Fhraimagazine july13

july 2013

magazine Vol 13 Issue 07 Pages 72 `50

A MONTHLY ON HOSPITALITY TRADE

By DDP Publications

FDI in

hospitality

Saving grace during the depreciating Rupee moments

Beautifying Practical, customer-friendly and revenue generating

Uttarakhand: FHRAI lends support

Member hotels propose to offer jobs

July 2013 Cover Story

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Designing a space Hospitality designs are no longer only about beautifying hotel structures. It is about going beyond and trying to become increasingly applicable economically for the properties. For this, innovative ideas are being asked for by developers to create distinctive styles, addressing brand standards and matching future needs Picture on the cover: Fine dining restaurant at Raffles Hotel, Makkah, Kingdom of Saudi Arabia Designed by Areen Hospitality

46 Cover Story

contents THIS MONTH

President’s Message Secretary’s Message FHRAI Desk News Updates Movements Products & Services Events

32 Dine Out: South Indies, Pune

7 9 10 20 64 66 68

FEATURES Analysis 26 FDI: Shot in the arm The recent increase in FDI in hospitality will boost the hospitality sector to newer heights Marketing 30 Goodness of Canadian Split Lentils A culinary demonstration was held for chefs to promote a programme of Saskatchewan Pulse Growers (SPG) of Canada in India, specifically targetted at the HORECA sector

22 News you can use

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38 Chef Talk: Aman Tandon

Dine Out 32 Uniquely Southern Not many South Indian food joints boast the spread that the South Indies restaurant in Pune has by going beyond the conventional delights

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president’s message

Dear fellow members,

n behalf of FHRAI, I express our profound sorrow on the widespread devastation caused by torrential rains and flash floods in the State of Uttarakhand. Tragically, there has been a very heavy loss of life and massive damage to essential public infrastructure as well as private property. In this challenging time, the entire nation stands in complete solidarity with the Government and people of Uttarakhand. I must place on record, our collective gratitude for the heroic and tireless efforts of personnel of the armed forces, state police and other agencies who ensured the safety of thousands of stranded pilgrims, tourists and local residents in the affected region. Braving inclement weather and an arduous terrain, and at grave personal risk, all of them valiantly conducted one of the largest ever rescue operations in the country. We are also proud of the extraordinary fortitude which has been displayed by the staff and management of various hotels and restaurants even in the face of a calamity of this magnitude.

As we all know, the economy of Uttarakhand is heavily dependent on tourism as its mainstay. The State has the distinction of being among the top destinations in terms of domestic tourist visits and tourism single-handedly generates over 30 per cent of its GDP. However, the hospitality and tourism industry in the State has now been dealt a severe blow and is projected to suffer losses to the tune of `12,000 crore in the current year. It is believed that 11 per cent of Uttarakhand’s Gross State Domestic Product (GSDP) for this fiscal has been washed away in terms of prospective tourism earnings on account of the recent tragedy.

The industry mainly comprises of small and mid-sized establishments and micro-entrepreneurs engaged as tourism service providers. The sector serves as a vital economic ecosystem which, both directly and indirectly, supports the livelihoods of lakhs of the State’s residents.

Needless to add, the industry now faces a perilous future and requires the aid of a comprehensive economic relief package to be able to stand on its feet again.

We welcome the Hon’ble Tourism Minister, Dr. K. Chiranjeevi’s prompt decision to sanction `100 crore for the purpose of restoring and reconstructing damaged tourism-related infrastructure and facilities in Uttarakhand. These funds will be in addition to the `95 crore already allocated as central financial assistance for developing tourism in the State. FHRAI, our Regional Associations and a large number of our members across the country are also contributing generously to the Prime Minister’s Relief Fund as part of the spontaneous national effort to strengthen the Government’s endeavour for relief and rehabilitation in Uttarakhand.

At the same time, in view of the enormity of the present crisis, FHRAI has made an urgent appeal to the Union and State Government and financial institutions to formulate a package of measures which can help address certain immediate and medium-term concerns confronting the industry.

