:the number of hours XR content has been accessed,number of learners who have used the XR technologies,number of courses/lessons where the technology has been implemented(at what scale?)and number of hours staff have booked out the equipment for4.Sharing best practices:encourage staff to share their experiences,successes and lessons learned.Thisknowledgesharingcanhelprefinebestpracticesandguidefutureimplementationefforts.It can also save possible duplication of effortsFocusing on evidencing the impact of XR integration can help institutions ensure that their investments are yielding meaningful results and that these technologies are enhancing the learning experience.Extended reality in learning and teaching report 2023/24 39Recommendation:foster collaborationSecondly,while it is encouraging that approximately one-third of the respondents said their institution collaborateswithotherorganisationstodevelopXRcontentandresources,thereissignificantpotentialfor increased cooperation in this area.We recommend that institutions actively seek opportunities to collaborate with students,other local institutions,communities and industries to develop content.There areseveralreasonswhythisisbeneficial:1.Pooling expertise:by working together,institutions can leverage the diverse knowledge and skills of their faculty,staff and students to create high-quality,innovative XR content.It can also save duplication of similar work across multiple organisations.Collaboration can extend beyond content development to include sharing valuable insights and experiences related to evaluating XR vendors and content available on the market,helping institutions make informed decisions and navigate the rapidly evolving XR landscape2.Sharing costs:collaborating on XR resource development or building a local consortium for contentdevelopmentcansometimeshelpdistributethefinancialburdenassociatedwithcreating and maintaining these materials,making it more feasible for institutions with limited budgets3.Enhancing student engagement:where possible,involving students in the creation of XR resources can provide them with valuable hands-on work experience,build their digital literacy skills and foster a sense of ownership in their learning journey4.Addressing industry needs:working in partnership with local industries can ensure that XR resources align with real-world requirements and equip students with the skills needed for future employmentTo facilitate and encourage collaboration,we recommend joining the ALT/Jisc UK XR community as a starting point for networking and building partnerships with other institutions and industry professionals interested in advancing XR in education.Extended reality in learning and teaching report 2023/24 40ConclusionWe would like to thank all participants who took the time to complete this survey.Your insights and experiences are invaluable in shaping our understanding of the current state and future potential of XR in education.It is encouraging to note that interest in and use of XR technologies have increased since our 2019 survey.ThebenefitsofXRforexperientiallearninganddevelopingemployabilityanddigitalskillsareapparent,but we must also consider the sustainability of both the high turnover of devices,especially given the cost concerns,and the preservation of XR content.Furthermore,it is crucial that we prioritise the development of accessible and inclusive content for all learners while providing alternative provisions for those who may not wish to use headsets due to motion sickness(or other reasons).As we integrate XR technologies into education,it is essential that we adopt a student-centred approach.XR should be carefully planned and implemented to ensure that it genuinely enhances the learning experience and is not merely a gimmick or an unused resource.Another key aspect to consider is the need for rigorous research and evaluation of XR in education.Conducting studies and gathering empirical evidence can help us to better understand the impact of XR on learning outcomes,student engagement and retention.This evidence-based approach will help inform future decisions and investments in XR technologies.As we move forward,lets collaborate and share best practices to ensure that the integration of XR in education is not only innovative,but also equitable and sustainable.Extended reality in learning and teaching report 2023/24 41Jisc 4 Portwall Lane Bristol BS1 6NB 0203 697 5860helpjisc.ac.uk jisc.ac.ukLicence:CC BY-NC-SAExtended reality in learning and teaching report 2023/24 April 2024
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VISITOR SATISFACTION STUDYQUARTER 1,2024State of HawaiiDepartment of Business,Economic Development&TourismTable of Contents2 Section 1 Visitor Satisfaction(slide 5)Section 2 Activities(slide 31)Section 3 Travelers with Disabilities(slide 40)Section 4 Alternative Messaging(slide 52)Section 5 Island of Oahu(slide 59)Section 6 Island of Kauai(slide 78)Section 7 Island of Maui(slide 101)Section 8 Island of Hawaii(slide 124)Section 9 Visitor Profile(slide 151)Section 10 Island Survey Methodology(slide 162)Survey MethodologyThe Visitor Satisfaction and Activity Survey(VSAT)is a survey of visitors from eight visitor markets who recently completed a trip to Hawaii.Statistics presented in this Quarter 1,2024 report include survey results from:U.S.West(Alaska,California,Oregon,Washington,Arizona,Colorado,Idaho,Montana,Nevada,New Mexico,Utah,and Wyoming),U.S.East(all other states in the Continental U.S.),Japan,Canada,Oceania,Europe,Korea and China.Visitor marketCompletedMargin of Error Response RateU.S.West1,4762.5516.58%U.S.East1,8212.3023.24%Japan2616.0724.08nada9133.2423.86%Oceania2795.8716.38%Korea2476.2442.73%China4614.455.71%Europe4954.4014.75%All visitor markets5,5381.3219.71%3Survey Methodology(cont.)4Monthly samples of visitors who stayed for at least two days were drawn from the completed Domestic In-flight and International Departure Intercept surveys.Selected visitors from the U.S.,Japan,Canada,Oceania,Korea,China and Europe were sent an email invitation with a link to complete the survey online.Intercept surveys were also conducted by trained interviewers with departing visitors from Korea and Japan at the Daniel K.Inouye International Airport in Honolulu.Collected data were statistically adjusted to reflect the distribution of cases by island and first-time/repeat visitor status in the In-Flight and International Departure surveys.Data were statistically adjusted to be representative of the population of visitor parties entering Hawaii during the quarter.Data were reported as weighted data based on weights generated for Quarter 1,2024.The VSAT weighting system was developed to adjust for disproportionate sampling across all visitor markets.Note:Some results are presented with very small sample sizes that produce statistics with sample error estimates greater than 10 points.Please exercise caution in interpreting results based on small bases.Section 1 Visitor Satisfaction5Satisfaction State of Hawaii by Visitor Market6Q.How would you rate your most recent trip to the state of Hawaii?How would you rate your experience on_?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)87.4.5.8.6r.4.6.5.0ove Avg(5-6)10.6%9.9.8.3.2.6%6.5.3low Avg(3-4)1.8%1.5%0.4%1.6%4.6%1.8%5.1%1.5%Poor(1-2)0.2%0.1%0.0%0.5%0.8%0.0%0.0%0.2SE1,4761,82126191327924746495MEAN7.487.517.417.436.947.277.317.377.487.517.417.436.947.277.317.37123456780.0.0 .00.0.0P.0.0p.0.0.00.0%Satisfaction State of Hawaii by Visitor Market7Q.How would you rate your most recent trip to the state of Hawaii?How would you rate your experience on_?Gender:Female respondents from U.S.West and U.S.East gave higher satisfaction scores than male respondents from these visitor markets.Age:Visitors from U.S.West under the age of 50 gave higher satisfaction scores compared to older travelers.Satisfaction was also higher amongst younger travelers from Japan under the age of 35 compared to older respondents from this market.Education:Travelers from U.S.West and Japan without a college degree gave higher satisfaction scores for their trip than more educated segments from these travel markets.Travel party size:Visitors from U.S.East who were visiting the state in larger travel parties of two or more gave statistically higher satisfaction scores compared to those visitors from this market who were traveling alone.Trips to Hawaii:First-time visitors from Japan gave statistically higher satisfaction scores compared to repeat visitors.Satisfaction State of Hawaii by Visitor Market8Q.How would you rate your most recent trip to the state of Hawaii?How would you rate your experience on_?Tracking Data Rating of“Excellent”(7-8)Q1 2016Q1 2017Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 2023 PQ1 2024 PU.S.West89.3.3.2.2.2.5.7.1.4%U.S.East91.0.1.4.0.5.9.1.8.5%Japan75.4.4s.4x.6x.5c.9x.4.8nada88.1.6.9.5.4.8.3.6%Oceania80.3.4y.0.4u.6.1s.6r.4%Korea78.3y.3i.6s.5.7y.0.5.6%China74.9.0.9u.4y.5.8.8.5%Europe90.6.8.4.0.6.0%0.0 .0.0.0.00.0%P=Preliminary DataNote:Due to impact of the pandemic,there were too few travelers from Japan,Canada,Oceania,Korea,and China in 2020 and 2021 to provide an adequate sample size of visitors.Please review data with caution.Visitors from Europe were not surveyed from 2021 through 2023.SATISFACTION HAWAII TRIP EXPECTATIONSU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExceeded expectations43.5I.4B.8A.4).6Y.1(.4I.4%Met expectations53.3G.2V.8U.0c.37.2d.6F.2%Did NOT meet expectations3.3%3.3%0.4%3.6%7.1%3.7%7.0%4.4SE1,4761,8212619132792474649543.5I.4B.8A.4).6Y.1(.4I.4%0.0.0 .00.0.0P.0.0p.0.0.00.0%9Q.Would you say this trip to Hawaii _?SATISFACTION HAWAII TRIP EXPECTATIONS10Q.Would you say this trip to Hawaii _?Trips to Hawaii:First-time visitors from the following visitor markets gave higher mean scores than repeat visitors:U.S.West,U.S.East,Canada and Japan.Age:Younger respondents from U.S.West(between 18 49 years old),U.S.East(between 18 49 years old),Japan(18-34 years old),and Canada(between 18 49 years old)were more likely to respond that their trip exceeded expectations compared to visitors from these markets in older age groups.Agreement with this sentiment tended to decline with age.Gender:Female visitors from U.S.West and U.S.East gave higher mean satisfaction scores compared to male visitors from these markets.Travel party size:Visitors from U.S.East who traveled in larger travel parties(2 persons)gave higher satisfaction scores compared to those who traveled by themselves.Islands visited:Visitors from U.S.West whose trip was limited to a single island were statistically more likely to feel their trip exceeded their expectations.SATISFACTION HAWAII TRIP EXPECTATIONS11Q.Would you say this trip to Hawaii _?Tracking Data Rating of“Exceeded expectations”Q1 2016Q1 2017Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 2023 PQ1 2024 PU.S.West41.69.47.3C.0F.5H.0G.5A.4C.5%U.S.East49.5H.9I.1S.8Q.9U.7V.6R.6I.4%Japan36.2E.0.5C.9C.7C.3F.4B.8nada43.67.18.5A.08.9G.08.1A.4%Oceania39.1.28.68.42.76.78.6).6%Korea54.1T.6F.7I.2Q.6A.9Y.2Y.1%China29.0.8$.5&.12.9D.94.1(.4%Europe55.7R.9C.5V.5Q.4I.4%0.0 .0.0.0.00.0%P=Preliminary DataNote:Due to impact of the pandemic,there were too few travelers from Japan,Canada,Oceania,Korea,and China in 2020 and 2021 to provide an adequate sample size of visitors.Please review data with caution.Visitors from Europe were not surveyed from 2021 through 2023.BRAND/DESTINATION ADVOCACY 128-pt Rating Scale 8=Very likely/1=Very unlikelyU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeVery likely(7-8)89.2.6.3.5q.6q.1.2.4%Somewhat likely(5-6)8.8%8.1.6.1#.0%.7.7.2%Somewhat unlikely(3-4)1.3%1.4%1.3%1.5%2.6%1.6%5.1%2.7%Very unlikely(1-2)0.6%0.7%0.4%0.7%2.8%0.9%0.0%0.4%Dont know0.1%0.2%1.5%0.2%0.0%0.8%0.0%0.2SE1,4761,82126191327924746495MEAN7.597.597.397.527.017.077.427.407.597.597.397.527.017.077.427.40123456780.0.0 .00.0.0P.0.0p.0.0.00.0%Q.How likely are you to recommend the state of Hawaii as a vacation place to your friends and relatives?BRAND/DESTINATION ADVOCACY 13Q.How likely are you to recommend the state of Hawaii as a vacation place to your friends and relatives?Gender:Females from U.S.West,U.S.East and Japan were more likely to recommend the state to others than males from these visitor markets.Education:Travelers from Japan without a college degree were more likely to recommend the state compared to college graduates.Travel party size:Visitors in travel parties of two or more from U.S.East were more likely to recommend the state to others compared to those traveling by themselves.Islands visited:Visitors from U.S.West whose trip was limited to a single island were statistically more likely to feel as though they would recommend the state to others.BRAND/DESTINATION ADVOCACY14Q.How likely are you to recommend the state of Hawaii as a vacation place to your friends and relatives?Tracking Data Rating of“Very Likely”(7-8)Q1 2016Q1 2017Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 2023 PQ1 2024 PU.S.West90.4.2.9.4.1.5.1.0.2%U.S.East88.4.6.5.3.1.2.9.8.6%Japan75.3x.2q.9w.8v.9t.2.9.3nada91.4.8.8.7.3.8.9.5%Oceania77.1.8x.4.0 x.2.0t.2q.6%Korea84.0.5W.7f.0p.9s.1s.6q.1%China81.7v.4.0.5u.4.2.5.2%Europe86.7.7.4.0.2.4%0.0 .0.0.0.00.0%P=Preliminary DataNote:Due to impact of the pandemic,there were too few travelers from Japan,Canada,Oceania,Korea,and China in 2020 and 2021 to provide an adequate sample size of visitors.Please review data with caution.Visitors from Europe were not surveyed from 2021 through 2023.LIKELIHOOD OF RETURN VISIT8-pt Rating Scale 8=Very likely/1=Very unlikelyU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeVery likely(7-8)81.4d.0f.2h.4S.1g.8v.7Q.1%Somewhat likely(5-6)13.1.3!.3.2%.5%.1.8$.4%Somewhat unlikely(3-4)3.6%6.2%4.7%6.5.7%3.9%4.5%9.9%Very unlikely(1-2)1.1%5.4%1.9%4.4%9.2%2.1%0.0.6%Dont know0.9%2.0%5.9%1.5%1.5%1.1%2.0%4.1SE1,4761,82126191327924746495MEAN7.386.686.966.826.136.937.216.077.386.686.966.826.136.937.216.07123456780.0.0 .00.0.0P.0.0p.0.0.00.0Q.How likely are you to return to the state of Hawaii in the next five years?LIKELIHOOD OF RETURN VISIT Gender:Females from U.S.West were more likely to anticipate a possible return to the state than males.Trips to Hawaii:Repeat visitors from the following visitor markets expressed a greater likelihood of returning to the state than first-time visitors:U.S.West,U.S.East,Japan,and Canada.Islands visited:Visitors from U.S.East whose trip consisted of visiting a single island expressed a higher likelihood of returning to the state than those who visited multiple islands during their stay.Age:Travelers from U.S.West between the ages 35-64 years old expressed a greater likelihood of returning than other age groups from this visitor market.Travel party size:Those from U.S.West who traveled to the state in travel parties of one or two persons expressed a higher likelihood of return.Household income:Visitors from U.S.West who reside in homes in the upper income tier($150K )expressed a higher probability of returning to the state.Education:Travelers without a college degree from U.S.West and Japan expressed a stronger likelihood to return.16Q.How likely are you to return to the state of Hawaii in the next five years?LIKELIHOOD OF RETURN VISIT17Q.How likely are you to return to the state of Hawaii in the next five years?Tracking Data Rating of“Very Likely”(7-8)Q1 2016Q1 2017Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 2023 PQ1 2024 PU.S.West82.2x.5.9.7.8.2.3.2.4%U.S.East61.0b.3f.8e.6c.8s.3f.8e.2d.0%Japan50.3T.4b.9c.0X.7.7.3f.2nada69.3g.1f.3q.5h.7t.3f.4h.4%Oceania60.1Y.5a.5b.8V.0w.8a.1S.1%Korea79.9t.7V.5b.6g.7g.2p.6g.8%China62.2.6a.6.6X.9.5.8v.7%Europe55.1F.8G.5Q.0P.2Q.1%0.0 .0.0.0.00.0%P=Preliminary DataNote:Due to impact of the pandemic,there were too few travelers from Japan,Canada,Oceania,Korea,and China in 2020 and 2021 to provide an adequate sample size of visitors.Please review data with caution.Visitors from Europe were not surveyed from 2021 through 2023.UNLIKELY TO RETURN TOP REASONSU.S.WESTQ1 2023 PQ1 2024 P45.6%Too expensive34.2%Poor value25.3%Want to go someplace new22.7%Too crowded/congested17.7%Too commercialized/overdeveloped13.9%Five years is too soon to revisit13.9%No compelling reason to return11.4%Other financial obligations59.7%Too expensive33.0%Want to go someplace new30.6%Poor value25.6%Too crowded/congested19.5%Five years is too soon to revisit17.1%No compelling reason to return16.9%Too commercialized/overdeveloped12.2%Flight too long11.0%Poor serviceP=Preliminary Data18Q.Why would you be unlikely to revisit the state of Hawaii?UNLIKELY TO RETURN TOP REASONSU.S.EAST19Q.Why would you be unlikely to revisit the state of Hawaii?Q1 2023 PQ1 2024 P51.7%Too expensive43.1%Flight too long37.4%Want to go someplace new21.3%Poor value14.8%Five years is too soon to revisit14.8%Too crowded/congested12.6%Too commercialized/overdeveloped11.3%No compelling reason to return10.0%Other financial obligations55.6%Too expensive44.8%Flight too long38.9%Want to go someplace new20.9%Poor value19.3%Too crowded/congested14.4%Five years is too soon11.3%Too commercialized/overdevelopedP=Preliminary DataUNLIKELY TO RETURN TOP REASONSJAPANQ1 2023 P*Q1 2024 P*48.4%Too expensive38.3%Want to go someplace new26.6%Poor value25.0%Five years is too soon13.3%No compelling reason to return13.3%Unfriendly people/felt unwelcome11.7%Flight too long11.7%Crime/safety concerns70.8%Too expensive39.3%Want to go someplace new36.6%Five years is too soon20.9%Other financial obligations20Q.Why would you be unlikely to revisit the state of Hawaii?*Caution small base(n=8 respondents)in Q1 2023.P=Preliminary Data*Caution small base(n=35 respondents)in Q1 2024.UNLIKELY TO RETURN TOP REASONSCANADAQ1 2023 PQ1 2024 P63.2%Too expensive35.3%Want to go someplace new34.7%Poor value33.5%Flight too long13.8%Too commercialized/overdeveloped12.6%Too crowded/congested10.3%Five years is too soon to revisit64.9%Too expensive37.4%Want to go someplace new36.0%Flight too long22.0%Five years is too soon20.7%Poor value12.4%Other financial obligations10.7%Too crowded/congested21Q.Why would you be unlikely to revisit the state of Hawaii?P=Preliminary DataUNLIKELY TO RETURN TOP REASONSOCEANIAQ1 2023 PQ1 2024 P62.0%Too expensive51.6%Poor value33.8%Want to go someplace new28.5%Too crowded/congested23.7%Too commercialized/overdeveloped19.0%Five years is too soon to revisit13.7%No compelling reason to return52.5%Too expensive40.5%Want to go someplace new30.0%Poor value25.0%Too commercialized/overdeveloped17.8%No compelling reason to return17.0%Flight too long15.0%Five years is too soon15.0%Too crowded/congested22Q.Why would you be unlikely to revisit the state of Hawaii?P=Preliminary DataUNLIKELY TO RETURN TOP REASONSKOREAQ1 2023 P*Q1 2024 P*65.5%Too expensive41.5%Poor value24.2%Too crowded/congested17.3%Too commercialized/overdeveloped17.2%Five years is too soon to revisit13.8%No compelling reason to return13.8%Flight is too long13.7%Want to go someplace new10.4%Unfriendly people/felt unwelcome10.4%Poor service58.2%Too expensive31.7%No compelling reason to return28.0%Poor value22.8%Flight too long21.2%Want to go someplace new12.2%Five years is too soon10.6%Dirty/filthy23Q.Why would you be unlikely to revisit the state of Hawaii?*Caution small base(n=24 respondents)in Q1 2023.P=Preliminary Data*Caution small base(n=18 respondents)in Q1 2024.UNLIKELY TO RETURN TOP REASONSCHINAQ1 2023*Q1 2024 P*100%Too expensive100%Flight too long100%Too crowded/congested/traffic100%No reason to return/nothing new100%Too crowded/congested69.7%No compelling reason to return69.7%Too expensive69.7%Poor value60.6%Flight too long30.3%Five years is too soon30.3%Want to go someplace new24Q.Why would you be unlikely to revisit the state of Hawaii?