News Briefs

Prismm (formerly Allseated), a provider of spatial design technology, announced a partnership with HoneyBook, a client relationship management platform. This partnership delivers a comprehensive solution that enables event professionals to seamlessly access Prismm's spatial design technology from HoneyBook’s client relationship platform.

The integration addresses a critical challenge for independent event planners and venues by consolidating project management, client communication, and spatial design into a powerful platform. By combining Prismm's innovative 2D and 3D visualization technology with HoneyBook's robust client relationship tools, professionals can streamline workflow and dramatically enhance client experiences.

Key integration highlights include:

• Enables real-time 2D and 3D spatial design visualization directly within project management interfaces
• Facilitates client and vendor communication through integrated floor plan sharing and collaborative tools

The partnership highlights both companies' commitment to helping event professionals collaborate more effectively with their clients and vendors, enhancing the overall experience through value-added features.

"Prismm's 3D spatial design and floor planning tools are helping to make the event planning industry more equitable and accessible," said Yaron Lipshitz, Chief Executive Officer at Prismm. "This is an important goal of ours, and we are pleased to partner with HoneyBook to deliver a seamless experience for independent event planners." 

"The most memorable events begin with a perfectly designed space, but our members were losing valuable time switching between different tools for floor plans, client approvals, and project management," said Oz Alon, CEO and Co-Founder at HoneyBook. "By bringing Prismm's visualization technology into HoneyBook, we're helping event professionals transform their creative visions into stunning reality—all while keeping every detail organized in one place."

This partnership follows Prismm's announcement of a new company identity and the unified Prismm platform in January 2024.

Pizza Hut has introduced its most innovative restaurant design concept to U.S. guests. The new restaurant offers an elevated, modern, more connected experience enabled by digital and technology innovations while continuing to serve the craveable food that has made Pizza Hut a global icon.     

Located at 8605 Ohio Dr. in Plano, Texas, the restaurant includes self-service kiosks for faster order placement, cabinets for easy, contactless pick-up and a guest-facing pizza making station to showcase the quality and care that goes into every Pizza Hut pizza. In addition, the restaurant will introduce a drive-thru featuring a "Hut 'N Go™" menu that offers a select list of "ready-now" items that can be quickly ordered and picked up at the window.

As part of Pizza Hut's commitments to doing good for the planet and the communities it serves, the new location also boasts features with sustainability top of mind, including energy-efficient lighting, auto lift fryers and energy-efficient ovens with in-vent hoods and Energy Management System (EMS). More information about Pizza Hut's commitments can be found in the recently released Yum! Brands Global Citizenship & Sustainability Report at www.yum.com/impact.  

"From its physical layout to its modern design and digital-forward capabilities, this new restaurant showcases Pizza Hut's legacy of innovation and unique ability to meet changing guest needs in ways that are distinctive to our brand," said Aaron Powell, Chief Executive Officer, Pizza Hut. "Beyond just serving delicious pizza, which we do very well, it's equally as critical that our guests enjoy a seamless experience with us that feels personalized to their tastes and needs. This restaurant format harnesses the power of these priorities and, as a result, creates magic that only Pizza Hut can offer." 

"At Pizza Hut we are laser focused on amplifying the experience for everyone who engages with our brand, and we understand that guest experience – particularly one that combines delight with digital convenience – can be a key differentiator," said Shannon Garcia, President, Global Franchise Markets and Global Operations, Pizza Hut. "For example, the digital and tech-driven features of this restaurant design in particular – from order kiosks to self-access pick-up cabinets to the digital drive-thru menu – help guests easily guide their own journey with Pizza Hut and allow our restaurant team members to better serve them."

While the restaurant concept is a first in the U.S., it is already operational in more than 80 markets around the globe, with research showing that the new design offers an enhanced guest experience while also driving more transactions and in-restaurant traffic compared to previous formats.  