Some of the major suggestions which we have put forward are as belown Existing working capital facilities sanctioned to the industry should

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be converted into term loans. Outstanding term loans should be sympathetically considered for reschedulement with longer repayment tenures and reduced interest rates. There should be a moratorium of three years on principal and interest payments for these restructured accounts. Regulatory forbearance from the Reserve Bank of India is requested so that there can be a special dispensation to allow banks to treat loans to the industry as “standard” for an extended period and not require extra provisioning High borrowing costs of 14-16 per cent are obviously not feasible for the industry in the current circumstances. Therefore, Government should provide interest subvention on loans and instruct banks to offer short-term credit on flexible terms, so that businesses are able to continue day-to-day operations and manage any liquidity constraints caused by unprecedented challenges in the external environment, which are beyond their control Special incentives such as capital subsidy schemes and tax holidays for hospitality and tourism projects in the State should be announced.

This would give entrepreneurs the requisite confidence and ability to undertake fresh investment, which in turn, will give a much-needed impetus to the fragile regional economy, in addition to productively enhancing the sector’s capacity for future growth The Central Government should immediately notify an exemption from Service Tax for Hotels and Restaurants throughout Uttarakhand.

Hundreds of hotels and restaurants have suffered debilitating structural damage in the floods and landslides. Many more establishments may also require to be relocated, owing to concerns over future safety. FHRAI has earnestly appealed that in all such cases, adequate financial compensation must be awarded and alternative land allocated at highly subsidised rates The State Government should waive levies such as VAT and Luxury Tax on the hospitality industry for at least five years. In this regard, the Centre can compensate Uttarakhand, which is already classified as a ‘special category state’, for any loss of revenue by way of an additional financial grant We whole-heartedly support the Government’s decision to prioritise the early restoration of the Char Dham Yaatra route. This will be a key for the revival of pilgrimage tourism which is the lifeline of the local economy. Re-development of this vital tourist circuit will have to be approached by carefully balancing religious sensitivities, geological conditions and environmental concerns. The process must involve proactive consultations with private sector stakeholders and global/ technical experts. The Government must also put in place a stateof-the-art weather forecasting and monitoring system for vulnerable regions and augment our disaster preparedness and response mechanisms.

We believe that these measures will be indispensable for the industry in Uttarakhand to overcome the adverse impact of this colossal natural calamity and return to the sustainable growth trajectory, which had been previously envisioned by all of us. On our part, FHRAI stands steadfastly committed to offering every possible support and assistance to all our valued members across the state.

With warm regards, Vivek Nair President - FHRAI

FEATURES Chef Talk 38 Creatively sensitive Chefs are like artistes who need to constantly nurture their talent and grow by sharing their learning.

Aman Tandon, Regional Executive Chef, Pride Group of Hotels talks about his approach in his professional life F&B 42 Cashing in on Doughnuts Mad Over Donuts is promoting itself as a healthier option in an outlet format catering bakery products. It aims at creating the ‘Love at First Bite’ experience for customers

42 F&B: Mad Over Donuts

62 Explore: Rajasthali Resort & Spa

Explore 62 Hospitality: Rajputana style Rajasthali Resort & Spa promotes this facet with a touch of grandeur. It is positioning itself as a destination resort to offer rejuvenation by delivering royal hospitality

66 Products & Services Chairman Publications Sub-committee Vijai Pande - vijaipandit@yahoo.co.in

Advertising Gunjan Sabikhi - gunjan@ddppl.com Asst. Vice President – Marketing

Editor Deepa Sethi - deepa@ddppl.com

Delhi Prateek Sahay - prateek@ddppl.com Senior Manager – Marketing (+919650911388)

Assistant Editor Sanjeev Bhar - sanjeev@ddppl.com sub-Editor Ramya JS D’Rozario

Udit Pandey - udit@ddppl.com Senior Manager – Marketing

Mumbai Harshal Ashar - harshal@ddppl.com Deputy General Manager (+919619499167) FHRAI - Marketing S.P. Joshi Production Manager Anil Kharbanda

creative Design Ruchi Sinha

Shradha Kapoor - shradha@ddppl.com Senior Executive – Marketing (+919650196525)