*Caution small base(n=1 respondent)in Q1 2023.P=Preliminary Data*Caution small base(n=3 respondents)in Q1 2024.UNLIKELY TO RETURN TOP REASONSEUROPEQ1 2020*Q1 2024 P58.0%Flight too long41.8%Too expensive30.0%Want to go someplace new16.0%Other financial obligations14.0%Poor value 13.3%Five years is too soon58.5%Flight too long57.6%Too expensive32.3%Want to go someplace new17.8%Poor value16.8%Five years is too soon12.1%Too commercialized/overdeveloped10.7%No compelling reason to return25Q.Why would you be unlikely to revisit the state of Hawaii?*No data collected from 2021 thru 2023.P=Preliminary DataOFFERING A VARIETY OF EXPERIENCES26Q.Based on your most recent trip to Hawaii,how would you rate the state of Hawaii on_?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)86.5.0b.8.8q.6i.8.6.6ove Avg(5-6)12.1%9.94.6.6%.5%.9.3.1low Avg(3-4)1.3%1.1%2.1%1.2%2.6%4.0%5.1%1.2%Poor(1-2)0.1%0.1%0.4%0.5%0.3%0.4%0.0%0.0SE1,4761,82126191327924746495MEAN7.477.556.797.386.997.007.177.287.477.556.797.386.997.007.177.28123456780.0.0 .00.0.0P.0.0p.0.0.00.0%NUMBER OF DIFFERENT/UNIQUE EXPERIENCES27Q.Based on your most recent trip to Hawaii,how would you rate the state of Hawaii on_?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)83.1.9f.4.1e.9q.3.6w.7ove Avg(5-6)15.5.72.5.01.0$.8.9 .7low Avg(3-4)1.2%1.3%1.2%1.5%2.8%3.8%2.5%1.6%Poor(1-2)0.2%0.1%0.0%0.5%0.3%0.0%0.0%0.0SE1,4761,82126191327924746495MEAN7.367.476.877.266.807.057.157.187.367.476.877.266.807.057.157.18123456780.0.0 .00.0.0P.0.0p.0.0.00.0%SAFE AND SECURE DESTINATION28Q.Based on your most recent trip to Hawaii,how would you rate the state of Hawaii on_?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)83.9.3a.9.9r.7t.0.0.0ove Avg(5-6)13.6.02.0%9.6 .4#.6 .0.6low Avg(3-4)2.1%2.2%5.6%1.3%5.8%2.0%0.0%2.2%Poor(1-2)0.4%0.5%0.4%0.2%1.1%0.5%0.0%0.2SE1,4761,82126191327924746495MEAN7.367.376.637.476.907.127.277.277.367.376.637.476.907.127.277.27123456780.0.0 .00.0.0P.0.0p.0.0.00.0%ENVIRONMENTALLY FRIENDLY/SUSTAINABLE29Q.Based on your most recent trip to Hawaii,how would you rate the state of Hawaii on_?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)79.2.9.7i.8W.4x.7.0f.8ove Avg(5-6)16.8.42.2!.32.4.1.0.9low Avg(3-4)3.5%2.3%6.4%7.8%8.6%2.7%0.0%8.4%Poor(1-2)0.5%0.4%0.7%1.1%1.5%0.5%0.0%2.0SE1,4761,82126191327924746495MEAN7.227.396.576.906.547.227.396.737.227.396.576.906.547.227.396.73123456780.0.0 .00.0.0P.0.0p.0.0.00.0%VOLUNTEER/GIVE-BACK OPPORTUNITIES30Q.Based on your most recent trip to Hawaii,how would you rate the state of Hawaii on_?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)55.5W.9.2Q.27.9U.1s.6S.5ove Avg(5-6)38.56.4e.5A.3P.19.8.4.1low Avg(3-4)4.8%4.7.4%6.8%9.4%2.9%2.5%5.7%Poor(1-2)1.2%1.0%4.9%0.7%2.6%2.2%4.5%0.6SE1,4761,82126191327924746495MEAN6.546.615.226.395.996.586.866.466.546.615.226.395.996.586.866.46123456780.0.0 .00.0.0P.0.0p.0.0.00.0%Section 2 Activities31ACTIVITIES-SIGHTSEEING32Q.During this trip,which of the following activities did you participate in?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeTOTAL96.7.7.9.1.6.5.3.0%On own(self-guided)/driving around island84.0.8q.9.4V.7.9r.3v.5%Helicopter ride/airplane tour3.5%6.0%0.6%4.3%4.5%4.3%2.7.6%Boat tour/submarine ride/whale watching26.85.5%9.4.1.72.6C.20.4%Visit towns/communities53.9T.86.3Y.02.98.3#.6D.0%Private limousine/van tour/tour bus 7.0.8.0%8.0(.5.7%8.2.0%Scenic views/natural landmarks59.5g.8!.3g.7G.8c.9p.5c.0%Movie/TV/film location tours3.7%6.1%6.6%5.1%7.6!.4%6.8%8.4TIVITIES RECREATION33Q.During this trip,which of the following activities did you participate in?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeTOTAL96.2.2.8.4.3.9.9.2ach/sunbathing83.6.3t.8.1v.0.6.0.9%Bodyboarding10.7%6.8%0.9.1%2.2%3.1%0.0%4.0%Standup paddle boarding5.2%3.7%0.6%4.1%4.0%3.5%6.8%3.7%Surfing6.2%5.5%2.5%9.4%7.4.7%5.3.1noe paddling1.3%1.1%0.4%1.5%1.3%2.9%2.0%1.9%Kayaking3.9%4.3%0.4%3.0%1.5%3.1%4.7%4.4%Swimming in the ocean59.2V.73.4f.4V.7V.0A.2.9%Snorkeling39.05.1%7.6B.6.7I.6.08.5%Freediving1.0%0.8%0.4%1.4%0.8%0.4%4.1%0.8%Windsurfing/Kitesurfing0.1%0.2%0.0%0.3%0.3%0.4%0.0%0.5%Jet skiing/Parasailing0.8%1.1%1.8%0.8%0.5%2.1%0.0%0.4%Scuba diving2.5%1.7%0.6%2.1%0.3%0.9%5.3%2.7%Fishing2.8%2.7%0.0%2.5%0.0%1.4%2.0%0.9%Golf7.8%7.2%3.0%9.7%2.6%7.8%2.7%3.7%Running/jogging/fitness/walking33.31.3.36.6.1.1#.0 .0TIVITIES RECREATION(continued)34Q.During this trip,which of the following activities did you participate in?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeTOTAL96.2.2.8.4.3.9.9.2%Cycling2.5%2.2%2.2%5.1%1.8%1.1%5.3%3.7%Spa6.6%8.9%2.8%5.8%9.7%7.4%0.0%4.6%Hiking41.9G.9!.0G.9!.5.09.1E.5ckpacking/camping1.1%1.4%0.0%2.3%0.0%1.6%6.1%3.0%Agritourism12.5.3%6.1.2%3.0 .0%8.2%7.2%Sports event or tournament1.8%1.9%1.3%1.6%1.6%1.7%2.7%1.7%Parks/botanical gardens35.6B.2%.88.50.5&.2(.57.9%Waterparks1.5%1.2%1.1%1.4%1.0%2.9%2.0%0.7%Mountain tubing/waterfall rappel2.0%1.5%0.3%2.3%0.6%0.4%6.8%2.7%Zip-lining3.5%3.3%0.0%2.3%1.0%0.8%2.0%1.9%Skydiving0.4%0.6%1.5%0.3%0.0%0.5%2.0%0.6%All-terrain vehicle(ATV)2.0%4.2%0.3%2.4%4.8%9.6%0.0%1.6%Horseback riding0.7%1.8%2.0%0.7%0.3%0.5%0.0%1.0TIVITIES ENTERTAINMENT&DINING35Q.During this trip,which of the following activities did you participate in?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeTOTAL98.5.9.5.1.0.4.2.4%Lunch/sunset/dinner/evening cruise20.0$.7.3!.9.77.8Q.2&.9%Live music/stage show29.00.3.5(.8.4.2.5&.2%Nightclub/dancing/bar/karaoke7.0%6.7%2.9%6.6%9.1%3.4%2.0%6.9%Fine dining47.0E.59.49.7(.5I.85.9(.5mily restaurant62.3.8).6d.7i.0G.5.8A.8st food29.91.1W.0.9T.3b.4I.4C.6%Food truck43.9B.3 .7C.55.3Y.2.7.0f/coffee house52.3P.0W.7X.0f.1e.1D.5W.5%Ethnic dining26.0(.8%5.3.6.6%.7#.8.1rm-to-table cuisine18.7 .8.1.4%3.9%3.7%6.8%8.8%Prepared own meal47.99.3#.5Y.3#.6.9.5B.3TIVITIES SHOPPING36Q.During this trip,which of the following activities did you participate in?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeTOTAL95.9.3.6.8.0.1.9.3%Malls/department stores41.99.6.7S.6h.4x.0e.6T.1signer boutiques16.3.3.0.1.5%3.7.0.2%Hotel/resort stores32.77.60.93.56.42.8.5#.8%Swap meet/flea market16.2.1%3.2.0%7.7%3.1%0.0%6.3%Discount/outlet stores12.1.2#.0.1(.1b.2%7.4.7%Supermarkets60.0R.3V.4g.4A.7I.0R.7b.8rmers market36.53.4.4C.0.8.3.83.6%Convenience stores49.7G.8S.7U.0g.3W.3V.18.9%Duty free stores4.2%5.0.8%6.4.3.6.0%7.2%Hawaiimade products45.5I.4.1F.51.0).74.4C.0%Local shops and artisans54.7Y.7%9.0W.87.0.2$.8E.4%Local fashion designers7.4%6.8%3.3%8.8%6.1%0.4%5.3.1TIVITIES HISTORY,CULTURE&FINE ARTSU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeTOTAL66.4t.7S.0t.7r.4h.9q.7r.1%Historic military sites and museums18.2(.9.6.3C.8#.72.82.5%Historic Hawaiian sites and museums31.46.8.06.3&.8.05.73.3%Other historical sites,museums,and homes14.7.8%7.6.2%9.8 .7.2.5%Art museums3.7%3.2%2.4%2.6%4.0%5.4%6.8%3.8%Art galleries and exhibitions8.9%9.8%1.6.7.1%1.6%0.0%8.2%Lau/Polynesian show/hula show22.64.3.1&.6.1 .6.9$.2%Lesson-ex.ukulele,hula,canoe,lei making4.9%7.0.1%5.0%4.1%6.4%0.0%5.6%Play/concert/theatre3.0%2.7%2.5%4.3%1.5%3.9%2.0%4.3%Art/craft fair12.4%9.9%3.2.2%5.1%4.2%2.0%5.2stival/event5.1%4.0%3.1%3.7%5.8%6.5%0.0%2.47Q.During this trip,which of the following activities did you participate in?ACTIVITIES TRANSPORTATION38Q.During this trip,which of the following activities did you participate in?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeTOTAL92.0.2.6.7.9.5.2.7%Airport shuttle11.6.6$.1.2&.7.0%8.8.3%Trolley1.8%2.4F.1%2.5.4 .3%4.7%4.2%Public bus5.3%4.7&.7%9.3.0.9.6.7%Tour bus/tour van6.7.1.6%9.6 .9$.8.0.8%Taxi/limo7.2%9.2.3.31.8.6.6.2%Rental car71.1h.3$.9s.65.3W.3Q.2a.7%Ride share19.4 .4&.3.0G.2#.40.5#.2r share(i.e.,Hui,Turo)4.6%4.3%1.3%5.9%4.6%3.4%0.0%3.3%Bicycle rental1.7%2.2%2.7%2.6%1.5%1.5%2.7%2.4TIVITIES OTHER39Q.During this trip,which of the following activities did you participate in?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeTOTAL35.21.0.4$.6.8%.9.4%.6%Visit friends/family33.4).3.6.0.8%.9.4!.1%Volunteering/Giving back to the local community3.4%2.6%1.2%3.0%1.3%0.4%2.7%4.7%Section 3 Travelers with Disabilities40DISABLED TRAVELER REQUIRED ASSISTANCE41Q.On this trip to Hawaii,did you or someone in your traveling party have a disability that required assistance?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeYes5.8%6.5%3.3%4.5%3.3%3.0%0.0%2.7%No94.2.5.7.5.7.00.0.3SE1,3901,719255853255246424530.0.0 .00.0.0P.0.0p.0.0.00.0%DISABLED TRAVELER REQUIRED ASSISTANCE42Q.Which of the following types of assistance did you or someone in your traveling party use?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeMobility aid71.3i.0Q.7a.8d.7).1%0.0.1%Personal assistance29.9 .0%0.0.4%.5.7%0.0%9.3%NA-No one needed assistance2.5%7.35.4.1%0.0X.2%0.00.7%Orientation and Mobility Assistance7.5%6.4%0.0%5.8%9.8%0.0%0.0%9.3%Other5.0%6.3%0.0%2.9%0.0%0.0%0.0%0.0%Disabled parking/placard2.5%1.8%0.0%0.0%0.0%0.0%0.0%0.0%Print material in alternate format2.5%0.0%0.0%0.0%0.0%0.0%0.0%0.0%Lift equipped van0.0%0.0.9%2.9%0.0%0.0%0.0%0.0%ASL Interpreter/texting/captioning0.0%0.0.9%0.0%0.0%0.0%0.0%0.0%Respiratory equipment0.0%0.9%0.0%0.0%0.0%0.0%0.0%0.0%Ambulance/Hospital/Medical visit0.0%0.9%0.0%0.0%0.0%0.0%0.0%0.0%No help was offered0.0%0.9%0.0%0.0%0.0%0.0%0.0%0.0SE8011083797012OVERALL ACCESSIBILITY AIRPORTS43Q.Please rate the overall accessibility of the following facilities and services on your most recent trip to Hawaii.8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)74.7u.5%.8q.8S.5A.8g.7ove Avg(5-6)18.6.6t.2.1#.3E.6$.6low Avg(3-4)4.0%0.0%0.0.1.6%0.0%7.7%Poor(1-2)2.6%1.8%0.0%0.0.6.7%0.0SE7510683687012MEAN7.007.105.906.956.265.757.037.007.105.906.956.265.757.03123456780.0.0 .00.0.0P.0.0p.0.0.00.0%OVERALL ACCESSIBILITY PRIVATE TRANSPORTATION44Q.Please rate the overall accessibility of the following facilities and services on your most recent trip to Hawaii.8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)71.9i.44.8R.2e.1A.8Q.2ove Avg(5-6)23.0.8e.2.24.9E.67.2low Avg(3-4)5.1%5.1%0.0%7.6%0.0%0.0.6%Poor(1-2)0.0%6.7%0.0%0.0%0.0.7%0.0SE39596258708MEAN7.086.636.056.576.775.916.547.086.636.056.576.775.916.54123456780.0.0 .00.0.0P.0.0p.0.0.00.0%OVERALL ACCESSIBILITY PUBLIC TRANSPORTATION45Q.Please rate the overall accessibility of the following facilities and services on your most recent trip to Hawaii.8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)82.7i.4%0.0t.85.7A.8b.8ove Avg(5-6)13.0.30.0.8F.42.9%.6low Avg(3-4)4.2%7.7%0.0%0.0.9%0.0.6%Poor(1-2)0.0%7.7%0.0%8.4%0.0%.3%0.0SE23264135708MEAN7.356.515.006.916.185.536.917.356.515.006.916.185.536.91123456780.0.0 .00.0.0P.0.0p.0.0.00.0%OVERALL ACCESSIBILITY RIDE SHARE/CAR SHARE46Q.Please rate the overall accessibility of the following facilities and services on your most recent trip to Hawaii.8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)77.0p.6&.7t.4T.5A.8.9ove Avg(5-6)15.4 .6s.3%.6E.52.9%0.0low Avg(3-4)3.7%3.0%0.0%0.0%0.0%0.0.1%Poor(1-2)3.9%5.9%0.0%0.0%0.0%.3%0.0SE26344126706MEAN7.086.805.807.076.705.377.037.086.805.807.076.705.377.03123456780.0.0 .00.0.0P.0.0p.0.0.00.0%OVERALL ACCESSIBILITY DEPARTMENT OF AGRICULTURE ANIMAL QUARANTINE47Q.Please rate the overall accessibility of the following facilities and services on your most recent trip to Hawaii.8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)75.0u.0%0.0.8U.6P.0a.6ove Avg(5-6)25.0!.00.0.2D.4.7.2low Avg(3-4)0.0%0.0%0.0%0.0%0.0%0.0%0.0%Poor(1-2)0.0%4.1%0.0%0.0%0.00.3.2SE1624373605MEAN7.196.965.007.526.835.446.087.196.965.007.526.835.446.08123456780.0.0 .00.0.0P.0.0p.0.0.00.0%OVERALL ACCESSIBILITY HOTELS48Q.Please rate the overall accessibility of the following facilities and services on your most recent trip to Hawaii.8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)65.1.7D.5b.2s.7P.0y.7ove Avg(5-6)27.6.1.64.7&.3.7.2low Avg(3-4)7.3%4.1%0.0%3.1%0.0%0.0.2%Poor(1-2)0.0%0.0.8%0.0%0.00.3%0.0SE54737267609MEAN6.817.135.746.817.215.447.176.817.135.746.817.215.447.17123456780.0.0 .00.0.0P.0.0p.0.0.00.0%OVERALL ACCESSIBILITY RESTAURANTS49Q.Please rate the overall accessibility of the following facilities and services on your most recent trip to Hawaii.8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)62.0f.1%.8c.4.5A.8g.7ove Avg(5-6)28.8&.9t.21.39.5E.6.3low Avg(3-4)7.8%5.0%0.0%5.3%0.0%0.0.9%Poor(1-2)1.3%2.0%0.0%0.0%0.0.7%0.0SE7610083577012MEAN6.756.716.036.806.745.756.696.756.716.036.806.745.756.69123456780.0.0 .00.0.0P.0.0p.0.0.00.0%OVERALL ACCESSIBILITY PUBLIC ATTRACTIONS50Q.Please rate the overall accessibility of the following facilities and services on your most recent trip to Hawaii.8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)66.8g.4&.7S.1.5A.8d.4ove Avg(5-6)28.9&.3s.3.69.5E.6.9low Avg(3-4)4.4%3.2%0.0%6.3%0.0.7.7%Poor(1-2)0.0%3.2%0.0%0.0%0.0%0.0%0.0SE699543077011MEAN6.946.775.806.566.686.256.736.946.775.806.566.686.256.73123456780.0.0 .00.0.0P.0.0p.0.0.00.0%OVERALL ACCESSIBILITY PRIVATE ATTRACTIONS51Q.Please rate the overall accessibility of the following facilities and services on your most recent trip to Hawaii.8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)71.9h.86.5T.1%0.0P.0.4ove Avg(5-6)25.5!.8c.5B.00.04.9.6low Avg(3-4)2.6%4.7%0.0%3.9%0.0%0.0%0.0%Poor(1-2)0.0%4.7%0.0%0.0%0.0.1%0.0SE39643214606MEAN7.036.776.106.615.355.897.387.036.776.106.615.355.897.38123456780.0.0 .00.0.0P.0.0p.0.0.00.0%Section 4 Alternative Messaging52SAFE AND RESPONSIBLE TRAVEL53Q.Either before visiting or while you were in Hawaii,do you recall seeing or hearing anything about any of the following topics?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeYes,pre-arrival18.6.9%.5.6.43.1.9.1%Yes,during visit12.4.6.1.4.3.7.3.8%Both pre-&during trip14.4.81.6.7%8.6.0.3.6%No54.5T.7$.8U.3b.78.1U.5W.5SE1,3721,699252839249246414440.0.0 .00.0.0P.0.0p.0.0.00.0RING FOR AND RESPECTING HAWAIIS CULTURE,PEOPLE AND ENVIRONMENT54Q.Either before visiting or while you were in Hawaii,do you recall seeing or hearing anything about any of the following topics?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeYes,pre-arrival28.0$.7$.7&.2&.64.21.2%.9%Yes,during visit21.4$.3#.30.2).8&.0!.2.2%Both pre-&during trip33.84.61.7.4.4.5.7$.0%No16.8.5 .2.3%.2.4.9.9SE1,3721,699252839249246414440.0.0 .00.0.0P.0.0p.0.0.00.0%OCEAN AND HIKING SAFETY55Q.Either before visiting or while you were in Hawaii,do you recall seeing or hearing anything about any of the following topics?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeYes,pre-arrival19.1.0$.1.0.4.51.2.3%Yes,during visit27.90.0.94.9!.82.2.90.6%Both pre-&during trip20.8!.6$.6.7.2.4!.9.7%No32.23.4(.4.4P.5(.83.05.4SE1,3721,699252839249246414440.0.0 .00.0.0P.0.0p.0.0.00.0%VOLUNTEER/GIVE-BACK OPPORTUNITIES56Q.Either before visiting or while you were in Hawaii,do you recall seeing or hearing anything about any of the following topics?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeYes,pre-arrival9.5%7.8.1%7.3%7.5.5.1%8.2%Yes,during visit9.8.6%8.7.5%7.6.1%9.5.4%Both pre-&during trip6.2%6.4.8%5.7%2.6%8.5.6%4.5%No74.5t.2p.5s.5.3U.9b.8u.0SE1,3721,699252839249246414440.0.0 .00.0.0P.0.0p.0.0.00.0%SUPPORT LOCAL/SHOP LOCAL57Q.Either before visiting or while you were in Hawaii,do you recall seeing or hearing anything about any of the following topics?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeYes,pre-arrival17.4.7.2.2.5(.2!.7.1%Yes,during visit26.41.3.73.4!.9.3.9).3%Both pre-&during trip19.4.6.5.4%7.7.3.6.3%No36.86.3U.65.0U.08.3I.8G.3SE1,3721,699252839249246414440.0.0 .00.0.0P.0.0p.0.0.00.0%MLAMA HAWAII58Q.Either before visiting or while you were in Hawaii,do you recall seeing or hearing anything about any of the following topics?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeYes,pre-arrival5.4%4.3.5%4.6%7.4.4!.0%4.5%Yes,during visit7.8%8.5.5.9.7.4.1.6%Both pre-&during trip6.8%5.3.3%3.9%3.5%8.9.6%4.0%No80.0.9e.7y.6x.4V.4H.2.8SE1,3721,699252839249246414440.0.0 .00.0.0P.0.0p.0.0.00.0%Section 5 Oahu59SATISFACTION OAHU60Q.How would you rate your most recent trip to the state of Hawaii?How would you rate your experience on_?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)82.5.8.4.4r.1y.0.5x.5ove Avg(5-6)13.8.1.2.2.4.1%8.4.3low Avg(3-4)2.9%3.0%0.4%1.8%4.8%1.4%6.1%2.9%Poor(1-2)0.8%0.1%0.0%0.6%0.8%0.5%0.0%0.3SE7331,08325340926922639367MEAN7.327.347.337.316.957.257.177.167.327.347.337.316.957.257.177.16123456780.0.0 .00.0.0P.0.0p.0.0.00.0%SATISFACTION OAHU61Q.How would you rate your most recent trip to the state of Hawaii?How would you rate your experience on_?Gender:Females from U.S.West expressed higher levels of satisfaction compared to males from this market.Age:Younger visitors from the following visitor markets expressed higher degrees of satisfaction:U.S.West(18-34/35-49)and Japan(18-34).Trips to Hawaii:First-time visitors to the state from Japan were more satisfied with their stay on Oahu compared to repeat visitors.Islands visited:Visitors from U.S.West,U.S.East and Japan whose trip consisted of staying on just Oahu gave the island a higher mean satisfaction score than those who also visited one or more of the Neighbor Islands during their stay.Education:Visitors from Japan without a college degree were more satisfied with their stay than college graduates.SATISFACTION OAHU62Q.How would you rate your most recent trip to the state of Hawaii?How would you rate your experience on_?Tracking Data Rating of“Excellent”(7-8)Q1 2016Q1 2017Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 2023 PQ1 2024 PU.S.West80.2.1y.1y.5x.6.6.1.1.5%U.S.East77.5.7x.6.1.4.1.0.9.8%Japan72.4x.9r.1t.1v.3a.9v.5.4nada75.7y.9v.2.9v.3.8.5.4%Oceania76.8x.9t.0y.7r.8.6r.9r.1%Korea80.0s.3g.0h.7x.2w.3.3y.0%China80.8v.4.9v.7w.7x.0.6.5%Europe79.8v.2r.9.4y.0 x.5%0.0 .0.0.0.00.0%P=Preliminary DataNote:Due to impact of the pandemic,there were too few travelers from Japan,Canada,Oceania,Korea,and China in 2020 and 2021 to provide an adequate sample size of visitors.Please review data with caution.Visitors from Europe were not surveyed from 2021 through 2023.ENTERTAINMENT/ATTRACTIONS OAHU63Q.How would you rate the following aspects of your most recent visit to Oahu?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)75.0u.8Q.1.8T.4X.1.0d.2ove Avg(5-6)21.9 .88.6.4.36.0.30.3low Avg(3-4)2.9%2.7%9.6%0.8%4.9%4.7%3.7%5.1%Poor(1-2)0.2%0.6%0.6%0.0%0.4%1.2%0.0%0.4SE59378418028422017732241MEAN7.107.106.417.206.576.627.146.787.107.106.417.206.576.627.146.78123456780.0.0 .00.0.0P.0.0p.0.0.00.0%SHOPPING OAHU64Q.How would you rate the following aspects of your most recent visit to Oahu?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)69.6f.5Q.4r.4Y.6X.4s.7d.3ove Avg(5-6)25.90.00.6$.33.23.1#.21.9low Avg(3-4)4.1%2.9.3%2.9%5.5%8.5%3.1%3.4%Poor(1-2)0.3%0.5%1.8%0.4%1.7%0.0%0.0%0.4SE58675623427922717630236MEAN6.916.866.207.006.586.647.026.736.916.866.207.006.586.647.026.73123456780.0.0 .00.0.0P.0.0p.0.0.00.0%DINING/FOOD&BEVERAGES OAHU65Q.How would you rate the following aspects of your most recent visit to Oahu?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)67.6g.6C.5i.2S.2.7h.5U.8ove Avg(5-6)25.0&.66.2$.77.3B.5$.65.2low Avg(3-4)6.6%5.1.3%4.4%7.9.8%6.8%8.2%Poor(1-2)0.8%0.6%2.0%1.7%1.6%4.0%0.0%0.8SE63982321830023717831251MEAN6.846.865.986.896.336.026.926.496.846.865.986.896.336.026.926.49123456780.0.0 .00.0.0P.0.0p.0.0.00.0%LODGING/ACOMMODATIONS OAHU66Q.How would you rate the following aspects of your most recent visit to Oahu?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)69.3p.5X.5g.6F.9T.6d.8X.5ove Avg(5-6)22.4#.61.9#.88.2(.85.21.6low Avg(3-4)7.4%4.6%7.3%7.6.6.2%0.0%8.6%Poor(1-2)0.8%1.2%2.3%1.1%3.4%2.4%0.0%1.3SE60375423429323317732245MEAN6.856.946.566.796.196.346.716.516.856.946.566.796.196.346.716.51123456780.0.0 .00.0.0P.0.0p.0.0.00.0%TRANSPORTATION ON ISLAND OAHU67Q.How would you rate the following aspects of your most recent visit to Oahu?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)60.7a.5A.2h.6T.5H.3V.2d.3ove Avg(5-6)32.2).87.0$.65.16.5&.8&.9low Avg(3-4)6.4%5.9.6%6.5%9.2.5%9.5%6.7%Poor(1-2)0.7%2.8%2.2%0.3%1.1%1.8%7.5%2.1SE57571623527722217332237MEAN6.666.605.896.826.426.256.236.676.666.605.896.826.426.256.236.67123456780.0.0 .00.0.0P.0.0p.0.0.00.0%AIRPORT OAHU68Q.How would you rate the following aspects of your most recent visit to Oahu?