"Featured in nearly 2,000 Pizza Huts worldwide, we've seen how this restaurant design brings the brand to life with a distinctive, modern exterior, an effortless blend of physical and digital touchpoints and increased human interaction around the joy of pizza. In addition, the open kitchen approach lets our guests see the magic of our team members in motion as they craft each pizza," said Joseph Call, Global Chief Development Officer, Pizza Hut.

The new restaurant replaces an older Pizza Hut format that stood at the location for 25 years. Guests who visit the restaurant will instantly notice a significant update in its exterior and interior aesthetics, which evoke a more modern look and feel.

"This location goes beyond a restaurant redesign; it embodies Pizza Hut's creativity and vision for the brand's future," said Kalen Thornton, Global Chief Brand Officer, Pizza Hut. "This opening showcases our ability to innovate and evolve, which has served our 65-year leadership in pizza culture."

Encore, a global event technology and production services provider, confirmed today the launch of its pioneering ‘Overtime Savings Program’ in the United States, along with additional people-first programs to further support its ongoing workforce in a seasonal industry.

Powered by UKG’s payroll technology, this first-of-its-kind program aims to enhance financial wellness and stability for Encore’s frontline employees, many of whom work in markets that experience seasonal ebb and flow of business volumes.

With 12,000 team members providing event technology and production services at 2,200 hotels and conference venues in 20 countries, Encore faces the same challenges common in the hospitality industry. Seasonal fluctuations often result in workers’ hours varying from ample overtime during peak times to reduced schedules in off-season periods. This seasonality makes it difficult for workers to maintain consistent earnings and creates challenges for companies to retain talent in the off season.

“Encore has always believed its team members are the heart of our story. This people-first mindset motivates us to constantly evolve our team member experience and innovate around challenges, like the impact of seasonality, that the industry previously viewed as immutable,” said Ben Erwin, president and CEO of Encore.

In addition to the Overtime Savings Program, the company launched a Seasonal Leave of Absence Program, which offers team members the flexibility to take time off during slower seasons while retaining full benefits, accruing paid time off, and maintaining their tenure. This unique program enables employees to explore other work opportunities, pursue education, or focus on personal goals without sacrificing benefits or career progression. Both the Overtime Savings and Seasonal Leave of Absence Programs are active nationwide, with plans for global expansion.

“We established the program as another way to support our team members so that they can be at their best in delivering for our customers,” Erwin added. “With this innovation, they can better plan and save their premium overtime pay for periods of the year when they might not work as many hours. Providing this capability and funding a company-paid match for a portion of the savings should motivate financial wellness and enable them to continue to build their career with Encore. Team member reactions tell us we are onto something,” he said.

With a launch just after Labor Day, usage of the UKG Wallet™ increased tenfold compared to the prior year’s period. he company offered an initial savings match, similar to a 401k program incentive match, to reward healthy financial behavior.

“Financial stress is not a problem isolated to our industry, it’s a stressor for nearly everyone,” said Charlie Young, chief human resources officer at Encore. “Nearly 70% of Americans are living paycheck to paycheck¹ and Americans spent $9B in bank overdraft fees in 2023. The more we can do to reduce stress for our team members, the more focused they can be on our customers. We are successful in the event production business because of the unique combination of our technical expertise, hospitality mindset and ability to work under pressure and through challenges. Seasonal fluctuations are part of our business, but with a partner like UKG that understands every industry has unique challenges, we were able to innovate to support those unique needs to make our team members’ lives better.”

Cody Browne, a technical lead with five years of service for Encore in Las Vegas, said he will try the Overtime Savings program, in addition to accruing and saving his Paid Time Off, for the slow season in December in Las Vegas. He hopes the vacation time, in addition to the saved overtime funds, will afford him an out-of-state vacation to visit family. “I love that Encore is creating new opportunities, that’s one of the reasons I am interested in growing my career here,” he said.