Advertisement Designers Vikas Mandotia Nitin Kumar Aarushi Agrawal

FHRAI B-82, 8th Floor, Himalaya House Kasturba Gandhi Marg, New Delhi 110001 Tel: 91-11-40780780, Fax: +91-11-40780777 Email: fhrai@vsnl.com

All information in the FHRAI Magazine is derived from sources, which we consider reliable and a sincere effort is made to report accurate information. It is passed on to our readers without any responsibility on our part. The publisher regrets that he cannot accept liability for errors and omissions contained in this publication, however caused. Similarly, opinions/views expressed by third parties in abstract and/or in interviews are not necessarily shared by FHRAI Magazine or DDP. However, we wish to advice our readers that one or more recognised authorities may hold different views than those reported. Material used in this publication is intended for information purpose only. Readers are advised to seek specific advice before acting on information contained in this publication which is provided for general use, and may not be appropriate for the readers’ particular circumstances.

Contents of this publication are copyright.

No part of FHRAI Magazine or any part of the contents thereof may be reproduced, stored in retrieval system or transmitted in

any form without the permission of the publication in writing. The same rule applies when there is a copyright or the article is taken from another publication. An exemption is hereby granted for the extracts used for the purpose of fair review, provided two copies of the same publication are sent to us for our records. Publications reproducing material either in part or in whole, without permission could face legal action.The publisher assumes no responsibility for returning any material solicited or unsolicited nor is he responsible for material lost or damaged.

This publication is not meant to be an endorsement of any specific product or services offered.

The publisher reserves the right to refuse, withdraw, amend or otherwise deal with all advertisements without explanation. All advertisements must comply with the Indian and International Advertisements Code. The publisher will not be liable for any damage or loss caused by delayed publication, error or failure of an advertisement to appear.

FHRAI Magazine is published, edited and printed monthly

by DDP Publication Pvt. Ltd. On behalf of Federation of Hotel and Restaurant Associations of India and published from DDP Publications Pvt. Ltd. 72 Todarmal Road New Delhi 110001 Email: fhraimag@ddppl.com Tel : 91-11-23731971 Fax: 91-11-23351503 Printed at Cirrus Graphics Pvt. Ltd. B 62/14, Phase-II, Naraina Industrial Area New Delhi 110028 This issue of FHRAI Magazine contains 68+4 pages cover

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secretary’s message

Sad, Unfortunate and Numb Approach

I Vijai Pande Honorary Secretary FHRAI vijaipandit@yahoo.co.in

In our view, the Government should have involved senior engineers, opinion from institutions like IIT and disaster recovery experts in order to create a sound planning, which would have given more fruitful results, showcasing a path for the entire country

n front of Mother Nature we are all helpless.

We are neither serious nor active. Today, with Uttarakhand’s natural calamity, we cannot escape from our responsibility. We get a message from this devastation caused by the Almighty that we should be serious towards the rules of nature and work together for the growth of everyone.

FHRAI also salutes those jawans from the Indian Army, Air Force and Navy who came forward and did a remarkable job of handling the rescue operations in the Uttarakhand flash flood tragedy.

Their determination is an inspiration to all.

In America, China and other European countries, when there are floods, the number of casualties is minimal because every citizen and the Government realise their own responsibilities. In India, when the Commonwealth Games were organised the Government insisted upon each hotel owner adopting safety and disaster management norms on which huge amount of capital was invested and many projects got delayed. When tourists did not turn up, these hotels owners were bowed down with huge loans and were compelled to lease out their properties. The devastation in Uttarakhand has reduced the growth rate of that area to zero per cent as compared to earlier highest sectoral growth (refer the chart).