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)67.6d.07.2c.1H.4B.7b.8g.2ove Avg(5-6)23.7(.78.20.15.04.90.5%.3low Avg(3-4)7.1%6.5!.9%5.9.7.3%6.6%7.4%Poor(1-2)1.6%0.9%2.7%0.9%3.0%3.1%0.0%0.0SE64283124030323817732253MEAN6.776.715.736.746.125.896.616.796.776.715.736.746.125.896.616.79123456780.0.0 .00.0.0P.0.0p.0.0.00.0%CULTURAL EXPERIENCES OAHU69Q.How would you rate the following aspects of your most recent visit to Oahu?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)75.9w.8E.3q.7.5I.0i.5a.5ove Avg(5-6)19.6.97.5$.65.59.7!.0).2low Avg(3-4)4.0%2.4.6%3.7%3.6%9.5%9.5%8.4%Poor(1-2)0.5%0.9%0.7%0.0%0.4%1.8%0.0%0.9SE59775316128720017132237MEAN7.097.156.167.016.696.406.816.667.097.156.167.016.696.406.816.66123456780.0.0 .00.0.0P.0.0p.0.0.00.0%VOLUNTEER EXPERIENCES OAHU70Q.How would you rate the following aspects of your most recent visit to Oahu?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)52.0R.5 .2U.3C.6A.8f.5R.7ove Avg(5-6)35.76.54.05.2E.8A.5).47.7low Avg(3-4)9.6%8.8D.7%8.7%7.5.5%4.0%9.5%Poor(1-2)2.6%2.2%1.2%0.8%3.2%2.2%0.0%0.0SE3033549614712012923148MEAN6.376.405.126.506.106.036.726.326.376.405.126.506.106.036.726.32123456780.0.0 .00.0.0P.0.0p.0.0.00.0%OVERALL VALUE FOR THE MONEY OAHU71Q.How would you rate the following aspects of your most recent visit to Oahu?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)41.18.4.6A.0$.6%.3T.92.1ove Avg(5-6)35.38.1.06.06.3.92.3.2low Avg(3-4)19.7.51.7.12.6!.6%5.9.6%Poor(1-2)3.9%4.09.7%4.9%6.5.2%6.8%5.1SE63582823330123717531253MEAN5.865.753.525.805.105.056.185.595.865.753.525.805.105.056.185.59123456780.0.0 .00.0.0P.0.0p.0.0.00.0%LIKELIHOOD OF RETURN VISIT OAHU72Q.How likely are you to visit Oahu again in the next five years?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeVery likely(7-8)70.4T.5b.7V.7P.2e.0h.6E.7%Somewhat likely(5-6)18.1#.3#.2!.2%.6&.5$.8.7%Somewhat unlikely(3-4)5.3%9.2%5.9.1.8%4.5%3.7.1%Very unlikely(1-2)4.4%9.4%2.3%9.4%9.4%2.9%0.0.6%Dont know1.8%3.5%5.8%2.6%3.0%1.0%2.9%5.8SE65784724431124617832256MEAN6.916.186.826.276.016.737.015.746.916.186.826.276.016.737.015.74123456780.0.0 .00.0.0P.0.0p.0.0.00.0%LIKELIHOOD OF RETURN VISIT OAHU73Q.How likely are you to visit Oahu again in the next five years?TOP BOX-VERY LIKELY(7-8)Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 2023 PQ1 2024 PU.S.West67.9h.2f.0t.0h.1h.8p.4%U.S.East54.1R.5U.1c.4T.2V.5T.5%Japan58.8X.0T.6.2w.3b.7nada51.2V.6X.8a.5W.0V.7%Oceania56.9W.6Q.6g.4U.7P.2%Korea56.7.8p.5V.5f.4e.0%China68.1g.2Q.1a.4.1h.6%Europe45.5E.6D.7E.7%0.0 .0.0.0.00.0%P=Preliminary DataNote:Due to impact of the pandemic,there were too few travelers from Japan,Canada,Oceania,Korea,and China in 2020 and 2021 to provide an adequate sample size of visitors.Please review data with caution.Visitors from Europe were not surveyed from 2021 through 2023.AIDED ADVERTISING AWARENESS OAHU74Q.Do you remember seeing or hearing advertising for the island of Oahu prior to your arrival?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeAided Ad Awareness24.5$.4I.7&.8#.1.6%.7.9%No Prior Awareness55.6Y.10.6U.8Y.7R.6T.5W.6%Unsure19.9.5.7.4.2.9.9.5SE665858245317254178322590.0.0 .00.0.0P.0.0p.0.0.00.0%MOTIVATING FACTORS OAHU75Q.Which of the following,if any,motivated you to visit the island of Oahu?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeFamous landmarks or imagery/natural beauty39.6C.88.4G.9F.6X.0a.1I.2%Hawaiian cultural events15.6.5.2.1%9.3%2.4%9.5.0%Outdoor or sporting activities and events13.2.9%8.0 .7%6.8.7%9.5.7%Social media posts and videos10.9.51.3.0.6.0!.9.7%Hawaiian music6.8%5.6.5%9.6%6.1%1.6%2.9%8.7%Television programs or movies filmed in Hawaii7.4%9.0.8.3.7.0.3.3SE66185524431725017832258CAR RENTAL OAHU76Q.If you rented a car during your trip to Oahu,did you rent a car for your entire trip to Oahu?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeRented entire stay50.2E.4.54.3.2.34.6(.9%Rented portion of stay14.9.46.2).9(.01.4#.5&.5%Did NOT rent a car35.09.1D.25.9V.7(.2B.0D.5SE630817241302233177302440.0.0 .00.0.0P.0.0p.0.0.00.0%REASONS FOR PARTIAL RENTAL CAR OAHU77Q.You indicated that you rented a car for only part of your Oahu trip.Why did you rent a vehicle for only part of your Oahu trip?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeI only needed a vehicle on certain dates71.0y.2.1s.7t.5a.3i.7p.4%Parking was too expensive at my hotel/lodging47.48.6%7.8I.9.8E.3.21.6r rental rates were too expensive20.4.1.20.0!.5.2.2.5%Wanted to reduce my carbon footprint19.2%8.8%0.9%4.4%8.9%6.7.1.2%Vehicles were not available for all of my trip dates1.1%1.6%1.3%3.1%8.1%7.7%0.0%2.9SE9312487896357765Section 6 Kauai78SATISFACTION KAUAI79Q.How would you rate your most recent trip to the state of Hawaii?How would you rate your experience on_?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)91.5.6u.0.5s.1.70.0.6ove Avg(5-6)7.2%9.0%.0%7.8&.9.3%0.0%9.4low Avg(3-4)1.2%1.1%0.0%2.2%0.0%0.0%0.0%0.0%Poor(1-2)0.0%0.3%0.0%0.5%0.0%0.0%0.0%0.0SE249378421811111103MEAN7.617.557.257.447.277.317.007.597.617.557.257.447.277.317.007.59123456780.0.0 .00.0.0P.0.0p.0.0.00.0%SATISFACTION KAUAI80Q.How would you rate your most recent trip to the state of Hawaii?How would you rate your experience on_?Islands visited:Travelers from U.S.West whose trip was limited to visiting only Kauai were more satisfied with their stay on island compared to those who visited multiple islands during their stay.Age:Visitors from U.S.West between the ages of 35-49 years old gave the highest satisfaction scores amongst the different age groups from this visitor market.Education:Visitors from U.S.East without a college degree were more satisfied with their stay than those with a college degree.SATISFACTION KAUAI81Q.How would you rate your most recent trip to the state of Hawaii?How would you rate your experience on_?Tracking Data Rating of“Excellent”(7-8)Q1 2016Q1 2017Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 2023 PQ1 2024 PU.S.West93.1.8.2.5.2p.2.3.5.5%U.S.East90.7.5.4.9.8r.0.9.5.6%Japan63.4i.3s.3.4.6u.0nada88.5.2.2.8x.9.5.8.5%Oceania69.5x.8u.2.0.40.0.3s.1%Korea78.5g.3p.1f.7.10.0y.0.7%China90.6y.2h.2.80.00.00.00.0%Europe92.6.7.9.2.1.6%0.0 .0.0.0.00.0%P=Preliminary DataNote:Due to impact of the pandemic,there were too few travelers from Japan,Canada,Oceania,Korea,and China in 2020 and 2021 to provide an adequate sample size of visitors.Please review data with caution.Visitors from Europe were not surveyed from 2021 through 2023.ENTERTAINMENT/ATTRACTIONS KAUAI82Q.How would you rate the following aspects of your most recent visit to Kauai?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)81.1w.60.0h.3h.7f.0r.5ove Avg(5-6)16.5.6%0.0&.81.34.0%.1low Avg(3-4)1.9%2.8%0.0%4.2%0.0%0.0%2.5%Poor(1-2)0.5%0.0%0.0%0.6%0.0%0.0%0.0SE20732711721110084MEAN7.277.208.006.806.766.607.107.277.208.006.806.766.607.10123456780.0.0 .00.0.0P.0.0p.0.0.00.0%SHOPPING KAUAI83Q.How would you rate the following aspects of your most recent visit to Kauai?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)57.1U.2%0.0F.7(.0R.1B.9ove Avg(5-6)38.68.1f.7E.9r.0%0.0G.0low Avg(3-4)3.3%6.43.3%6.8%0.0G.9.1%Poor(1-2)1.0%0.3%0.0%0.6%0.0%0.0%0.0SE208315317999087MEAN6.646.564.676.316.195.776.336.646.564.676.316.195.776.33123456780.0.0 .00.0.0P.0.0p.0.0.00.0%DINING/FOOD&BEVERAGE KAUAI84Q.How would you rate the following aspects of your most recent visit to Kauai?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)68.1h.53.3X.6P.0e.6G.8ove Avg(5-6)27.9&.73.33.67.1%0.0D.3low Avg(3-4)3.5%4.93.3%7.4.94.4%6.9%Poor(1-2)0.4%0.0%0.0%0.4%0.0%0.0%1.1SE2263303187109087MEAN6.966.895.676.526.216.076.376.966.895.676.526.216.076.37123456780.0.0 .00.0.0P.0.0p.0.0.00.0%LODGING/ACCOMMODATIONS KAUAI85Q.How would you rate the following aspects of your most recent visit to Kauai?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)76.5.93.3h.2E.29.5g.4ove Avg(5-6)21.2.03.3(.93.9C.4%.2low Avg(3-4)1.9%2.43.3%2.3%8.1.1%5.0%Poor(1-2)0.5%0.7%0.0%0.6.9%0.0%2.4SE2132883180107078MEAN7.157.245.336.845.896.186.747.157.245.336.845.896.186.74123456780.0.0 .00.0.0P.0.0p.0.0.00.0ACHES KAUAI86Q.How would you rate the following aspects of your most recent visit to Kauai?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)89.6.53.3.4t.2x.3.6ove Avg(5-6)9.5.6f.7.7%.8!.7.4low Avg(3-4)0.9%0.9%0.0%1.9%0.0%0.0%0.0%Poor(1-2)0.0%0.0%0.0%0.0%0.0%0.0%0.0SE22132331921010089MEAN7.617.506.007.327.117.257.577.617.506.007.327.117.257.57123456780.0.0 .00.0.0P.0.0p.0.0.00.0%PUBLIC AREAS KAUAI87Q.How would you rate the following aspects of your most recent visit to Kauai?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)78.9w.0P.0i.3S.7v.0r.1ove Avg(5-6)19.3!.1P.0).34.3$.0&.9low Avg(3-4)1.8%1.8%0.0%1.0.9%0.0%1.0%Poor(1-2)0.0%0.0%0.0%0.4%0.0%0.0%0.0SE2233312190119090MEAN7.217.156.506.906.347.047.137.217.156.506.906.347.047.13123456780.0.0 .00.0.0P.0.0p.0.0.00.0%PARKS KAUAI88Q.How would you rate the following aspects of your most recent visit to Kauai?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)84.1.1f.7w.0S.7v.0.4ove Avg(5-6)12.9.03.3 .5F.3$.0.5low Avg(3-4)1.5%1.9%0.0%2.4%0.0%0.0%1.1%Poor(1-2)1.5%0.0%0.0%0.0%0.0%0.0%0.0SE2013083184119084MEAN7.297.366.677.106.697.047.357.297.366.677.106.697.047.35123456780.0.0 .00.0.0P.0.0p.0.0.00.0%ROADS KAUAI89Q.How would you rate the following aspects of your most recent visit to Kauai?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)44.4P.03.3F.9A.8G.2H.1ove Avg(5-6)36.26.23.3A.31.3.6.7low Avg(3-4)18.1.33.3.6&.9%0.0.0%Poor(1-2)1.3%1.5%0.0%1.1%0.0.3%1.3SE22733531941110090MEAN6.086.275.676.195.996.116.326.086.275.676.195.996.116.32123456780.0.0 .00.0.0P.0.0p.0.0.00.0%TRANSPORTATION ON ISLAND KAUAI90Q.How would you rate the following aspects of your most recent visit to Kauai?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)64.9c.23.3.1.8V.6V.7ove Avg(5-6)26.5).6%0.0(.6b.91.10.3low Avg(3-4)8.0%6.5%0.0%9.3%0.0%0.0.1%Poor(1-2)0.6%0.7f.7%1.9%9.3.3%0.0SE1742773152910074MEAN6.666.743.676.465.916.456.526.666.743.676.465.916.456.52123456780.0.0 .00.0.0P.0.0p.0.0.00.0%AIRPORT KAUAI91Q.How would you rate the following aspects of your most recent visit to Kauai?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)75.2g.1%0.0c.2a.0G.2e.8ove Avg(5-6)17.1#.53.3).79.04.0).4low Avg(3-4)6.8%8.43.3%4.9%0.0.9%4.8%Poor(1-2)0.9%1.03.3%2.2%0.0%0.0%0.0SE22229831821010082MEAN6.976.804.006.586.696.356.846.976.804.006.586.696.356.84123456780.0.0 .00.0.0P.0.0p.0.0.00.0%CULTURAL ACTIVITIES KAUAI92Q.How would you rate the following aspects of your most recent visit to Kauai?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)77.4t.20.0p.3).5v.0f.5ove Avg(5-6)20.7$.6%0.0.4p.5.60.6low Avg(3-4)1.3%0.8%0.0%1.6%0.0.4%2.9%Poor(1-2)0.6%0.4%0.0%0.8%0.0%0.0%0.0SE160248113779065MEAN7.187.108.006.946.236.836.897.187.108.006.946.236.836.89123456780.0.0 .00.0.0P.0.0p.0.0.00.0%VOLUNTEER ACTIVITIES KAUAI93Q.How would you rate the following aspects of your most recent visit to Kauai?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)53.6d.90.0Y.8%0.0X.1e.7ove Avg(5-6)40.60.9%0.03.3a.90.34.3low Avg(3-4)4.3%4.1%0.0%5.08.1.6%0.0%Poor(1-2)1.5%0.0%0.0%1.8%0.0%0.0%0.0SE699715738038MEAN6.496.807.006.604.626.516.756.496.807.006.604.626.516.75123456780.0.0 .00.0.0P.0.0p.0.0.00.0%VALUE FOR THE MONEY KAUAI94Q.How would you rate the following aspects of your most recent visit to Kauai?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)39.6C.33.35.6&.9F.5B.7ove Avg(5-6)45.4D.1%0.0F.24.3&.8.7low Avg(3-4)13.2.73.3.58.8&.8.6%Poor(1-2)1.9%1.93.3%1.7%0.0%0.0%1.0SE2123183190118090MEAN6.036.094.005.785.426.055.996.036.094.005.785.426.055.99123456780.0.0 .00.0.0P.0.0p.0.0.00.0%LIKELIHOOD OF RETURN VISIT KAUAI95Q.How likely are you to visit Kauai again in the next five years?8-pt Rating Scale 8=Very likely/1=Very unlikelyU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeVery likely(7-8)64.8C.9u.0R.6A.8R.9%0.09.7%Somewhat likely(5-6)18.60.5%0.0&.6%7.5.70.0.3%Somewhat unlikely(3-4)8.3.1%0.0%8.58.8.9%0.0.8%Very unlikely(1-2)6.2.1%.0%9.6.9%8.4%0.0.2%Dont know2.1%3.4%0.0%2.7%0.0%0.0%0.0%7.0SE24135142041111198MEAN6.685.876.256.125.396.065.005.496.685.876.256.125.396.065.005.49123456780.0.0 .00.0.0P.0.0p.0.0.00.0%LIKELIHOOD OF RETURN VISIT KAUAI96Q.How likely are you to visit Kauai again in the next five years?TOP BOX-VERY LIKELY(7-8)Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 2023 PQ1 2024 PU.S.West66.3e.8.5r.2f.2W.9d.8%U.S.East46.8H.8A.9.7T.6G.6C.9%Japan50.4w.6V.40.00.0u.0nada43.1I.3C.5U.0I.1R.6%Oceania35.9 .7.4%.7F.3A.8%Korea42.8f.7P.3X.0R.9%China66.7Q.5g.90.0%0.0%Europe26.71.1(.39.7%0.0 .0.0.0.00.0%P=Preliminary DataNote:Due to impact of the pandemic,there were too few travelers from Japan,Canada,Oceania,Korea,and China in 2020 and 2021 to provide an adequate sample size of visitors.Please review data with caution.Visitors from Europe were not surveyed from 2021 through 2023.AIDED ADVERTISING AWARENESS KAUAI97Q.Do you remember seeing or hearing advertising for the island of Kauai prior to your arrival?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeAided Ad Awareness20.3 .4P.0%.4%0.00.3%0.0.9%No Prior Awareness61.1e.1P.0a.70.0i.70.0W.0%Unsure18.6.5%0.0.9%0.0%0.0%0.0 .1SE2423534206111111000.0.0 .00.0.0P.0.0p.0.0.00.0%MOTIVATING FACTORS KAUAI98Q.Which of the following,if any,motivated you to visit the island of Kauai?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeFamous landmarks or imagery/natural beauty42.1G.6%.0G.7S.7A.20.0W.9%Hawaiian cultural events5.0%6.5%0.0%3.0%0.0%0.0%0.0%2.2%Outdoor or sporting activities and events11.5.7%.0.0%7.5%0.0%0.0.4%Social media posts and videos6.6%7.6%0.0.6%0.0.3%0.0.6%Hawaiian music4.6%2.0%0.0%3.0%0.0%0.0%0.0%4.1%Television programs or movies filmed in Hawaii2.5%5.7%0.0%6.6%0.06.1%0.0.2SE242353420611111100FRIENDLINESS OF KAUAI RESIDENTS99Q.How would you rate the friendliness of your interactions with members of Kauais local community?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)85.5.0f.7.0.1i.70.0.5ove Avg(5-6)10.6.73.3.5.90.3%0.0.3low Avg(3-4)3.0%2.0%0.0%1.5%0.0%0.0%0.0%1.2%Poor(1-2)0.9%0.3%0.0%0.0%0.0%0.0%0.0%0.0SE23534332001111194MEAN7.437.397.337.327.496.738.007.527.437.397.337.327.496.738.007.520123456780.0.0 .00.0.0P.0.0p.0.0.00.0%TOP TRIP INFLUENCERS KAUAIQ.Which of the following had the biggest impact on why you chose to visit Kauai?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChina*EuropeBeen here before51.51.63.37.9.9.9%0.0.4%Friend recommendation21.1.8f.70.8C.3G.1%0.0%.7%Cruise line stop/part of tour1.7.3%0.0%7.0%0.0%0.0%0.0.0%Visiting Family/Friends5.6%3.0%0.0%3.9%0.0%8.4%0.0%3.5%Location/Never been,but went to other islands2.2%3.3%0.0%3.9%7.5%0.0%0.0%1.2%Attending Conference/Event1.7%4.1%0.0%2.9%0.0%0.0%0.0%1.0%Own a timeshare2.6%2.1%0.0%1.7%0.0%0.0%0.0%1.2%Social Media Post2.6%1.5%0.0%3.4%0.0%0.0%0.0%5.1%Article/Blog0.9%3.2%0.0%3.0.9%0.0%0.0%9.2%Package price/affordability/cost2.6%0.6%0.0%0.6%0.0%0.0%0.0%0.0%Travel Agent1.3%2.0%0.0%0.0%0.03.6%0.0%8.4%Nature/Beauty/Scenery0.9%2.1%0.0%3.4%0.0%0.0%0.0%6.40*No responses from Chinese visitorsSection 7 Maui101SATISFACTION MAUI102Q.How would you rate your most recent trip to the state of Hawaii?How would you rate your experience on_?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)86.2.8c.5.9Y.0.00.0.3ove Avg(5-6)11.4%9.76.5.6(.0%7.0%0.0.2low Avg(3-4)2.1%0.6%0.0%1.6.0%0.0%0.0%1.5%Poor(1-2)0.3%0.0%0.0%0.9%0.0%0.0%0.0%0.0SE377538326117175146MEAN7.457.587.277.366.587.567.407.447.457.587.277.366.587.567.407.44123456780.0.0 .00.0.0P.0.0p.0.0.00.0%SATISFACTION MAUI103Q.How would you rate your most recent trip to the state of Hawaii?How would you rate your experience on_?Gender:Females from U.S.West gave higher satisfaction scores than males.Islands visited:Travelers from U.S.West whose trip was limited to visiting only Maui were more satisfied with their stay on island compared to those who visited multiple islands during their stay.Age:Visitors from U.S.West under the age of 50 years old gave higher satisfaction scores amongst the different age groups from this visitor market.Education:Visitors from U.S.West without a college degree were more satisfied with their stay than those with a college degree.SATISFACTION MAUI104Q.How would you rate your most recent trip to the state of Hawaii?How would you rate your experience on_?Tracking Data Rating of“Excellent”(7-8)Q1 2016Q1 2017Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 2023 PQ1 2024 PU.S.West85.6.8.3.9.6.5.5.3.2%U.S.East90.5.0.2.4.8.7.1.9.8%Japan72.1u.6.7t.1.50.0f.7c.5nada85.9.4.7.4.3.2.2.9%Oceania70.1.4.4.5.6v.1.1Y.0%Korea82.0.0 x.7.5.50.0.5.0%China85.1.3t.2h.4w.00.0Y.70.0%Europe89.4.0.6.4.8.3%0.0 .0.0.0.00.0%P=Preliminary DataNote:Due to impact of the pandemic,there were too few travelers from Japan,Canada,Oceania,Korea,and China in 2020 and 2021 to provide an adequate sample size of visitors.Please review data with caution.Visitors from Europe were not surveyed from 2021 through 2023.ENTERTAINMENT/ATTRACTIONS MAUI105Q.How would you rate the following aspects of your most recent visit to Maui?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)66.7i.2c.5f.94.8P.00.0Y.1ove Avg(5-6)27.8.9%0.0.1W.6.1%0.03.5low Avg(3-4)5.5%3.06.5%5.4%7.6%9.9%0.0%6.1%Poor(1-2)0.0%0.0%0.0%0.6%0.0%0.0%0.0%1.4SE30937431871212382MEAN6.866.966.176.735.706.487.676.646.866.966.176.735.706.487.676.64123456780.0.0 .00.0.0P.0.0p.0.0.00.0%SHOPPING MAUI106Q.How would you rate the following aspects of your most recent visit to Maui?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)56.5W.2.0I.9.1(.3f.7G.1ove Avg(5-6)37.05.7%0.04.3x.7V.63.35.1low Avg(3-4)5.9%6.86.5.1%8.2.1%0.0.9%Poor(1-2)0.7%0.36.5%0.6%0.0%0.0%0.0%4.9SE30636731891114379MEAN6.556.533.986.225.265.966.676.046.556.533.986.225.265.966.676.04123456780.0.0 .00.0.0P.0.0p.0.0.00.0%DINING/FOOD&BEVERAGE MAUI107Q.How would you rate the following aspects of your most recent visit to Maui?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)67.7h.8.0S.59.4R.0f.7P.7ove Avg(5-6)25.7&.2s.04.02.4&.33.37.8low Avg(3-4)5.8%4.7%0.0.9(.2!.7%0.0.2%Poor(1-2)0.9%0.2%0.0%1.6%0.0%0.0%0.0%1.3SE33140432001314387MEAN6.826.876.176.395.796.347.006.326.826.876.176.395.796.347.006.32123456780.0.0 .00.0.0P.0.0p.0.0.00.0%LODGING/ACCOMMODATIONS MAUI108Q.How would you rate the following aspects of your most recent visit to Maui?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)75.5u.1.0h.7T.5C.4f.7i.1ove Avg(5-6)21.1.16.5&.37.9H.03.3.3low Avg(3-4)3.2%2.36.5%4.0%0.0%8.6%0.0%7.4%Poor(1-2)0.3%0.5%0.0%1.0%7.6%0.0%0.0%1.1SE31838631981214380MEAN7.077.095.816.916.296.357.006.807.077.095.816.916.296.357.006.80123456780.0.0 .00.0.0P.0.0p.0.0.00.0%TRANSPORTATION ON ISLAND MAUI109Q.How would you rate the following aspects of your most recent visit to Maui?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)67.7c.5c.5a.5.7b.7f.7d.4ove Avg(5-6)24.90.06.50.7W.60.33.3!.7low Avg(3-4)6.7%5.7%0.0%6.6.7%0.0%0.0.2%Poor(1-2)0.7%0.9%0.0%1.2%0.0%7.0%0.0%3.7SE30135131861213380MEAN6.836.766.546.645.596.396.676.536.836.766.546.645.596.396.676.53123456780.0.0 .00.0.0P.0.0p.0.0.00.0%AIRPORT MAUI110Q.How would you rate the following aspects of your most recent visit to Maui?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)70.2f.3.0h.6.3A.40.0i.2ove Avg(5-6)22.3&.5s.0$.1g.6E.4%0.0$.0low Avg(3-4)6.9%6.2%0.0%7.3.1.2%0.0%6.8%Poor(1-2)0.6%1.0%0.0%0.0%0.0%0.0%0.0%0.0SE33640432021314387MEAN6.886.786.546.865.626.057.676.776.886.786.546.865.626.057.676.77123456780.0.0 .00.0.0P.0.0p.0.0.00.0%CULTURAL EXPERIENCES MAUI111Q.How would you rate the following aspects of your most recent visit to Maui?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)70.8i.4c.5f.1T.1S.50.0X.3ove Avg(5-6)26.2(.1%0.0(.17.7F.5%0.02.8low Avg(3-4)2.3%2.56.5%5.2%8.2%0.0%0.0%6.6%Poor(1-2)0.7%0.0%0.0%0.6%0.0%0.0%0.0%2.3SE30235731801113379MEAN6.956.946.176.786.086.617.676.496.956.946.176.786.086.617.676.49123456780.0.0 .00.0.0P.0.0p.0.0.00.0%VOLUNTEER EXPERIENCES MAUI112Q.How would you rate the following aspects of your most recent visit to Maui?