Preferred Travel Group is proud to announce the official launch of its Climate Action Plan, a strategic initiative aimed at addressing the climate crisis and driving meaningful change within the travel and tourism industry. This plan, created in partnership with the Travel Foundation, a prominent international sustainable tourism organization, underscores the company’s commitment to reducing its carbon emissions and engaging associates in climate action at every level of the organization.

Building on the Preferred Travel Group signing of the Glasgow Declaration on Climate Action in Tourism, the Climate Action Plan aims to reduce the company’s carbon emissions by 50% by 2030 and achieve Net Zero emissions by no later than 2050. The plan focuses on five key pathways: Measure, Decarbonize, Regenerate, Collaborate, and Finance, integrating climate action into the Preferred Travel Group corporate strategy and ensuring it becomes a core component of business decisions and a lens through which success is measured.

“As someone who has witnessed firsthand the transformative power of travel, I have always believed in its ability to connect people and cultures. With this privilege comes the responsibility to ensure that travel contributes positively to our planet,” said Lindsey Ueberroth, CEO, Preferred Travel Group. “Our Climate Action Plan demonstrates that we are taking concrete steps toward building a more sustainable future. This is a commitment we are wholeheartedly invested in, and we invite our industry partners and guests to join us on this critical journey.”

The Path to Action

Preferred Travel Group developed its Climate Action Plan through a structured, iterative, and data-driven approach, collaborating with experts at the Travel Foundation and ecollective, a carbon consultancy based in the United Kingdom. This process was grounded in thorough data analysis and input from internal stakeholders, ensuring the plan is both comprehensive and feasible within the company’s operational scope. The Travel Foundation’s expertise in climate action in travel and tourism helped align the plan with global climate frameworks, reinforcing the commitment of Preferred Travel Group to industry best practices.

The Climate Action Plan Development Process

The plan addresses internal operations and focuses on creating a broader impact, emphasizing opportunities to foster scalable, industry-wide collaboration in the years to come. The following steps have been taken to guide the plan’s development and implementation:

·       Baseline Emissions Inventory and Situation Analysis – Preferred Travel Group began by conducting a baseline emissions inventory led by ecollective, quantifying greenhouse gas (GHG) emissions across Scopes 1 (direct emissions from sources owned or controlled by the company), 2 (indirect emissions from purchased electricity), and 3 (all other indirect emissions, such as business travel and employee commuting). Alongside this, the Travel Foundation conducted a situation analysis, gathering feedback from Preferred Travel Group associates to identify key opportunities for climate action within the company’s operations and across its broader stakeholder network.

·       Defining Objectives Aligned with Global Climate Frameworks – Using the baseline emissions inventory results and situation analysis, Preferred Travel Group established a set of objectives leading to 2030 that outline the strategic direction of the Climate Action Plan. These objectives were designed based on three guiding frameworks:

o   Paris Agreement Alignment: The company’s climate goals support global efforts to limit temperature rise to well below 2°C, with an aspirational target of 1.5°C. This involves achieving a 50% reduction in emissions by 2030 and Net Zero by 2050.

o   Five Pathways of the Glasgow Declaration: Objectives were structured according to the five pathways of the Glasgow Declaration — Measure, Decarbonize, Regenerate, Collaborate, and Finance — to ensure a balanced, multi-faceted approach to climate action.

o   Internal Operations and Sphere of Influence: Each objective was tailored to focus on key emissions sources and activities under the control of Preferred Travel Group, targeting areas where the company can scale positive impact through the company’s larger sphere of influence – including member hotels, suppliers, and wider tourism industry partners.

·       Identifying Actions to Achieve Each Objective – Preferred Travel Group identified specific actions for each objective to ensure practical implementation. Each action is tied to measurable outcomes that drive progress toward achieving broader climate goals.

·       Prioritization Framework – To ensure resources are effectively allocated, actions were prioritized based on cost, implementation timeframe, emissions reduction potential, ease of use, and associate engagement. A scoring system helped determine which actions would deliver the greatest impact.