All arrangements made in the name of security and disaster recovery did not work. It is unfortunate that despite crores of rupees donated by the sensitive citizens of this county for this noble cause, at the Government level due to lack of proper arrangements, we failed when the calamity struck. In the hotel industry, despite all fire fighting arrangements if there is a case of fire, only the

Uttarakhand economy structure Share in real GSDP (in per cent)

Sector 2008-09 Agri and Allied 12.84 Industry 34.61 Services 52.55

2009-10 2010-11 2011-12 2012-13 11.92 11.44 11.22 10.91 35.06 35.13 35.18 35.68 53.02 53.43 53.60 53.41

Sectoral growth (in per cent)

Sector 2008-09 2009-10 2010-11 2011-12 2012-13 Agri and Allied (-)3.66 9.63 5.52 3.31 3.90 Industry 12.39 19.67 10.16 5.41 8.39 Services 17.70 19.19 10.78 5.61 6.50 Real GSDP 12.65 18.13 9.94 5.28 6.87 Source: PHD Research Bureau, compiled from MOSPI

owner of the hotel suffers and nobody questions the authorities of the Government connected with such safety measures.

On the other hand, a country like China propagates the business of its citizen in the whole world. That is the reason why China has risen to such an extent.

People pay taxes to the Government with a hope that in case of such an emergency, the Government will take a serious view in helping those affected.

Recently, the Prime Minister of India formed a high level committee consisting of 12 senior ministers to monitor the rehabilitation and movement of funds to Uttarakhand. Is it possible for these senior ministers to spare time and monitor the rehabilitation plans for Uttarakhand? It only appears to be show business! In our view, the Government should have involved senior engineers, opinion from institutions like IIT and disaster recovery experts in order to create a sound planning, which would have given more fruitful results, showcasing a path for the entire country.

At the time of the Uttarakhand devastation, I requested all the Chief Ministers by sending an e-mail to provide their state helicopters for rescuing the victims. It resulted well and 36 helicopters were initially provided and the figure was raised to 52. Likewise, we requested the Government of Uttarakhand to make available on their website the biodata of those affected by the floods, and we will link it with FHRAI’s website so that all our members spread across the country can provide them with suitable employment on priority basis. Now the time has come when we request the Government to come forward and meet our expectations, and we also assure that we will extend our help in all possible manners.

Recently, the Kerala High Court declared the imposition of service tax on luxury hotels by the Central Government by amending the Finance Act as ‘unconstitutional’. Also, the Supreme Court has upheld a Bombay High Court verdict quashing the State Government’s order of banning dance bars.

I am very happy to note that Shri Kamal Khanna, Manager Co-ordination of Karma Lakelands from New Delhi heeded to the call of FHRAI, and has made a contribution of Rs 1 Lakh to the Prime Minister’s Relief Fund to support Uttarakhand rehabilitation efforts (refer page 10). We call upon those members who have done so generously to share their details and pictures with us and we will publish the information in this magazine.

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From Hon. Secretary’s Desk

FHRAI lends a helping hand to Uttarakhand

Estimates suggest a revenue loss of about `12,000 crore in 2013-14

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n July 9, 2013, the Honorary Secretary of FHRAI wrote a letter to Shri Vijay Bahuguna, The Chief Minister of Uttarakhand, expressing the deep concern of the hospitality industry over the devastation caused by flash floods in the State affecting life and property of so many residents and tourists. FHRAI raised its concerns over the worst affected sectors that were associated with the tourism industry and extended its support.

In the letter, FHRAI on behalf of its members, offered to give jobs to those people affected by the devastation in Uttarakhand.

Lending a Helping hand

“We, at all levels, are eager to extend our help. Our President Mr Vivek Nair and the full Board of Directors are worried about the present situation. Our suggestion in this regard to the Govt of Uttarakhand is to upload the full bio-data of job seekers on their website and we will link it with the FHRAI website. We will also request our members spread all over the country to offer jobs on a priority basis to victims of Uttarakhand as per their qualifications. We will feel privileged to serve our brothers and sisters of Uttarakhand in this hour of need,” Vijai Pande said.