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)55.2Q.9B.5E.7E.5B.2f.7E.6ove Avg(5-6)31.64.8%0.08.7T.56.73.3D.3low Avg(3-4)11.5.7W.5.3%0.0.9%0.0%4.8%Poor(1-2)1.7%1.6%0.0%3.3%0.0%9.2%0.0%5.3SE174189299610342MEAN6.456.315.706.085.915.966.676.116.456.315.706.085.915.966.676.11123456780.0.0 .00.0.0P.0.0p.0.0.00.0%VALUE FOR THE MONEY MAUI113Q.How would you rate the following aspects of your most recent visit to Maui?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)41.6.2%0.0(.0.2.70.0&.4ove Avg(5-6)38.09.56.56.9B.3C.4%0.0D.7low Avg(3-4)16.5.3%0.01.5(.26.8%0.0$.5%Poor(1-2)3.9%3.0c.5%3.6.3%0.0%0.0%4.5SE33440532051314387MEAN5.925.902.835.354.145.377.335.405.925.902.835.354.145.377.335.40123456780.0.0 .00.0.0P.0.0p.0.0.00.0%LIKELIHOOD OF RETURN VISIT MAUI114Q.How likely are you to visit Maui again in the next five years?8-pt Rating Scale 8=Very likely/1=Very unlikelyU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeVery likely(7-8)71.5Y.0c.5c.08.0V.60.0.9%Somewhat likely(5-6)19.2%.96.5.7).14.9%0.02.1%Somewhat unlikely(3-4)5.5%7.6%0.0%8.5&.6%8.6%0.0.5%Very unlikely(1-2)2.3%5.2%0.0%4.9%6.3%0.0%0.0%6.3%Dont know1.5%2.4%0.0%0.9%0.0%0.0%0.0%2.2SE34342032111414391MEAN7.016.526.906.615.756.688.005.827.016.526.906.615.756.688.005.82123456780.0.0 .00.0.0P.0.0p.0.0.00.0%LIKELIHOOD OF RETURN VISIT MAUI115Q.How likely are you to visit Maui again in the next five years?TOP BOX-VERY LIKELY(7-8)Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 2023 PQ1 2024 PU.S.West69.5w.8t.0 x.2p.0q.6q.5%U.S.East60.9V.2X.5a.8W.9V.6Y.0%Japan54.59.8W.00.0f.7c.5nada57.8h.4c.3h.2.9c.0%Oceania53.5.48.4T.7H.78.0%Korea54.3W.3p.30.0w.9V.6%China54.3W.3p.30.0Y.70.0%Europe40.0A.59.4.9%0.0 .0.0.0.00.0%P=Preliminary DataNote:Due to impact of the pandemic,there were too few travelers from Japan,Canada,Oceania,Korea,and China in 2020 and 2021 to provide an adequate sample size of visitors.Please review data with caution.Visitors from Europe were not surveyed from 2021 through 2023.AIDED ADVERTISING AWARENESS MAUI116Q.Do you remember seeing or hearing advertising for the island of Maui prior to your arrival?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeAided Ad Awareness30.8.4.0%.28.0.2f.7.1%No Prior Awareness55.4S.06.5X.2U.7s.73.3X.5%Unsure13.8.66.5.6%6.3.2%0.0.4SE348423321114143910.0.0 .00.0.0P.0.0p.0.0.00.0%MOTIVATING FACTORS-MAUI117Q.Which of the following,if any,motivated you to visit the island of Maui?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeFamous landmarks or imagery/natural beauty33.6G.0s.0D.09.2X.6f.7B.8%Hawaiian cultural events8.0%7.86.5%7.1%0.0%0.0%0.0.8%Outdoor or sporting activities and events15.0.26.5.6.8%0.0%0.0.1%Social media posts and videos11.8%9.26.5.0%0.0.23.3.5%Hawaiian music7.2%6.46.5%4.3%0.0%0.0%0.0%4.5%Television programs or movies filmed in Hawaii5.2%6.4.0%8.4%6.3%0.0%0.0%6.9SE34842332111414391WAINAPANAPA STATE PARK RESERVATIONS SYSTEM USE118Q.Did you use the reservation system for Wainpanapa State Park?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeYes10.8.2%0.0.6%0.0.13.3.2%No89.2.80.0.40.0.9f.7.8SE3344043205131438610.8.2%0.0.6%0.0.13.3.2%0.0.0 .00.0.0P.0.0p.0.0.00.0%WAINAPANAPA STATE PARK RESERVATIONS SYSTEM PROBLEMS119Q.Did you experience any issues with the reservation system for Wainapanapa State Park?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeYes,technical issues but able to book reservation19.3%4.1.3C.5%0.0.7%Yes,unable to make reservation8.4%2.7%3.0%0.0%0.0%7.6%No,I was able to book a reservation without issue72.3.2.6V.50.0i.7SE3674037021130.0.0 .00.0.0P.0.0p.0.0.00.0%IAO VALLEY STATE MONUMENT RESERVATIONS SYSTEM USE120Q.Did you use the reservation system for Iao Valley State Monument?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeYes6.9.4%0.0.2%0.0%8.6%0.0.5%No93.1.60.0.80.0.40.0.5SE334404320513143866.9.4%0.0.2%0.0%8.6%0.0.5%0.0.0 .00.0.0P.0.0p.0.0.00.0%IAO VALLEY STATE MONUMENT RESERVATIONS SYSTEM PROBLEMS121Q.Did you experience any issues with the reservation system for Iao Valley State Monument?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeYes,technical issues but able to book reservation13.1%9.6%3.50.0%0.0%Yes,unable to make reservation4.4%4.8%0.0%0.0%0.0%No,I was able to book a reservation without issue82.6.5.5%0.00.0SE2342024010110.0.0 .00.0.0P.0.0p.0.0.00.0%VISITED MAUI FOR SPECIFIC EVENT122Q.Was your visit to Maui to attend a specific festival or sporting event?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeYes0.9%2.2%0.0%2.5%7.0%0.0%0.0%1.3%No99.1.80.0.5.00.00.0.7SE334404320513143860.0.0 .00.0.0P.0.0p.0.0.00.0%VISITED MAUI FOR SPECIFIC EVENT123Q.Was your visit to Maui to attend a specific festival or sporting event?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeSentry Tournament of Golf Champions33.33.2%0.0B.30.0%0.0%0.0%0.0%Maui Marathon33.3.2%0.0%0.0%0.0%0.0%0.0%0.0%Other Festival/concert33.3.8%0.0%0.0%0.0%0.0%0.0%0.0%Convention/Conference/Retreat/Seminar/Meeting/Workshop/Training/Work event0.0%0.0%0.06.6%0.0%0.0%0.00.0%Other sporting event0.0.2%0.0%0.0%0.0%0.0%0.0%0.0%Whale Watching0.0.2%0.0%0.0%0.0%0.0%0.0%0.0%Wedding/Honeymoon/Anniversary/Birthday/Funeral/Graduation0.0.2%0.0%0.0%0.0%0.0%0.0%0.0%Other(please specify festival/event name)0.0.2%0.0%0.0%0.0%0.0%0.0%0.0%Hawaii Food and Wine Festival0.0%0.0%0.0!.1%0.0%0.0%0.0%0.0%Total39051001Section 8 Island of Hawaii124SATISFACTION ISLAND OF HAWAII125Q.How would you rate your most recent trip to the state of Hawaii?How would you rate your experience on_?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)89.4.5.6.7x.8.2.1.6ove Avg(5-6)9.5%9.8.4.6!.2.8.9.4low Avg(3-4)0.7%0.7%0.0%1.3%0.0%0.0%7.1%2.0%Poor(1-2)0.4%0.0%0.0%0.3%0.0%0.0%0.0%0.0SE27344716254145716148MEAN7.527.557.677.436.997.407.277.397.527.557.677.436.997.407.277.39123456780.0.0 .00.0.0P.0.0p.0.0.00.0%SATISFACTION ISLAND OF HAWAII126Q.How would you rate your most recent trip to the state of Hawaii?How would you rate your experience on_?Gender:Females from U.S.West gave higher satisfaction scores than males.Islands visited:Travelers from U.S.West whose trip was limited to visiting only the Island of Hawaii were more satisfied with their stay on island compared to those who visited multiple islands during their stay.Household Income:Visitors from U.S.West who reside in homes in the bottom income tier($100K)gave higher satisfaction scores.SATISFACTION ISLAND OF HAWAII127Q.How would you rate your most recent trip to the state of Hawaii?How would you rate your experience on_?Tracking Data Rating of“Excellent”(7-8)Q1 2016Q1 2017Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 2023 PQ1 2024 PU.S.West79.3.3.2.2.1.7.1.7.4%U.S.East80.6.0.4.8.0.3.3.3.5%Japan70.8x.2s.3.2.00.0.7.6nada73.7.5.2.7.4.9.2.7%Oceania85.0.9u.2.0u.70.0s.5x.8%Korea70.5.5p.1.0y.70.0.8.2%China70.0r.3h.2.0c.0.0b.4.1%Europe69.8.0.9.1.7.6%0.0 .0.0.0.00.0%P=Preliminary DataNote:Due to impact of the pandemic,there were too few travelers from Japan,Canada,Oceania,Korea,and China in 2020 and 2021 to provide an adequate sample size of visitors.Please review data with caution.Visitors from Europe were not surveyed from 2021 through 2023.ENTERTAINMENT/ATTRACTIONS ISLAND OF HAWAII128Q.How would you rate the following aspects of your most recent visit to island of Hawaii?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)63.4i.1U.4f.3u.9D.0.1g.9ove Avg(5-6)33.3.55.7(.4$.1D.0.92.1low Avg(3-4)3.2%3.1%8.9%4.7%0.0%7.9%0.0%0.0%Poor(1-2)0.0%0.3%0.0%0.6%0.0%4.0%0.0%0.0SE219320121979481697MEAN6.766.906.866.836.856.067.286.946.766.906.866.836.856.067.286.94123456780.0.0 .00.0.0P.0.0p.0.0.00.0%SHOPPING ISLAND OF HAWAII129Q.How would you rate the following aspects of your most recent visit to island of Hawaii?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)47.8C.57.4E.7!.88.1d.2A.2ove Avg(5-6)40.4G.0(.7A.8x.2.3.3E.9low Avg(3-4)10.8%8.8&.8.1%0.0.6.5.8%Poor(1-2)0.9%0.7%7.2%2.3%0.0%2.0%0.0%2.0SE213307151938481390MEAN6.336.225.646.155.875.866.795.936.336.225.646.155.875.866.795.93123456780.0.0 .00.0.0P.0.0p.0.0.00.0%DINING/FOOD&BEVERAGE ISLAND OF HAWAII130Q.How would you rate the following aspects of your most recent visit to island of Hawaii?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)57.1.2(.2Q.6A.8.1S.8A.3ove Avg(5-6)34.13.7%.09.28.82.34.5.4low Avg(3-4)8.4%5.0.1%9.2.4%.7%5.8.6%Poor(1-2)0.4%1.1%6.7%0.0%0.0%1.9%5.8%4.7SE25034516202114915102MEAN6.526.665.246.415.945.786.195.976.526.665.246.415.945.786.195.97123456780.0.0 .00.0.0P.0.0p.0.0.00.0%LODGING/ACCOMMODATIONS ISLAND OF HAWAII131Q.How would you rate the following aspects of your most recent visit to island of Hawaii?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)70.2s.2.6i.9P.9S.6u.0b.4ove Avg(5-6)26.5.5%6.7%.25.63.0.5&.2low Avg(3-4)3.4%4.0%6.7%4.3.5.4.5.4%Poor(1-2)0.0%0.3%0.0%0.6%0.0%0.0%0.0%0.9SE23832516196104716101MEAN6.966.987.336.916.316.336.896.596.966.987.336.916.316.336.896.59123456780.0.0 .00.0.0P.0.0p.0.0.00.0%TRANSPORTATION ON ISLAND ISLAND OF HAWAII132Q.How would you rate the following aspects of your most recent visit to island of Hawaii?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)58.2V.9H.3W.0).0R.0v.6B.6ove Avg(5-6)28.5).3%0.02.1q.03.5.33.0low Avg(3-4)12.4.8&.7.0%0.0.5%0.0.1%Poor(1-2)0.9%1.0%.0%0.0%0.0%2.0%7.1%6.3SE2252971619010481694MEAN6.516.455.236.456.036.276.845.826.516.455.236.456.036.276.845.82123456780.0.0 .00.0.0P.0.0p.0.0.00.0%AIRPORT ISLAND OF HAWAII133Q.How would you rate the following aspects of your most recent visit to island of Hawaii?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)57.4U.9T.9b.57.1.1v.6f.6ove Avg(5-6)27.90.2 .1%.8P.0.9.9%.1low Avg(3-4)12.4.6%.0.1.9.0%5.4%6.6%Poor(1-2)2.4%2.3%0.0%0.6%0.0%0.0%0.0%1.8SE25134516205104816104MEAN6.416.416.336.595.985.957.076.836.416.416.336.595.985.957.076.83123456780.0.0 .00.0.0P.0.0p.0.0.00.0%CULTURAL EXPERIENCES ON ISLAND ISLAND OF HAWAII134Q.How would you rate the following aspects of your most recent visit to island of Hawaii?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)67.6p.44.0c.5a.1E.9u.0a.4ove Avg(5-6)28.7.59.22.18.98.4.64.8low Avg(3-4)3.7%2.2&.8%3.9%0.0.6%5.4%2.9%Poor(1-2)0.0%0.0%0.0%0.4%0.0%4.1%0.0%1.0SE216321111879461695MEAN6.967.045.756.766.746.147.096.736.967.045.756.766.746.147.096.73123456780.0.0 .00.0.0P.0.0p.0.0.00.0%VOLUNTEER EXPERIENCES ON ISLAND ISLAND OF HAWAII135Q.How would you rate the following aspects of your most recent visit to island of Hawaii?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)46.5.7Y.9E.3u.04.9h.2E.0ove Avg(5-6)40.6A.5%0.0B.6%.0D.01.8E.7low Avg(3-4)11.7.4&.7%9.8%0.0.1%0.0%9.3%Poor(1-2)1.2%4.4.4%2.3%0.0%6.0%0.0%0.0SE861358994321250MEAN6.225.895.996.097.005.736.876.136.225.895.996.097.005.736.876.13123456780.0.0 .00.0.0P.0.0p.0.0.00.0%VALUE FOR THE MONEY ON ISLAND ISLAND OF HAWAII136Q.How would you rate the following aspects of your most recent visit to island of Hawaii?8-pt Rating Scale 8=Excellent/1=PoorU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeExcellent(7-8)36.14.7.63.2.9).0i.6(.0ove Avg(5-6)46.8C.3 .1E.54.3.1.9B.4low Avg(3-4)15.1 .2C.3 .5P.7.1.5&.7%Poor(1-2)2.0%1.7%.0%0.8%0.0.9%0.0%2.9SE25234616208114816103MEAN5.905.783.985.764.945.086.715.355.905.783.985.764.945.086.715.35123456780.0.0 .00.0.0P.0.0p.0.0.00.0%LIKELIHOOD OF RETURN VISIT-ISLAND OF HAWAII137Q.How likely are you to visit the island of Hawaii again in the next five years?8-pt Rating Scale 8=Very likely/1=Very unlikelyU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeVery likely(7-8)70.5P.56.6Q.0).9h.3d.1G.3%Somewhat likely(5-6)18.2$.1E.1.8C.3$.0.9!.9%Somewhat unlikely(3-4)9.3.1%0.0%9.4.9%5.7.5%9.0%Very unlikely(1-2)2.0.0%6.7%8.6%7.5%0.0%0.0.6%Dont know0.0%4.4.6%3.1%7.5%1.9%5.4%5.2SE25736016219115016109MEAN6.946.046.096.155.526.956.905.756.946.046.096.155.526.956.905.75123456780.0.0 .00.0.0P.0.0p.0.0.00.0%LIKELIHOOD OF RETURN VISIT-ISLAND OF HAWAII138Q.How likely are you to visit the island of Hawaii again in the next five years?TOP BOX-VERY LIKELY(7-8)Q1 2018Q1 2019Q1 2020Q1 2021Q1 2022Q1 2023 PQ1 2024 PU.S.West66.8s.6u.0v.3s.4h.1p.5%U.S.East50.1T.8T.8c.3G.6S.8P.5%Japan39.9S.9R.80.0g.46.6nada54.2U.2W.8X.3U.1Q.0%Oceania46.11.5.6.8B.7).9%Korea49.2f.9c.40.0Y.9h.3%China55.6P.6P.1.40.0d.1%Europe38.3G.4A.6G.3%0.0 .0.0.0.00.0%P=Preliminary DataNote:Due to impact of the pandemic,there were too few travelers from Japan,Canada,Oceania,Korea,and China in 2020 and 2021 to provide an adequate sample size of visitors.Please review data with caution.Visitors from Europe were not surveyed from 2021 through 2023.AIDED ADVERTISING AWARENESS-ISLAND OF HAWAII139Q.Do you remember seeing or hearing advertising for the island of Hawaii prior to your arrival?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeAided Ad Awareness25.6&.0.2 .1.93.0.5.1%No Prior Awareness57.9Q.4(.2d.3e.7.7.4i.7%Unsure16.5.6.6.6.4%6.3%7.1.1SE261362162201150161100.0.0 .00.0.0P.0.0p.0.0.00.0%MOTIVATING FACTORS ISLAND OF HAWAII140Q.Which of the following,if any,motivated you to visit the island of Hawaii?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeFamous landmarks or imagery/natural beauty50.2W.7Q.7E.9X.2e.1u.0T.4%Outdoor or sporting activities and events17.2.0%.0.3%7.5%8.2.1.1%Hawaiian cultural events10.7.6%0.0%9.7%0.0%1.9.5%7.4%Social media posts and videos9.9%9.1.6.4.9.3.5.4%Television programs or movies filmed in Hawaii5.0%6.3).9%8.1%0.0%7.6%0.0.1%Hawaiian music7.7%8.0%6.7%4.3%7.5%1.9%0.0%9.6SE26136216220115016110TRAVEL ON ISLAND OF HAWAII141Q.Which of the following best describes your travel while on the island of Hawaii?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeTraveled to other side of island35.38.2&.70.2.9.15.67.0%Traveled more than 1 hour one way to reach activities20.9 .81.70.7F.3.22.2.6%Traveled 1 hour or less one way to reach activity24.1%.3.6!.9.92.9&.4.2%Enjoy activities-short drive from accommodations19.7.6%.0.1&.94.8%5.7.2SE249345162051149151000.0.0 .00.0.0P.0.0p.0.0.00.0%AREAS VISITED ISLAND OF HAWAIIU.S.WEST142Q.Which of the following areas did you visit during your stay on Hawaii Island?59.2Q.28.3.7d.9%AREAS VISITED ISLAND OF HAWAIIU.S.EAST143Q.Which of the following areas did you visit during your stay on Hawaii Island?74.4b.1F.6.7d.3%AREAS VISITED ISLAND OF HAWAIIJAPAN144Q.Which of the following areas did you visit during your stay on Hawaii Island?58.4S.5&.7v.7E.1%AREAS VISITED ISLAND OF HAWAIICANADA145Q.Which of the following areas did you visit during your stay on Hawaii Island?65.7e.4R.1.9f.4%AREAS VISITED ISLAND OF HAWAIIOCEANIA146Q.Which of the following areas did you visit during your stay on Hawaii Island?83.0f.19.0G.59.0%AREAS VISITED ISLAND OF HAWAIIKOREA147Q.Which of the following areas did you visit during your stay on Hawaii Island?69.6U.89.5g.1C.5%AREAS VISITED ISLAND OF HAWAIICHINA148Q.Which of the following areas did you visit during your stay on Hawaii Island?71.8.82.2s.69.7%AREAS VISITED ISLAND OF HAWAIIEUROPE149Q.Which of the following areas did you visit during your stay on Hawaii Island?70.9i.4S.2.0b.2%VOLCANIC ERUPTION MOTIVATOR-ISLAND OF HAWAII150Q.Was seeing a volcanic eruption a motivation to visit the Island of Hawaii?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeYes21.72.98.42.1X.2T.7T.68.3%No78.3g.1a.6g.9A.8E.3E.4a.7SE249343162041149151000.0.0 .00.0.0P.0.0p.0.0.00.0%Section 9 Visitor Profile151VISITOR PROFILE-GENDER152Q.What is your gender?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeFemale59.9X.0R.4U.4.1T.0.0P.9%Male39.7A.7G.6D.49.5E.6W.7H.9%Other0.4%0.3%0.0%0.2%0.3%0.4%2.2%0.2SE1,3691,695251839249246414430.0.0 .00.0.0P.0.0p.0.0.00.0%VISITOR PROFILE EDUCATION 153Q.Please indicate your highest level of educationU.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropePost-Graduate33.96.3.40.42.8!.6H.27.4%College Grad37.44.8Q.85.0$.2S.48.7&.0%Associate Degree8.4%9.9%5.5%6.5%4.2.4%0.0%4.2%Vocational/Tech3.1%1.9%7.9%7.6%8.2%0.9%5.1%7.4%Some College11.1.6%3.1.4%8.9%1.7%5.8%9.1%High School Grad5.8%4.9.7%8.6!.1.5%2.2.1%Some/No H.S.0.4%0.6%1.4%0.6%0.5%0.4%0.0%1.7SE1,3681,690248838247246414420.0.0 .00.0.0P.0.0p.0.0.00.0%VISITOR PROFILE HOUSEHOLD INCOME(US$)154Q.Which of the following categories includes your households total annual income from all sources before taxes for 2023?U.S.WestU.S.EastCanadaOceaniaEurope$40,0005.1%4.2%4.3.7.8%$40,000 to$59,9995.4%6.3%6.2%8.1.1%$60,000 to$79,9997.7%7.9%7.8%6.4.0%$80,000 to$99,9999.1%8.5.2%9.0.7%$100,000 to$124,99911.6.3.5.6.0%$125,000 to$149,99910.4.5.2.0.7%$150,000 to$174,9999.6%8.3%8.3%8.6%7.6%$175,000 to$199,9996.6%5.9%9.8.5%5.0%$200,000 to$249,99911.3.1%9.5%4.7%7.8%$250,000 23.4#.0.1.4%8.4%VISITOR PROFILE HOUSEHOLD INCOME(Yen)155Q.Which of the following categories includes your households total annual income from all sources before taxes for 2023?Japanese 3.5 million17.2%3.5-4.5 million10.4%4.5-5.5 million9.1%5.5-6.5 million5.6%6.5-7.5 million4.5%7.5-8.5 million5.1%8.5-10.0 million12.1.0-15.0 million20.4.0-20.0 million4.5 .0 million 11.1%VISITOR PROFILE HOUSEHOLD INCOME(Korean Won)156Q.Which of the following categories includes your households total annual income from all sources before taxes for 2023?Korean 16,305,0007.5,305,000-27,173,9994.3,174,000-38,041,9999.68,042,000-48,911,9998.0H,912,000-59,781,99911.4Y,782,000-70,652,9999.0p,653,000-81,520,99912.2,521,000-92,390,99910.5,391,000-103,259,9997.83,260,000-149,999,9996.40,000,000-199,999,9994.5 0,000,000 8.9%VISITOR PROFILE HOUSEHOLD INCOME(Chinese Yuan)157Q.Which of the following categories includes your households total annual income from all sources before taxes for 2023?China250,79910.6%0,800 376,09916.376,100 501,3998.9P1,400 626,79914.8b6,800 783,4997.4x3,500 940,1994.90,200 1,096,8999.6%1,096,900-1,253,5993.2%1,253,600 1,560,7992.5%1,560,800 21.9%VISITOR PROFILE AGE158Q.What is your age?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeMEAN52.6153.6143.6353.1551.1739.4434.1248.80MEDIAN53.0056.0045.0055.0052.0037.0029.0051.00BASE1,3661,690249838248245414430.0010.0020.0030.0040.0050.0060.00VISITOR PROFILE TRIPS TO HAWAII159Q.Including this trip,how many times have you visited the state of Hawaii?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeFirst-time16.35.8.3).5D.8p.1V.7X.5%Repeat83.7d.2r.7p.5U.2).9C.3A.5SE1,4761,82126191327924746495MEDIAN5.002.003.003.002.001.001.001.005.002.003.003.002.001.001.001.00123456789100.0.0 .00.0.0P.0.0p.0.0.00.0%VISITOR PROFILE TRAVEL PARTY SIZE160Q.Including yourself,how many people traveled with you in your immediate party?U.S.WestU.S.EastJapanCandaOceaniaKoreaChinaEuropeMEAN3.943.817.784.733.133.592.952.59MEDIAN2.002.002.002.002.002.002.002.00BASE1,4761,821261912279247464940.001.002.003.004.005.006.007.008.009.0010.00VISITOR PROFILE TRAVEL PARTY161Q.In addition to yourself,on this trip,who else was in your travel party?U.S.WestU.S.EastJapanCanadaOceaniaKoreaChinaEuropeMy spouse57.2X.5Q.1g.2X.9e.8!.39.4%Other adult members of my family26.1%.24.6).7%.0!.8 .6.1%My child(ren)/grandchild(ren)under 1825.1!.6.0%.23.3 .0.4.6%My friends/associates16.6.0.6.4%8.4.2!.3.5%Myself only(traveled alone/no one else)11.4.2.2%7.3.4%5.2&.6 .5%My girlfriend/boyfriend7.1%5.4%1.8%4.0%2.9%2.0.2.0%Same gender partner0.8%1.0%0.0%0.7%0.3%0.0%2.5%1.2%Section 10 Island Survey Methodology162METHODOLOGY&SAMPLE SIZE ISLAND VSATOAHU163*Margins of error are presented at the 95%level of confidenceThe Visitor Satisfaction and Activity Survey is a survey of visitors who recently completed a trip to Hawaii.As part of the survey,each respondent is asked a series of questions specific to one of the islands visited during their stay.Respondents have the opportunity to complete up to two island-specific surveys.The following table summarizes the number of surveys completed for the island of Oahu.MMACompletedMargin of Error U.S.West7333.62U.S.East1,0832.98Japan2536.16Canada4094.85Oceania2695.98Korea2266.52China3915.69Europe3675.12All MMAs3,3791.69METHODOLOGY&SAMPLE SIZE ISLAND VSATKAUAI164The Visitor Satisfaction and Activity Survey is a survey of visitors who recently completed a trip to Hawaii.As part of the survey,each respondent is asked a series of questions specific to one of the islands visited during their stay.Respondents have the opportunity to complete up to two island-specific surveys.The following table summarizes the number of surveys completed for the island of Kauai.MMACompletedMargin of Error U.S.West2496.21U.S.East3785.04Japan449.00Canada2186.64Oceania1129.55Korea1129.55China198.00Europe1039.66All MMAs9753.14*Margins of error are presented at the 95%level of confidenceMETHODOLOGY&SAMPLE SIZE ISLAND VSATMAUI165The Visitor Satisfaction and Activity Survey is a survey of visitors who recently completed a trip to Hawaii.As part of the survey,each respondent is asked a series of questions specific to one of the islands visited during their stay.Respondents have the opportunity to complete up to two island-specific surveys.The following table summarizes the number of surveys completed for the island of Maui.MMACompletedMargin of Error U.S.West3775.05U.S.East5384.23Japan356.58Canada2616.07Oceania1723.77Korea1723.77China543.83Europe1468.11All MMAs1,3642.65*Margins of error are presented at the 95%level of confidenceMETHODOLOGY&SAMPLE SIZE ISLAND VSATISLAND OF HAWAII166The Visitor Satisfaction and Activity Survey is a survey of visitors who recently completed a trip to Hawaii.As part of the survey,each respondent is asked a series of questions specific to one of the islands visited during their stay.Respondents have the opportunity to complete up to two island-specific surveys.The following table summarizes the number of surveys completed for the island of Hawaii.MMACompletedMargin of Error U.S.West2735.93U.S.East4474.64Japan1624.50Canada2546.15Oceania1426.19Korea5712.98China1624.50Europe1488.06All MMAs1,2252.80*Margins of error are presented at the 95%level of confidence