The Path Forward: Operational Actions and Strategic Implementation

In 2025, Preferred Travel Group will focus on implementing its Climate Action Plan by establishing effective systems, refining policies, and engaging associates to create lasting impact. These efforts will provide a structured framework for reducing environmental impact and promoting a low-carbon future. Key priorities include enhancing emissions tracking and reporting systems for business travel and events, which contribute significantly to Scope 3 emissions, and refining travel and event policies to achieve emissions reduction across company operations. Associate engagement will be central to this effort, with training, workshops, and resources fostering a culture of climate action. Guided by the internal Climate Task Force and Climate Steering Committee, associates will be empowered to integrate more sustainable practices into their roles and help drive innovative climate initiatives across departments.

“As evidenced by the publication of this plan, Preferred Travel Group is prepared to integrate climate action at all levels of the organization,” said Nina Boys, Vice President of Sustainability, Preferred Travel Group. “The company is well positioned to reduce emissions in the pursuit of ambitious climate targets while also leveraging our larger sphere of influence to scale positive impact in the years ahead.”

By prioritizing the decarbonization of internal operations, Preferred Travel Group sets a strong foundation for expanding these efforts across its global network of stakeholders. This approach emphasizes the company’s commitment to leading the travel sector’s transition to a lower-carbon future, fostering innovation, accountability, and partnership. Beyond emissions reduction, the company is dedicated to empowering associates and stakeholders to adopt climate-conscious practices and contribute to collective industry transformation.

To view the full Climate Action Plan, including details on the emissions inventory methodology, full list of 2025 objectives and actions, and more, please visit PreferredTravelGroup.com/ClimateActionPlan.

Actabl, the hospitality software leader that enables hotels to drive profit through actionable insights, enables a new feature in operational labor planning with Try My Labor Plan by Hotel Effectiveness. As hoteliers prepare their labor strategies for 2025, this innovative feature acts as a proactive plan evaluation to fine-tune labor plans prior to launching them, serving as a "GPS for hoteliers" that guides towards greater profitability.

Every year, management teams struggle to implement labor plans that maximize financial accuracy and support staffing flexibility. Fluctuating variables such as seasonal demand and unforeseen circumstances lead to significant discrepancies that undermine labor efficiency and overall employee satisfaction. These gaps cause frustration for both front-line workers and senior leadership, as the lack of visibility and site-specific knowledge into how labor plans affect daily operations creates an obvious disconnect.

"This feature empowers managers to create the most effective labor plans by allowing them to adjust strategies without financial risk," said Stephen German, Senior Vice President of Product Management at Actabl. "It takes into account unique staffing needs and enables leaders to test profitability scenarios ahead of time. Actabl's solution gives managers the confidence to make changes that improve efficiency, without compromising employee satisfaction or the bottom line."

The platform helps hoteliers simulate and optimize labor plans across a range of hotel services, including rooms, spa, restaurants, bars, conference spaces and more. Try My Labor Plan allows users to test the impact of varying key business drivers across different categories in advance, creating labor plans that are more closely aligned with operational needs. The platform's output provides daily breakdowns, enabling on-site managers to identify potential issues early and assess previous and upcoming plans to develop more accurate, data-driven strategies. With the flexibility to model various service types—such as extended stay, limited service, and location-specific requirements—Try My Labor Plan ensures labor plans are not only more precise but also account for real-world operational factors.

Try My Labor Plan fosters greater trust between department heads, on-site managers, and staff, improving alignment between senior leadership and day-to-day operations. It also bridges the gap between corporate managers who set labor standards and the on-property teams responsible for managing those standards. The tool levels the playing field by clarifying how labor plans are calculated, ultimately reducing attrition costs, and building trust within teams.

By providing data-driven insights and the ability to test different labor strategies, Try My Labor Plan equips hoteliers and operations leaders with the tools they need to make more informed decisions and create labor plans that improve both profitability and staff effectiveness—while never compromising the guest experience.