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TRAVELEXPERIENCEVOICESPathways to growthContentsFOREWORDKEY FINDINGS from the Travel Experience Voices surveyINTRODUCTIONSTEPS TOWARDS A MORE SUSTAINABLE FUTUREELEVATING THE TRAVELERS EXPERIENCETHE POWER OF AUTHENTICITYCONCLUSIONDEFINITIONSREFERENCES ABOUT THE RESEARCH34671320242526272TRAVEL EXPERIENCE VOICES:Pathways to growthForewordby Dag Rasmussen,Chairman&CEO,Lagardre Travel RetailIt has been fascinating to witness how our industry has switched from survival to growth mode and how quickly it has found a sense of normality again.Yet,market dynamics are changing fast and all of us have to define new strategies to adapt to the new playground,seize emerging opportunities and counter headwinds.Today we are at a crossroads and the decisions we make now will define our ability to succeed in the years to come.I believe that we have a major opportunity,as the Travel Retail&Dining community,to learn and be inspired by each other as we shape our future.I am therefore delighted to introduce“Pathways to growth”,the second report in the Travel Experience Voices series,our for travelers and for the planet.The road may be bumpy but by working closely together we can find solutions to the challenges we face and realize our mutual ambitions.We hope the insights in this report will contribute to inform industry discussions and help all stakeholders in our ecosystem to grasp the considerable opportunities within our reach.global survey of airports and brands.We are extremely privileged to be counting hundreds of partners globally who have been willing to share their perspectives with us.We are very grateful to them.My takeaway from this report is that our industry is changing for the better.Never have we seen stronger commitment from all parties to be a force for good for the communities we serve,3TRAVEL EXPERIENCE VOICES:Pathways to growth4TRAVEL EXPERIENCE VOICES:Pathways to growthThis has not been decided/disclosed yet18%Travel Experience Voices surveyKey findingsThis online survey,conducted by Lagardre Travel Retail in February 2023,gathered responses from 66 airports and 144 brands in 29 countries.Most airports and brands have specific carbon reduction targets in their CSR strategyOver two in five airports plan to achieve net zero emissions before 2040Q:Which actions is your company taking to develop employee engagement?Airports top 5 actions to reduce carbon emissionsQ:Which of the following actions is your company putting in place to reduce CO2 emissions?Q:When will your company be achieving net zero emissions?Tackling Climate ChallengesAirportsBrandsAIRPORTS&BRANDSAIRPORTS AIRPORTS 70%Q:Lets first ask you about your companys CSR strategy.Does it include specific CO2 reduction targets?YESNOI DONT KNOW3%Recycling&waste managementSwitch to green(renewable)energyImplementation of a fleet of electrical vehiclesReduction of single plastic useImplementation of solar panels76hdaY%Q:When will your company be achieving net zero emissions?Between 2040 and 2050Between 2030 and 204035%Support employees physical and mental wellbeingInvest in skills developmentPromote flexible working schemesEmployee engagement surveysEncourage a speak up culture/feedbackReward/celebrate performance and achievements41875%Top 5 actions brands and airports are taking to develop employee engagementSupporting Employee EngagementAIRPORTS&BRANDSBefore 203017%Other3%5TRAVEL EXPERIENCE VOICES:Pathways to growthAirports and brands state Experience and retailtainment as the consumer trend most likely to influence the future of airport retail and F&Bof airports and brands believe Sense of Place should be regarded as a category in its own right and should benefit from a specific operating modelof airports and brands are developing actions to support the communityTop 3 actions developed by airports and brands to support communitiesQ:Is your company developing actions to support the community?Q:Please can you select the top 3 actions your company is developing?Q:Which of these consumer trends are most likely to influence the future of airport retail and F&B?Q:How strong is the potential for hybrid stores in the future(blurring lines between retail,convenience,F&B)?Q:Do you think Sense of Place should be regarded as a category in its own right and should benefit from a specific operating model?Q:How strongly do you agree with this statement:Sense of Place is a powerful means to support local economies&producers?”Innovating to Elevate the Travel ExperienceCelebrating Culture and Communities74%AIRPORTS&BRANDSAIRPORTS&BRANDSOverall,airports and brands rank 3.7/5the power of Sense of Place to support local economies&producers76%Promote local employment55%Promote local sourcing48%Donations/fundraising3.4/5the potential for hybrid stores in the future of airport commerceAirports and brands rankExperience and retailtainmentSeamless journeysValue for moneyHealth and wellbeingSustainability and ethicsOnline and digital123456TOP TRENDS FOR AIRPORTSExperience and retailtainmentHealth and wellbeingSustainability and ethicsValue for moneySeamless journeysOnline and digital123456TOP TRENDSFOR BRANDSAIRPORTS&BRANDSBut the industry is known for an unrivalled resilience and ability to project itself in the future.The strong fundamentals underpinning growth are unchanged and the Trinity ecosystem is fully committed to rebuild and futureproof their businesses to achieve long-term,sustainable growth.With an ambition to help partners on their pathways to growth,the Travel Experience Voices research is spotlighting three aspects that are at the top of the industrys agenda.First is the sustainable transition of the industry in a context of climate pressure and rising consumer awareness.All parties in the ecosystem are recognizing In a recently published quarterly traffic outlook,the Airport Council International(ACI)is stating that traffic should recover to 92%of pre-pandemic figures(or 8.4 billion passengers)this year.The long-term view is looking brighter,pointing to the continued growth of air traffic,which is estimated to rise to 19.3 billion in 2041.The proportion of international passengers in total traffic is also expected to rise steadily over the coming years,with traveler sentiment gaining positive momentum.Against this backdrop,geopolitical and macroeconomic headwinds continue to create uncertainty,as looming impacts on air transport demand and global Travel Retail sales are cause for concern.the importance of reducing their carbon footprint and investing into sustainable practices.This report will highlight the industrys progress towards a more sustainable future and the critical role of partnerships to achieve mutual goals.Second is our capacity,as an industry,to address changing consumer demand and to recognize how the emergence of new technologies are set to transform airport commerce and F&B.Innovation will play an increasingly important role to deliver world-class traveler experiences,enhance physical interactions and eliminate pain points.If the ecosystem finds consensus on how to collectively capitalize on customer data,opportunities will be limitless.Third is the importance of Local Authenticity,to meet travelers expectations for genuine and memorable experiences,to maximize revenues and to make a positive contribution to local economies and communities.We hope insights from this report will assist our partners,and the industry at large,as together we navigate this rapidly changing landscape to enable us to thrive in the years ahead.IntroductionThe Travel Retail&Dining industry may have been floored by the Covid-19 pandemic,but it is fair to say the pace and strength of recovery have exceeded the greatest hopes.The reopening of Chinese borders earlier this year removed the last obstacle to the full rebound of global air traffic,with little left to hamper the unstoppable forces of global mobility.6TRAVEL EXPERIENCE VOICES:Pathways to growthSteps towards a more sustainable future7TRAVEL EXPERIENCE VOICES:Pathways to growthThe industry recognizes the role it must play to mitigate the impacts of climate change and of the significant threats it poses to the environment,human health and the global economy.Driving action while working collaboratively to find solutions to lessen their contribution to greenhouse gas(GHG)emissions and implement more sustainable practices is at the top of the industrys strategies.This is also driven by consumer demand for more environmentally friendly products and a growing awareness of the impact of climate change.Great strides of progress have been accomplished.Industry bodies have come together in recent years to set ambitious targets towards carbon reduction and certification frameworks have been implemented to effectively encourage and track progress.In 2022,42 countries signed the Toulouse Declaration,a text that advocates a goal of net zero emissions from air transport by 2050.Many airports globally have also signed the declaration.Similarly,the Airport Council International(ACI)encourages its members to invest in their long-term capacity by adopting cleaner technologies,reducing carbon and greenhouse gas emissions,and exploring new market opportunities,all while preserving their long-term growth.The Airport Carbon Accreditation(ACA)launched by the ACI is a global carbon management certification program for airports.It recognizes the efforts of airports of all sizes,to manage and reduce their carbon emissions through 6 levels of certification:Mapping,Reduction,Optimization,Neutrality,Transformation and Transition.THE JOURNEY TO NET ZEROMost industry players have set very clear targets to achieve carbon reduction.In the Travel Experience Voices online survey Lagardre Travel Retail conducted in February 2023,83%of airports and 70%of brands stated their company has set specific targets to reduce carbon emissions.When it comes to finding effective ways to reduce their carbon footprints,airports and brands have deployed a wide range of initiatives,with some having already implemented solutions for many years now.Industry players are working intensively to reduce their energy consumption,but it will be a longer road to complete the transition to a full net zero economy Airports and brands aim for the long-term pay off of their sustainability investments,recognizing it is key to future business growth Onboarding employees and travelers to support sustainability roadmaps is an essential step towards achieving goals Industry players have strong commitments to making positive contributions to their communities8TRAVEL EXPERIENCE VOICES:Pathways to growthAIRPORTS TOP 5 ACTIONS TO REDUCE CARBON EMISSIONSA first effective measure identified by airports and brands is the switch to renewable energy sources.Airports are significantly investing into solar panels,wind turbines,and other renewable energy sources to power their operations.For example,Nice airport completed the switch to renewable energy in 2015 and Terminal 1 is now heated and air-conditioned via a water-tempered loop using the citys wastewater.Geneva airport has installed 23,500 sqm of photovoltaic panels on its roofs and is planning to increase this space to 55,000 sqm by 2030,making it one of the largest photovoltaic spaces in Switzerland.By implementing the new Genilac network in 2026,a 100%renewable innovative thermal solution,Geneva airport will reduce its CO2 emissions heating and cooling by 60%,using water from nearby Geneva Lake.In the Americas,Dallas Fort Worth Airport purchases 100%renewable electricity from Texas wind farms.Increasingly,airports are developing these solutions to make their buildings entirely self-sufficient in terms of energy consumption.The switch to electric vehicles is another effective solution to be actioned.Many airports are quite advanced on this journey most of them having completed 80%to 100%of their transition,and fast-charging stations are popping up everywhere airside.Airports are supporting green mobility within the airport community,investing in electric buses and other electric vehicles to transport passengers and staff around the airport.As an example,Geneva Airport has implemented a number of mobility measures to avoid employees using their own cars,including six morning Aerobus lines serving the airport free of charge from Geneva and neighboring France.Passengers can also take advantage of these shuttles.On the brands side,several measures are also being explored to reduce the cost to the planet.The Coca-Cola Company is leading by example on sustainability and has a bold ambition to achieve net zero carbon emissions by 2050 globally,and by 2040 in Europe.In order to achieve this ambition,the companys main bottling partners in Europe,CCEP and CCHBC,have fully switched to renewable electricity sources.The company has also moved 80%of its electric consumption in its European head offices to renewable electricity(PPA signed).French B-Corp certified Cojean,a leading F&B brand which pioneers responsible business practices,can take pride on a carbon footprint which is five to nine times smaller than that of traditional burger fast-food chains.Among the many initiatives the brand is developing to cut down its emissions,it will be banning beef from all recipes in 2023,offering a 99%Clean Label menus,and sourcing locally a majority of its ingredients.For instance,they have developed a partnership with Berry Graines1,a French farming company supplying bulgur and chia pearls,instead of sourcing from Brazil.In 2021,over 70%of Cojeans food and packaging expenses has been realized with French suppliers.Brands are focusing on reducing the amount of packaging,such as using thinner and lighter materials or redesigning packaging to be more efficient.On packaging,Coca-Colas“World Without Waste”strategy focuses on three pillars:Design,Collect and Partner.The company aims to make 100%of their packaging recyclable by 2025,and to reduce the use of virgin plastic by 3 million tons in five years.By 2030,the company aims to collect a bottle or can for every one they sell,and use at least 50%recycled material in all packaging.In 2022,The Coca-Cola Company announced an industry-leading goal to significantly boost its use of reusable packaging.By 2030,it aims to have at least 25%of all beverages globally across its portfolio of brands sold in refillable/returnable glass or plastic bottles,or in refillable containers through traditional fountain or Coca-Cola Freestyle dispensers.The Coca-Cola Companys purpose is to refresh the world and make a difference and use their global presence to build a more sustainable future for their business and the planet.Recycling&waste managementSwitch to green(renewable)energyImplementation of a fleet of electrical vehiclesReduction of single plastic useImplementation of solar panels76hdaY%9TRAVEL EXPERIENCE VOICES:Pathways to growthbulk of the aviation carbon footprint,and which are accounted for by airports.As described by a CSR executive at Nice airport,“we have control over 4%of our Scope 3 emissions.The other 96%come from aircrafts emissions(takeoff,landing and cruising)over which obviously airport operator has no control but the duty to facilitate and influence airlines to reduce them”.According to our online survey,35%of airports aim to achieve net zero emissions between 2040 and 2050,27%say their goal is before 2040 and 17%as soon as 2030,as it is the case for Dallas Fort Worth Airport.Sustainable Aviation Fuel(SAF)is a promising aspect to reduce the aviation industrys carbon footprint.SAF is produced from renewable sources such as biomass,agricultural waste,or solid waste,and has the potential to reduce greenhouse gas emissions by up to 80%compared to conventional jet fuel.According to the International Air Transport Association(IATA),in 2021 SAF accounted for less than 0.1%of total jet fuel consumption,but the goal is to reach 2%by 2025 and 5%by 2030.Despite the progress,there are still challenges that need to be addressed to scale up the production and use of SAF and bring down the cost.Finally,how waste is being collected,sorted and recycled is a concern for all parties,but the pace of progress is uneven.Dallas Fort Worth Airport has a plan to achieve zero waste over the next two decades and has implemented clear sorting streams to manage solid waste from terminals.The airport has also piloted an AI and robotics-based smart recycling container to sort materials at the point of disposal.They have set up a composting program whereby food waste is collected and transported to local organic farm and composting facilities.Bangalore airport is commissioning their Integrated Solid waste management system in-house,to turn waste into sustainable fuel which will be used by the airport.Digested sludge will be converted as manure and will be used within communities nearby.Cojean has been the first and currently is the only brand with 100%of the restaurants fully sorting their waste,as required by French regulation.But in many places,there is still a bulk approach to waste collection and the level of investment required to develop an effective strategy is still under debate.THE LONG ROAD TO ELIMINATING AIRCRAFT EMISSIONSAIRPORTS PLAN TO ACHIEVE NET ZERO EMISSIONSAs the aviation industry continues to grow,it is critical for airports to continue to implement sustainable strategies to mitigate climate change.However,a significant challenge for all of them is to tackle the largest impact of aircraft emissions,which make the A MATTER OF RESILIENCEClimate events are increasing in both frequency and intensity.They have become a main concern for airports,in particular for those which are located on high-risk land.Possibly one upside of the pandemic was the industry becoming more conscious about the impact of global scale events and it is now investing significantly to futureproof their businesses to survive in a fast-changing climate.A question that is still hanging over heads is,as climate-induced risks become a major area of focus for businesses,individuals and investors,is it even realistic to believe in the continued growth of international air traffic?Flying is likely to be impacted by climate change in several ways;the availability of suitable landing and takeoff conditions,changes in fuel prices and regulations,and shifting demand from more environmentally conscious travelers.Overall,it is difficult to predict exactly how air traffic will change,but brands and airports maintain strong confidence in the future of the aviation and Travel Retail industries.Providing they can successfully adapt their models and innovate to develop more sustainable solutions for the future,they will continue to benefit from peoples desire to travel.As executives at Dallas Fort Worth Airport put it:“As a society we are so highly dependent on air transport,we cannot decouple people from that need”.“Turning our waste into biofuel serves our ambitions in terms of circularity and resource efficiency.”Bangalore Kempegowda International Airport This has not been decided/disclosed yet185tween 2040 and 205027tween 2030 and 204017fore 2030Other3%“Working with airlines and manufacturers to reduce aircraft emissions is a medium to long-term goal.The easiest way to do this is to increase the use of SAF and leverage new technologies and we are involved in government efforts to move even faster towards this ambition.”London City Airport10TRAVEL EXPERIENCE VOICES:Pathways to growthThe Aviation Sector:The imperative to transform in the face of the climate crisisMike Barry/Former M&S CSR Director,Sustainable Business Change ConsultantThe world is heating fast 1.1C above the long term average already and projected to hit 2.7C by 2100.This has been enough to unleash record flooding,drought,heat and wildfires globally,impacting lives and livelihoods.These impacts will only grow.The aviation sector is already under the spot-light for its contribution to this climate crisis.Today it is responsible for between 2.5-3%of global CO2 emissions but as demand grows and other sectors decarbonize it will become proportionally an ever more important source of emissions.The sector risks underestimating the pres-sure it will be under to start to cut its carbon footprint significantly in the next decade.It will face a growing price on its emissions(both voluntary through the CORSIA scheme and potentially regulatory too e.g.the EUs Emission Trading Scheme);policy interven-tions such as the French Governments to shift short haul passengers on to high speed trains;pressure on airports such as Schiphol to cut flights;a growing customer expectation that flights are materially less impactful than today;marketing bans on high carbon activi-ties such as flying;more campaigns such as flight shaming asking people to commit to fly less;and corporate customers cutting back on business travel(part of their Scope 3 emis-sions)to save costs,emissions and time too.In addition,every pathway to a net zero avia-tion sector depends heavily on carbon off-setting,much of which today suffers from low quality and transparency,in turn giving rise to accusations of greenwashing.Only partnerships with the offset originator and ci-vil society,as opposed to the commodity plat-form they can be bought from,will provide the re-assurance that they are credible.The aviation sector is crucial to the economy and society globally.But it faces a massive climate challenge.Only systemic partnership,not just at an airport level but across the sec-tor with plane,engine and fuel producers,as well as suppliers and business partners will enable it to deliver the level of decarboniza-tion that secures its long-term future.It needs to focus less on offsetting and instead invest into new sustainable fuels,engines and pla-nes that provide an opportunity to deliver a step change in emissions per customer per km.And it cannot shy away from the ultimate challenge of demand management.Policy,tax and consumer pressures will,in a climate disrupted world,see only the most committed parts of the sector prosper in the long term.Green up to the shop floor As part of its global CSR strategy,PEPS(Pla-net.Ethics.People.Social.)and commitment to achieve its contribution to a global,col-lective carbon neutrality by the end of 2023,Lagardre Travel Retail has implemented several key initiatives to reduce the environ-mental impact of its store operations.Opened in 2022,the Discover store in Changi Airport,Singapore,has undergone eco-design through a life-cycle assessment approach to reduce carbon emissions.Circular and sustai-nable initiatives,ranging from modular and re-usable hoarding solutions to paint made from food waste resulted in a 34%reduction in Carbon dioxide emissions compared to a tra-ditional approach.Similarly,the worlds first Aelia Duty Free eco-responsible store,which opened at Geneva airport in March last year,achieves a 40%reduction in the carbon foot-print of its furniture and POS materials.The store fully integrates a 3Rs(Reduce/Reuse/Recycle)approach to optimize resource effi-ciency.More responsible store design is gaining pace in many locations where Lagardre Travel Retail operates.For example,in France a Relay Green Lab is being piloted at Paris Charles-de-Gaulle Airport.11TRAVEL EXPERIENCE VOICES:Pathways to growthsales to more conscious consumers and bring together profit with purpose.The long-term gains to be expected from investing into a more sustainable model are ranging widely from cost efficiency(through less energy-intensive infrastructure),enhanced brand reputation,mitigating risks,greater ability to attract and retain talents and unlocking new business opportunities.“We want to tackle the paradigm of being sustainable both economically and environmentally.”Dallas Fort Worth International Airport PARTNERING FOR CHANGE Brands and airports alike agree that the materialization of their CSR agenda can only be achieved through strong industry partnerships.The most common way is through sustainable procurement practices.The weighting of sustainability criteria into tender documents is increasing steadily.The industry is working to ensure partners and suppliers are adhering to responsible practices,such as reducing waste and GHG emissions and using eco-friendly materials.Many companies are also investing in programs to help suppliers improve their sustainability practices,sometimes with a financial incentive.MAKING THE BUSINESS CASE FOR SUSTAINABILITY INVESTMENTMaking business models and operations fit for a low carbon future comes at a high cost,however there is an industry consensus that all stakeholders will see the investment pay off over the longer-term.What is good for the planet and good for the people is also good for the bottom line.Investing into sustainability is even regarded by some as the key to their companys survival,to continue to meet consumers expectations and maintain an ability to secure investment and government funding.A top executive at Dallas Fort Worth Airport is very clear about what is at stake:“The question is not about how being responsible can be more expensive.The cost of not being responsible is far greater,by creating a risk of being downgraded by lenders and weakening our ability to secure affordable funding.Therefore,an effective sustainability strategy must also complement the business performance.”“Some investments to make our business resilient in the face of climate change wont immediately pay off.But if we dont do it,the business.But if we dont do it,the business will not be sustainable.The pay back here is our long-term survival as a business.We believe Sustainability is a Voluntary license to operate.Bangalore Kempegowda International Airport For brands in particular,demonstrating higher green credentials and developing more environmentally friendly and responsible products is a way to ensure they remain relevant to travelers.A survey by M1nd-set has shown that 75%of travelers feel that Duty Free brands have taken more steps towards being sustainable in the last two years,and 76lieve that brands efforts towards being more sustainable is credible and genuine.If brands successfully demonstrate how they are changing to meet these expectations and adequately investing into more sustainable practices,they will undoubtedly develop When it comes to onboarding operators to support their sustainability roadmaps,airports are more about the carrot than the stick.As part of its sustainable engagement,Bangalore International Airport is currently working on a program which will not only encourage and incentivize customers to shop and consume sustainable products but also its retailers and brands to adapt sustainability initiatives,whereby they would be rewarded with Green Points every month which can be redeemed against their concession fee.This strategy is being investigated by commercial teams at Dallas Fort Worth Airport,which is the“largest carbon-neutral airport”in North America and the first global airport to achieve a 4 ACA ranking.They are willing to explore more favorable lease terms for partners who are most committed to operating sustainably.Respondents to the Travel Experience Voices online survey have named many practical ways to encourage partners to support their sustainability roadmaps.Beyond communications and best practices sharing,financial incentives are named by many.Most notably,airports and brands are strengthening their procurement and tender process to ensure their partners meet high standards of environmental and social practices.Another area where strong partnerships are needed is waste management.Significant amounts of food,plastics and other waste are generated by commercial areas at airports.There are significant opportunities for landlords“Airports must be more discerning about who they work with.Thats how we achieve to make a difference.”London City Airport“CSR criteria should be integrated into tenders from the very start,in the same way financials or service quality are.”Aroports de la Cte dAzur12TRAVEL EXPERIENCE VOICES:Pathways to growthdifference,they are more likely to be engaged and invested in their work.Employee engagement is an important and highly regarded business priority.Respondents to the Travel Experience Voices online survey have given a 4.2 ranking(out of 5)when asked how important employee engagement is to their companys people strategy.Our online panel of respondents said they are pursuing several different initiatives to onboard their employees.The most popular way is through dedicated training and communication campaigns to raise staff awareness of environmental and social challenges.Involving employees into volunteering activities is also a very practical way to engage them.Finally,companies are also giving an increasing importance to CSR into their governance frameworks,turning sustainability goals into strategic ones and tying up their senior executive incentives and rewards to them.At Bangalore,staff can dedicate half a day every month to pursue their interests and support airports community driven CSR commitments.They are involved in volunteering activities such as teaching in adopted schools,working with F&B operators and charitable organizations to make food donations which results in more than 1,000 meals being distributed every month to the community.In Nice,the focus is on raising employees awareness of climate risks.Every month,nearly 10 sessions of the Climate Fresk6 workshops are organized for staff members.“We need to give our employees meaning.They are very proud of the progress we have made and this definitely supports their engagement.”Aroports de la Cte dAzur In the UK,London City airport is organizing two large-scale community volunteering initiatives every year,supported by their own staff.The Coca-Cola Company is investing into education and awareness,through a two-year program called Sustainability Essentials.This will help employees embed sustainability into business practices.Dallas Fort Worth Airport is taking a similar approach by investing into education and to work more closely with operators and brands to define waste reductions strategies,including food donation initiatives,sorting streams,and recycling processes.Passengers can also be onboarded on the industrys journey of change as more and more passengers are willing to compensate their flight emissions.A survey by McKinsey has shown that the vast majority of air passengers were willing to pay somewhat more for carbon-neutral tickets,with travelers aged 18 to 34 willing to pay the most5.Another way to help them do this is to allocate Green Points,which can be redeemed in stores by buying the most green or ethical products on offer.A flagship program,rolled-out over a decade ago by Australian air carrier Qantas is Fly Carbon Neutral,whereby travelers can offset the carbon emissions from their flight by contributing to an environmental project.Qantas matches each contribution dollar-for-dollar.PEOPLE MATTER Helping employees to understand and embrace their companys sustainable agenda is a critical step.One of any organizations most important group of stakeholders,their own employees can contribute to promote a culture of sustainability and play a significant role in reducing the companys environmental footprint,minimizing waste and preserving resources.A clear and ambitious roadmap to a greener future is a very strong cause for employee engagement.If members of the staff feel that their efforts are making a meaningful awareness to demonstrate how sustainability is tied to employees personal lives,and how every individual can make a difference.Key to developing this company culture,Dallas executive teams are also incentivized on environmental goals.Beyond employees,creating awareness among travelers is an important goal for all companies and there is a real benefit to be expected from greater,more targeted storytelling on their CSR roadmaps.“Our airport is an amazing platform to showcase our innovative ideas to the world.”Dallas Fort Worth International Airport Creating value for all is a clear priority for companies in our industry.Airports have a huge impact on their communities.They bring jobs,they attract businesses and they foster infrastructure development,but they also trigger significant noise and air pollution.For airports that are located within a short distance of a city,such as London City Airport,the challenge to mitigate negative impacts is even greater.The airport has therefore set up a number of actions to positively influence its East London community,and the three million people who live there.Working with local authorities,London City is dedicated to improving skills in the community through investment in school initiatives,to developing short supply chains by creating networks of local suppliers,and to creating direct employment opportunities by educating community members about career opportunities within the aviation sector.Bangalore airport has developed a very comprehensive program to support their community.Through the airports foundation Kempegowda International Airport Foundation(KIAF)the teams are committed to create social value through targeted interventions for the communities around the airport and the social ecosystem at large.More than ever,the road to successfully achieving common CSR goals for the future will require that all stakeholders share the same understanding of what is at stake and collaborate closely to make a real difference.“Our partners are very supportive of our efforts,and we must ensure this becomes contractual.We also need to implement a more effective way to monitor their performance,to ensure we are on track to collaboratively achieve our decarbonization targets.”London City AirportElevating the travelers experience13TRAVEL EXPERIENCE VOICES:Pathways to growth Changing consumer demand and the emergence of new technologies are transforming airport commerce and F&B Delivering world-class experiences remains the unquestionable focus of the industry,which is harnessing new tech to enhance physical interactions and eliminate pain points Views as how the ecosystem should manage customer engagement differ,despite strong consensus that sharing data is the right way forward Lines between categories are increasingly blurring to meet travelers expectations of more holistic experiences and maximize both revenues and retail spaceThe health crisis has challenged airport commerce and F&B in unprecedented ways but in most markets the rebound has been fast,and strong.Brands continue to see the channel as a powerful platform to express their DNAs,to launch exclusive products,capture new consumers and act as a growth lever.Airports are also relentlessly working with their partners to upgrade their retail and dining offers to exceed passenger expectations and maximize non-aeronautical revenues.However,there is an industry consensus that there is a before and after the pandemic.Travel has changed,and so have travelers.The first measurable impact of the crisis is a change in passenger profiles and spending behaviors at the airport.Greater numbers of younger and less affluent travelers,who are expected to make up to 50%of all travelers within the next couple of years,is leading to declining demand for traditional airport products and services.Business travel is on a downward trend,and there is no certainty that the high number of 14TRAVEL EXPERIENCE VOICES:Pathways to growthChinese travelers prior to the crisis will remain high in future years.Greater competition from online channels,the erosion of the Duty Free price advantage and more digitally-savvy consumers are also driving both airports and brands to scale up new technologies and identify meaningful ways to engage consumers.In a recent article published by consulting firm Bain&Company,the authors are referring to this transformation in progress as a perfect industry storm:“Change was inevitable,but Covid-19 sped up the shift,creating a perfect industry storm.Airport management companies and retailers now must rapidly overhaul their sales and marketing strategies,while grappling with flat to declining revenues,sharply lower profits,declining passenger traffic(compared with pre-Covid forecasts),and vacant retail space.”7Rising to the challenge,all stakeholders in the industry are demonstrating pioneering,innovative mindsets to improve the customer experience and increase revenue.EXPERIENCE FIRST“The power of choice is everything.Travelers are more conscious about what they like and what they want.”Puig Travel Retail This may be the digital era but when it comes to airport retail and dining,the physical experience supersedes it all.Results from the Travel Experience Voices online survey show that for brands and airports alike,experience and retail entertainment is the consumer trend which is most likely to influence the future of airport retail and F&B.The Extime concept developed by Aroports de Paris is the best incarnation of the industrys greater focus on hospitality and experience.A part of Group ADPs 2025 Pioneers strategic roadmap,Extime intends to build the foundation of a new airport model focused on hospitality,sustainability and performance.Through branded services,a loyalty program,a marketplace and a Boutique Terminal design,Extime offers passengers a unique experience in a restricted area.Taking its inspiration from the concept of boutique hotels,Extime aims to transform the reserved areas of airports into a collection of terminal shops,offering excellence in hospitality and service quality to their passengers.Increasingly,airports are mirroring the model of high-end shopping malls to become more experiential.The example of Hamad International Airport in Qatar is named by many as the ultimate best-in-class reference for luxury and experience.In addition to featuring over 65 retail and dining outlets spread across three levels,the airport has also developed an extensive range of spa services which are accessible to all passengers.According to Puig Travel Retail,“Hamad airport is breaking the codes of what an airport can do,they have successfully managed to capture the entire customer journey by introducing the luxury vibe of a department store”.Brands are investing into their airport presence to deliver their visions and bring their DNAs to life.They no longer limit their offering to perfume and cosmetics or accessories,but instead push for much larger spaces where all categories can be featured.Moving forward,the range of services airports offer will expand to better deliver the experiential ambition that we all share.Spas,treatments pods,skin and makeup diagnosis are high on the radar of beauty brands.These services already exist in many airports,but there is a significant opportunity to further sophisticate them to make the experience more memorable and fun.The emergence of hybrid stores,fading lines between product categories,and a push towards omnichannel sales are important ways to support this trend.“Customers want to access experiences similar to the ones they have downtown,and there is no better place to do this than in Luxury retail.”Aeroporti di Roma“People are looking for experiences,not for products or services.”Lima Jorge Chvez International Airport 15TRAVEL EXPERIENCE VOICES:Pathways to growth“We must upskill and support sales teams to better understand consumer behaviors and in turn reach better conversion rates and a higher spend per passenger.With Extime,we are introducing more sophisticated roles,where people are better equipped to understand the travel industry and what is on passengers minds when they interact with them.”Aroports de Paris There is a tremendous opportunity to disrupt the traditional retail and dining offerings.In future years,airports and brands would like to explore the development of art exhibitions,luxury dining,interior design stores,home collections.Passengers can already buy real estate in Dubai,or electrical scooters in Rome.The opportunities are limitless.On the back of an evolving offering of products and services,airport jobs might change too.The quality and uniqueness of the service delivered by the sales team has a huge role to play to maximize customer experiences.In the future,we can anticipate that emerging roles such as Matre dhtel,concierge or personal shoppers will become more of the norm.Some airports have made the leap already.Rome airport has introduced multi-language personal shopping services for extra-Schengen passengers(mostly US,Korean and Chinese passengers).The impact of these exclusive services on sales performance is unquestionable.For example,for some Luxury brands transactions through personal shoppers have climbed to 4%of total sales,a very high proportion.The Italian hub is also looking to develop new collect and delivery services,which 40%of current non-shoppers say they would use.To successfully deliver these services,investment in staff skills and training is a must.Operators should consider looking at different sets of profiles with a greater emphasis on high-end customer service,product expertise and advisory.“We must be able to create unexpected experiences,stimulate new desires.”Aroports de Paris TECHNOLOGY AS A MEANS,NOT AN END To most in the industry,the biggest potential for digital tools and new technologies is to bring efficiency and convenience to passenger journeys and to eliminate pain points.Digital tools and emerging new tech must serve these ambitions,but are not the end goal.As people want to maximize their dwell time,there is a greater focus on making the check-in and security checks as quick and seamless as possible.Smart gates,virtual queuing,apps to pre-order food and check for seating availability are some of the innovation that many airports have already deployed.These investments have been made to ease the passenger journey through the airport,relieve stress levels,hence leaving passengers more time and head space to enjoy their shopping and dining experiences.Digital tools are also being implemented to enhance the in-store physical experience,facilitate and guide the product selection.Amongst most forward-thinking company is Puig Travel Retail,which is harnessing new technologies to help customers to experience fragrances and develop their scent identity.They are most notably using AI and machine learning to create profiles based on customers most-liked references.They are exploring the power of facial recognition to read emotions when exposed to a particular scent and make product recommendations accordingly.Other luxury beauty brands are using virtual try-on technologies.3.4/5the potential for hybrid stores in the future of airport commerceAirports and brands rank“We best innovate through the brand we create Extime our services and our people.Digital tools are only a means to support these.”Aroports de Paris“Innovative services have a tremendous potential to increase conversion rates and generate additional revenues while improving customer experience.”Aeroporti di Roma16TRAVEL EXPERIENCE VOICES:Pathways to growthWhen it comes to emerging technologies such as the Metaverse,augmented or virtual reality,NFTs and others,brands and airports show a different level of maturity.Many luxury brands have already made the leap and developed brand experiences using such technologies.On the airports side,there is still a lack of understanding of most recent technologies and the potential they bear to significantly transform the shopping experience.The focus is on better use of more traditional technologies and ensuring they are leveraged to their best potential.In Dining,players are striving to innovate to make the customer experience more authentic and frictionless,while reaching a perfect blend of touchless and human interactions.When asked to name which developments are most likely to be integrated in the future of airport F&B/Dining,respondents to the Travel Experience Voices online survey,local dining experiences and offer were named by airports and F&B brands as their top choices.A close second are food pre-ordering and payment technologies.Other areas where they anticipate greater focus over the coming years are food transparency and traceability,an extension of the offer,and kitchen automation,space optimization and modularity.To support the innovation ambition of airports and contribute to travelers expectations for seamless journeys,Lagardre Travel Retail has partnered with technological experts to open autonomous stores.Lagardre Travel Retail Belgium partnered with Atos to open the first automated Duty Free store at Brus-sels airport to offer passengers a quick and touchless experience.The technology used is based on the use of interactive furniture and 3D(Lidar)cameras allows the automatic recognition of products selected by the passengers.The purchase can be done swiftly and autonomously,without even the need to scan the pro-ducts.Paradies Lagardre partnered with Amazons Just Walk Out Technology at Charlotte Douglas Interna-tional Airport to open a Convenience store.Shoppers enter the store by inserting a credit card at the entry gate.The technology then detects what shoppers take from or return to the shelves in the store.When they have completed their shopping,they leave the store,and their credit card will be charged only for the items they took.Seamless autonomous shopping experiences“You dont have to create more technology but take advantage of what is already available and make the best use of it.”Lima Jorge Chvez International Airport“Technology is meant to augment the human touch,not to replace it.”LOral Travel Retail17TRAVEL EXPERIENCE VOICES:Pathways to growthAirport retailers face the biggest disruption to their business since the industrys inceptionone that will rapidly redefine winners and losers.This disruption will come from two shifts.One is the growing importance of younger consumers with different preferences from older generations:78%of millennials would rather pay for experiences than goods,for instance.Another is the blurring of digital and brick-and-mortar shopping:68%of consumers now expect online experiences to be linked to those offline.As a result,digital technologies that have reshaped the wider retail industry will radically transform traditional airport shopping,paving the way for omnichannel sales that will likely combine a personalized,tailored digital interaction prior to travel with an in-store experience.For both travel retailers and airport managers,doing this right will mean affecting the behavior of a broad share of shoppers,not just a narrow minority,while also generating a measurable impact on sales.That will require a complex set of profound changes.Among other things,travel retailers and airport managers will need to:Invest significantly in big data and advanced analytics capabilities Build an omnichannel ecosystem,or join an existing one Increase the level of sales tracked by customer relationship management(CRM)tools to at least 40%Turn physical stores into places where digital relationships are finally converted into a physical experience Embrace a culture of rapid experimentation in which failure in a test is OK so long as learning follows.The payback will be worth it:Omnichannel customers are more profitable,and they consistently spend more frequently and with a higher average ticket.Bain research suggests omnichannel customers spend twice as much as brick-and-mortar customers and have a Net Promoter Score that is two times higher.Moreover,investing in digital capabilities will enable a fully data-driven commercial strategy with numerous benefits.For instance,fully data-driven assortment and space planning can yield a 2-5%sales uplift.Dynamic pricing can improve EBITDA by 8%to 14%.Artificial intelligence in promotions planning can lift gross profit by 2%to 5%.And personalized digital marketing led by CRM data can improve marketing return on investment by as much as ten times.The airport retail industry is on the verge of digital reinvention.Companies that take a wait-and-see approach risk being outpaced,not least because digital natives are scouting for opportunities to expand in airports.Three strategic questions can help executive teams get started preparing for the pivotal shift ahead:What investments are most urgent to make the shift to being a technology-driven company?Should we build our own omnichannel ecosystem or is it smarter to be part of an existing one?Do we have the CRM expertise and a sophisticated proposition to win in a changing market?Marc-Andr Kamel leads Bain&Companys global Retail practice and is a partner based in Paris.The Omnichannel Travel Retail Experience Is Now BoardingConsumers increasingly expect online and offline experiences to be linked in airport shoppingMarc-Andr Kamel/Senior Partner,Head of Bains Global Retail Practice18TRAVEL EXPERIENCE VOICES:Pathways to growth“We definitely see the potential of hybrid concepts.We will continue to include them in tenders and plan for more of these concepts.”Hong Kong International Airport At Dubai International Airport(DXB),there is a firm belief that blurring lines between categories in the same space is the right way forward,not only to meet customer expectations but to maximize revenue per sqm:“In 2019,we opened a space mixing retail,bar,restaurant,and digital entertainment in one location.By landing the different categories in the same space,we have increased our revenue by 30%to 40%per sqm”.The Middle-East hub is willing to encourage the emergence of more of these hybrid concepts,to further improve the experience for its customers,while maximizing its revenue potential.As part of this trend,they anticipate that operators brands will give way to stronger concept and product identity.Critical to the realization of successful hybrid experiences is the ability to work with partners who can bring a holistic expertise across retail and F&B.In this regard,many hubs find that working with one operator covering all categories and segments is the best way to improve the guest experience and achieve greater financial performance.BLURRING LINES In line with airports and brands expectations that airport commerce will adopt the codes of the mall experience,hybrid stores combining different product categories are seen as bearing a very important potential for the future.In our online survey,airports and brands give an average ranking of 3.4(out of 5)to the potential for hybrid stores in the future.“Individual boutiques will be broken down into a walkthrough experience,this is the future of hospitality and definitely what consumers are looking for.”LOral Travel Retail Hong Kong International Airport has already embraced the opportunity of developing hybrid stores,such as the Caviar House&Prunier,where retail meets dining:travelers can purchase premium caviar and seafood products and enjoy gourmet menus and a champagne bar.A holistic approach to travelers needsIn 2022,Lagardre AWPL teams have unveiled Bound,a bespoke hybrid concept including bookstore and bou-tique espresso bar created for Brisbane Airport.The store celebrates Brisbane and Southeast Queensland providers and features local coffee&pastries brands.Bound also provides a best-in-class book offer with a wide range of genres,including the Top 50 fiction,childrens,business,lifestyle,and no-table titles of interest.In France,Lagardre Travel Retail have recently opened a tristore at Brest Quim-per Bretagne Airport,bringing together 3 brands:RELAY(Travel Essentials),Bread&Co(Foodservice)and Aelia(Duty Free).This new space illustrates the di-versity and complementarity of Lagar-dre Travel Retails activities and allows travelers to find travel essentials such as literature,press,snacks,but also a food offer made on the spot,and finally a large selection of Duty Free best sellers.19TRAVEL EXPERIENCE VOICES:Pathways to growthchannels with integrated digital platforms,and have a high interest in developing the customer experience.We want to offer passengers a consistent digital,food and hospitality strategy in the commercial area”.The same perspective is shared by Hong Kong International Airport.Through their own App,the airport is offering to build a window into the entire ecosystem by promoting retail,airline and food offers.The opportunity to present a united front to travelers through airport Wifi and an App is very clear,but the costs attached to these are high,and it seems that many players still struggle to find the right economical model to meaningfully engage passengers throughout their journeys.“Airport apps have a very strong strategic value to recruit new customers,and we have launched our retail specific loyalty programme to enhance passengers shopping experience in our airport.”Hong Kong International AirportFor brands,customer engagement should start when they book an airline ticket,well before they even get to the airport.As an example,LOral Travel Retail works with travel players such as TripAdvisor to ensure the consumers attention is captured before their journey even starts.At the airport though,they see the lead to be with the operators,who should address travelers in close partnership with the brands.In any case,the only winning strategy is one of collaboration and value creation at all touchpoints of the passengers journey.For another luxury beauty brand,the responsibility to digitally engage customers sits more naturally on the brands side,who are ultimately best placed to convey their brand image and universe,however this is extremely costly.The financial investment required by social media influencing has reached an all-time high.The challenge would therefore be for operators to come up with comprehensive,powerful loyalty programs but according to this other brand,the right model is yet to be found.If all parties agree that combining their data and customer knowledge is the best way forward to BREAKING SILOES FOR CUSTOM-MADE JOURNEYSThe industry recognizes the many benefits of developing omnichannel sales strategies to elevate,customize and make the customer experience seamless.The combination of physical stores,e-commerce platforms,social media,mobile apps,and other digital channels is explored to increase customer loyalty and engagement by facilitating interaction at multiple touchpoints.By expanding their reach,industry players are capitalizing on omnichannel sales to increase revenue while gaining a better understanding of travelers behaviors and preferences.Personalization is a key trend in Travel Retail.Retailers are using data and artificial intelligence to offer personalized recommendations and promotions to customers based on their browsing and purchasing history.Facial recognition technology has been implemented in some airports to identify customers as they enter the store and are able to offer tailored promotions based on their previous purchases.Creating tailormade experiences requires all parties to have an in-depth understanding of who customers are and what they expect.Key to this is our ability,as an ecosystem,to break siloes,share our data,and divide up the passenger journey based on different touchpoints.If there is consensus over the fact that sharing is the best way to grow the pie,views differ on where the ownership lies.“None of us can do this fully,its about the three of us working together transparently to optimize the customer journey.”Puig Travel RetailFor some,the main ownership is with the airport,who should act as an umbrella for airline,food,retail,and hospitality,providing a relevant and consistent customer journey.Dubai International Airport(DXB)for example,believe the airport is not just a landlord or a building manager,they have a mission to speak to the end customer too:“We have invested in social media design tailor-made customer journeys and boost the experience,it seems like it will take more time for the industry to agree on the best way to do this.To unleash innovation and become more agile,airports are increasingly investing in their capabilities,setting up incubators and adopting a start-up mindset.The best example of this is ADR Ventures,the new company launched by Aeroporti di Roma to foster the development of projects with high innovation potential,operating from the Innovation Hub at Rome Fiumicino Airport.ADR Ventures also aims to operate as an engine for the development of young entrepreneurship by supporting prospective startups from raising investment to the commercialization of their innovative solutions.Innovation is shaping the future of Travel Retail and dining.All players are committed to embracing new technologies and trends to improve the customer experience and increase revenue and as the industry continues to evolve,it will be exciting to see what new technologies and trends emerge to meet the needs of tomorrows travelers.“Passengers dont belong to us.Where the information comes from doesnt matter to them either.What we must do is create the best ecosystem to improve their experience and ease their journeys.”Lima Jorge Chvez International Airport The power of authenticity20TRAVEL EXPERIENCE VOICES:Pathways to growthCrafting very localized experiences and offers is a very strong area for differentiation.In Duty Free,shelves are stocked with international brands top sellers which makes it quite difficult for passengers to find that local vibe.This is also true in dining and convenience shops.Driving greater local authenticity isnt just a way to meet travelers expectations,it is also a powerful way to support local communities and producers,and to showcase what makes each location truly unique.Its a great way to boost sales too.Practically speaking,local products are an important spend driver,as more people want to take home a reminder of their travels.M1nd-set consumer studies have shown that in 2022,one in five passengers can be categorized as Local Touch Seekers,meaning that when shopping in Duty Free stores,these travelers are mostly looking at purchasing local,authentic products.There is a common understanding across players in the industry that Sense of Place will continue to overperform as a category and to be an important driver of revenue.At Lagardre Travel Retail,where locally empowered teams work to promote local offers,overall Duty Free sales from local products have increased from 4%in 2015 to 9%in 2022.On specific platforms,this is even higher.In the Schengen area of Rome Fiumicino,31%of sales come from the local offering.Shoppers price sensitivity on local products of which benchmarks are harder to find,it is much less than on traditional products.“We need to give people reasons to shop when traveling,and one way to do this is through products and experiences which are unique to the region.If we do this right,then price is less of an issue.”Cairns International Airport Local authenticity is expected to continue to be a strong revenue driver,in particular as local shoppers are less sensitive to price Storytelling is a very important aspect to consider when promoting local products.Airports and operators have a role to play to support brands to bring this to life Local teams with in-depth market understanding are key to delivering genuine,hyper-localized offerings More suitable business and operating models should be found to maximize the value of local authenticity21TRAVEL EXPERIENCE VOICES:Pathways to growthbeing authentically Australian if its been manufactured in China,even if its cheaper.It would undermine the product.”Localized sourcing is also a way to gain better control over the quality of the products.For Kama,a Czech clothing brand specializing in merino wool:“Our company has a long-standing commitment to keep our production locally,despite having many incentives not to do so.In our supply chain we only work with long-time partners,primarilly sourcing locally if the quality criteria as well as sustainable environment standards are met.Yarn producers supply us from the plant which is based only 50-km from Prague.This creates a good example of the close loop production established by Kama.If everyone agrees that the range of products is the most important vehicle for authenticity,the concept design,communications,and storytelling have a role to play to support local producers.Operators are demonstrating a very high level of sophistication when creating immersive and authentic in-store designs that convey city,regional,and national authenticity.An example is the recent celebration of la Fte du Citron de Menton at Nice airport by Aelia Duty Free France.In a yellow-tinted dcor,travelers could discover a large selection of lemon-based products made in the local area:lemon madeleines from Maison Colibri,lemon olive oil from A lOlivier,Limoncello from Maison Gannac,and terrine with preserved lemons from Maison Telme.Airport dining is also an important channel to leverage to create honest,authentic and memorable experiences for passengers.There has been a real shift in recent years towards a great balance in the F&B offering at airports,with more and more concepts dedicated to promoting local cuisine and gourmet foods.In convenience stores,local product ranges are becoming more of the norm as well,particularly in the souvenirs category.At Lagardre Travel Retail,Discover stores are a good illustration of how a global concept can become hyper-localized,not only through the offering but also in the concept design.THE ROAD TO LOCALEveryone agrees that differentiating the offer is more than essential.Local and regional communities are increasingly important for airports and landlords are looking for ways to reflect those communities in their retail spaces.But how is local authenticity best delivered?To most people,the range of products is what matters most.According to the results of the Travel Experience Voices online survey,airports think that localness is best embodied through a broad range of local products and an in-depth understanding of local markets.But what is a local product?Finding consensus on a definition seems to be out of reach.When asked which statements best describe a local product,the airports respondents surveyed online rank the following as their top three choices:1.A product manufactured at a city level,eg.Catania2.A product manufactured at a regional level,eg.Sicily3.A product manufactured at a national level,eg.Italy The closer the product comes from the area,the better.For Marseille airport,local authenticity is a way to express how it is deeply rooted in Provence and to showcase the regions success stories.Local products should be a cultural incarnation of each place,while steering away from clichs.This is felt strongly by one executive at Naples airport:“If we want our local offers to continue to be drivers for sales,we must be consistent.When I started to work in Naples,too many retailers were selling mozzarella,because its a best seller.This is wrong.A smaller,more specialized high-quality offer is the recipe we should aim for”.This is also echoed by Marseille airport:“A destination airport must be a window into its territory.It must be an elegant experience,not a gross interpretation of cultural clichs”.The industry also stands with one voice when pushing away the idea that a local product can just be a representation of a local cultural element.It is felt strongly that local manufacturing is a must,to avoid any kind of local-washing.For Cairns airport:“If you sell an Australian boomerang,you cant portray it as“Local authenticity is what makes the difference.It is how airport stores can move from being non places to becoming a true embodiment of the local territory.”Tasca dAlmerita22TRAVEL EXPERIENCE VOICES:Pathways to growthCONNECTING THROUGH STORIESBehind each local product are stories,and creating the right storytelling is critical to drive sales.In fact,airports and brands agree that there is real room for improvement on this front.Operators need to be able to build closer links with the networks of local producers whose products they sell,and to create training programs to enable sales teams to deliver the right narrative to their customers,adding to the authentic touch.“If shops assistants knew more about the product they sell,they would be more engaged in the process.Those are nice stories to tell,it can create better engagement.”KamaTo serve this ambition,technology can also be leveraged.The Future is Local concept,developed by Lagardre Travel Retail teams in Prague airport,offers customers the chance to discover individual stories through QR codes.To most airports and brands,the offering of local products could be enhanced through live animations,which is another way to promote producers and their unique know-hows.“Airport retailers have a role to play to support local producers and promote destination branding.By showcasing local offers through live animations at the airport,we as producers can better work on our brand and products positioning and improve the effectiveness of our storytelling,with far less dispersion of resources.”Tasca dAlmeritaTo do this right,airports,retailers merchandising teams and local producers must work hand-in-hand to craft the right stories,train the teams and deliver the stories to the travelers.For an executive at Cairns airport:“We need to closely connect with suppliers to better demonstrate the strengths of their products,through testing and other in-store animations for example”.In Vancouver,where the globally recognized Lululemon brand was founded in the late 1990s,the airport commercial team is working with the brand to promote their story and commitments,in particular how they are actively supporting the empowerment and financial inclusion of women in the community.Vancouvers airport has also recently introduced a Ladure carriage,the brands first airport location in North America.The business is owned by an immigrant,female entrepreneur,and the airport has worked hard to support her exceeding her sales targets.Making these local brands more personable,connecting them with real life issues that matter to travelers proves a very effective way to support buying choices.LOCAL KNOWLEDGE IS KEYBuilding a meaningful local offer and forging networks of producers cannot be done from behind a desk thousands of miles away.Being authentic requires an in-depth understanding of the local culture and economy,something only very localized teams of experts can deliver.Airport commercial teams,who have an unrivalled knowledge of their local environment and surrounding communities can achieve this by working in close partnership with locally empowered teams on the operators side.An Executive at Vancouver airport supports this collaborative approach to identifying local brands and sourcing their products is the best model.Recognizing that the airport team is best placed to spot new trends and up and coming brands,they expect a similar level of knowledge from their partners:“We need people who understand not just Canada,but what is so unique about British Columbia and Vancouver.This is how we stay relevant and ultimately support sales growth”.By building teams of local buyers,who actively scout the local areas for new producers,operators are best positioned to develop unique,high quality local offers and animate them over time.For Marseille airport:“Having teams specializing in local offers is a great added value.It is critical to present the offer in a meaningful way and enable sales team to do so too”.At Lagardre Travel Retail,local buyers are mandated to embody local traditions and know-hows by sourcing,negotiating,and implementing products into the store,while ensuring the offers remain relevant and are regularly brought to life through animations.When partnering with new local producers,they follow very strict specifications such as a commitment to high standards of social and environmental responsibility.They are always on the move,searching for the best,most authentic references which will contribute to broaden travelers choices and improve their experience.“We want to surprise travelers by creating bespoke,ephemeral experiences about local initiatives.”Marseille Provence Airport23In Prague,the Future is Local Future is Local is a sustainable concept store at Vclav Havel Airport Prague,where both the range of products for sale and the entire concept are in line with sustainability and ethical values.All products are exclusively sourced from nearly 30 Czech and Slovak brands,made from quality mate-rials,in a sustainable way,with respect for the environment and the com-munity.The wide selection of products is divided into three sections for easier orientation:Slow Fashion,Clean Beauty and Gift Items.Each brand has its own unique story that is presented to the shoppers in an innovative way,through QR codes placed on shelves,hangers and showcases dedi-cated to each supplier.SHIFTING MODELS FOR GREATER VALUEOver 74%of airports and brands agree that local product ranges should benefit from a dedicated operating model8 to ensure they are viable from an economic standpoint too.“If we want to build local authenticity we need to review the model,local operators may not have the capacity to work with us if we dont.Our thinking has to shift.”Vancouver International AirportVery often,the very high cost associated to operating within an airport are an obstacle for local brands.Referencing local brands is very different from international ones.With no scalability possible,the room for negotiation is very limited.A local producer could be introduced to more than one platform,but this would have to stay very regional.For example,you cant sell Sicilian-made olive oil in Frankfurt and claim its local.Often,very small businesses also are not meeting the solvency criteria that operators buying teams have in place.These barriers should be eliminated,or at best mitigated,in order to deliver diverse and authentic local experiences.A way to respond to this challenge may be to consider alternative models such as pop ups and more off-the-shelf,low-capital formats.Another way is to become more flexible on the pricing of local products.Travelers are much less sensitive to the price positioning of local products than they are to Duty Free prices.Within reasonable limits,a bit of elasticity on the price tag of local products could be a way to make the local offer more economically sustainable,especially when considering that the category,compared to traditional categories,is overperforming.BOOSTING LOCAL ECONOMIESA very important consideration when thinking about investing into local offering is how their strategies will positively impact their communities.When asked how strongly they agree that“Sense of Place is a powerful means to support local economies&producers”,airports and brands give an average ranking of 3.7(out of 5).Our online survey results also show that 83%,a high number of respondents,are developing actions to support their local community and the top two specific initiatives they name are 1)to promote local employment(76%)and 2)local sourcing(55%).At Marseille airport,procurement strategies are designed to support local communities,resulting in two-thirds of the airports suppliers being based in the department of Bouches-du-Rhne.When airport retail or F&B showcase locally made products,they are indeed supporting the local economy and small businesses,helping to improve the livelihoods of people in the local community.Lagardre Travel Retail teams in West Africa are striving to embark surrounding communities into their commercial projects.When developing the Kpar Caf concept in Senegal,the teams called upon the talents of local communities.Menus have been developed by local chefs,the design and furniture of the restaurants have been created and manufactured by local craftsmen,and 50%of the restaurant staff are hired from the neighboring village.This is an important consideration for shoppers too.In addition to indulging themselves with an authentic experience and souvenir to bring back home,they value the fact that their purchase will positively impact the local community.A small act that greatly contributes to boost local economies and create jobs.Localness also benefits the planet.Driving greater local authenticity into stores is also a very effective way to contribute to preserving the environment.An important reduction in the emissions of carbon can be achieved through local sourcing,along with a much shorter supply chain.TRAVEL EXPERIENCE VOICES:Pathways to growthPositive Change24TRAVEL EXPERIENCE VOICES:Pathways to growthCONCLUSIONThe Travel Retail&Dining industry is experiencing a significant shift in its mindset towards positive change.In recent years,stakeholders in the industry have come together to tackle environmental challenges,improve the travelers experience,and drive local authenticity,demonstrating a highly collaborative approach towards success in a fast-changing environment.An important pillar of this transformation journey has been the collective desire to make a positive difference to the planet and the lives of the people in the community.Companies are increasingly seeking ways to bring together profit with purpose,developing solutions that benefit society at large.This journey towards positive change has led to companies becoming more people-centric than ever before,with a focus on futureproofing their businesses for a stronger future.By embracing a collaborative and innovative approach,stakeholders are working towards creating an ecosystem that overcomes barriers,generates greater value for society,and creates unrivalled travel experiences.The silo mentality is slowly being replaced by a mindset that values cooperation,recognizing that stakeholders can only succeed by working together towards a shared goal.This approach will be key to ensuring the industry remains competitive and sustainable in the long run.Definitions25TRAVEL EXPERIENCE VOICES:Pathways to growthCONTRIBUTION TO GLOBAL CARBON NEUTRALITYConcept with short-term focus focused on scopes 1&2.Anthropogenic CO2 emissions are balanced by CO2 emission reductions(through different measures),and CO2 removals,over a specific period.A business which has put solid reduction measures in place in all its operations,which uses 100%of renewable energy,and which offsets(compensates)the residual emissions from its scopes 1&2 can currently be considered as contributing to a global carbon neutrality.NET ZEROConcept with a long-term goal,including scopes 1&2&3.A net zero target is the ultimate ambition.It requires a robust strategy involving all 3 scopes,and all greenhouse gases,based on the measurement of the organizations full environmental impacts and understanding of its key emission sources as part of a full-scope carbon footprint analysis,followed by the development of ambitious action plans and a solid reporting.All measures mentioned above,combined with carbon removal and carbon capture,with off-setting used only for residual emissions,need to be taken into account.References1 https:/ Definitions for the contribution to carbon neutrality and net zero are available in the methodology notes at the end of the report.3 https:/www.genie.ch/project/h/genilac-a-major-sustainable-energy-innovation-for-geneva.html4 https:/ https:/ https:/climatefresk.org/7 https:/ Travel Experience Voices online survey,February 202326TRAVEL EXPERIENCE VOICES:Pathways to growthAbout the researchTravel Experience Voices is a B2B research survey into global Travel Retail trends,developed by Lagardre Travel Retail.It provides insights into landlords and brands attitudes and behaviors towards the current state of,and the future outlook for the Travel Retail industry around the world.This report,“Pathways to growth”,is the second in the Travel Experience Voices series.The insights are based on face-to-face interviews with 14 airport and 7 brand senior executives globally,and on results from an online survey of 66 airports and 144 brands in 29 countries across our five regions.The interviews and surveys were conducted between January and February 2023.Airports01.Aroports de Paris,France02.Bangalore Kempegowda International Airport,India03.Aroports de la Cte dAzur,France04.Hong Kong International Airport,Hong Kong05.Vancouver International Airport,Canada06.Aeroporti di Roma,Italy07.Lima Jorge Chvez International Airport,Peru08.Geneva International Airport,Switzerland09.Dubai International Airport(DXB),UAE10.London City Airport,UK11.Dallas Fort Worth International Airport,USA12.Cairns International Airport,Australia13.Marseille Provence Airport,France14.Naples Capodichino International Airport,ItalyBrands01.Cojean02.The Coca-Cola Company03.Dior Parfums04.LOral Travel Retail05.Puig Travel Retail06.Kama07.Tasca dAlmeritaQualitative face-to-face interviews were conducted with the following airports and brands:27TRAVEL EXPERIENCE VOICES:Pathways to growth Lagardre Travel RetailAll rights reserved.Excerpts from this report may be used or quoted,provided they are accompanied by the following attribution:Reproduced with permission from Travel Experience Voices,published in 2023 by Lagardre Travel Retail.Published by Lagardre Travel Retail,Paris.www.lagardere-
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