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Recently, the PHD Chamber of Commerce and Industry (PHDCCI) has estimated that the State of Uttarakhand lost revenue earnings of about `12,000 crore from its tourism sector alone in the current fiscal on account of the torrential rains that devastated the State. Close to about 11 per cent of the State’s GSDP has been ruined in terms of prospective tourism earnings on account of the flood in all its riverbanks, through which the services sector, specially the tourism industry was flourishing in the last couple of years, points out the assessment of the PHD Research Bureau, the research arm of PHD Chamber of Commerce and Industry. FHRAI hopes that the State’s efforts in this direction will solve the problem of unemployment amongst victims of Uttarakhand,

July 2013 I www.fhrai.com I

Progress of the State l Annual average real growth rate - 12.4 per cent during 2005-06 to 2012-13 l The services sector contributes - approx., 53 per cent in GSDP l Industry sector - at around 36 per cent in 2012-13 l Agriculture sector - 11 per cent in 2012-13 l Share of tourism in GSDP - around 25-30 per cent in the recent years l The State is expected to attract around 47 million domestic tourists and about 0.5 million foreign tourists in 2013

and in the coming days the State will be back to make the tourism sector flourish once again. The association hopes that the State regains an atmosphere of peace and prosperity soon. It was highlighted that tourism was concentrated vastly along the banks of rivers of Alaknanda, Bhagirathi, Mandakini and Dhauliganga in both Garhwal and Kumaon regions.

The share of tourism in the GSDP of Uttarakhand is estimated at around 25-30 per cent in recent years boosted by recent developments in the tourism infrastructure of the State. The State had expected to attract around 47 million domestic tourists and about 0.5 million foreign tourists in 2013. However, it is expected to be severely hit due to the flash floods.

Since there exists huge potential for tourism in the State, with demand emanating from both the domestic and international tourists, tourist zones need to be connected by road, rail, and air. The potential of the tourism sector needs to be diversified to overcome the seasonality factor and to create employment for yearround tourism, said the PHD Chamber of Commerce & Industry, the report quoted.

A noble gesture FHRAI acknowledges the generous contribution of `1 Lakh made by our member, Mr. Ashwani Khurana, President - Karma Lakelands, to the Prime Minister’s Relief Fund through FHRAI. The gesture is to support rehabilitation efforts in the State of Uttarakhand, in response to FHRAI’s appeal to the hospitality fraternity in this regard.

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Disaster Management System

A sure shot failure

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S M Shervani Hon. Treasurer FHRAI

ttarakhand has seen huge destruction which has affected lakhs of people.

The loss of property and life is still being counted. I am sure that with the resilience and fight back attitude our country has shown from time to time, we will bring the area back to normal. It is a huge task and would take time, effort and money. But the question is why are we always found wanting when a disaster strikes us!

The Disaster Management System seems to be a disaster in itself, and repeatedly we don’t seem to learn anything from our mistakes.

crisis management

In today’s time of 24-hour TV, with intense media scrutiny and reach, the Government should have immediately reacted and informed the country that though the three districts of Uttarkashi, Chamoli and Rudraprayag had been damaged, the areas of Nainital, Mussoorie, Corbett and other tourist areas were safe for travel. This could have salvaged some part of the season, and in a State where 90 per cent of the economy is dependent on tourism, this should have been done immediately. Unfortunately it was not. And this resulted in the tourism industry being affected badly.

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such restructured accounts and the banks must not insist on additional collateral security or any other penal provision.

2. Banks should waive processing fees and other charges for new loans to the industry. The Government should provide interest subvention on fresh working capital loans and other short-term credit for the hospitality industry in the State, so that businesses can tide over the current liquidity crisis caused by depleting cash-flows.

3. A special Capital Subsidy Scheme can be formulated by the Centre for hospitality projects in the State. This would incentivise hotels to modernise and upgrade their facilities and productively build capacity.

4. The Central Government should notify an exemption from Service Tax for all hotels and restaurants in Uttarakhand.

5. Income Tax exemption on Leave Travel Concession (LTC), including hotel tariff, should be allowed for the next five years to individual taxpayers who travel to Uttarakhand, with their families.

The fact is Nainital, Mussoorie, Corbett, Ranikhet, etc., had intense rains on some days, but the traffic was not disrupted and no landslides were reported. Yet, these areas faced nearly 75 per cent drop in business due to the continuous media portrayal of Uttarakhand as a disaster area as a whole and no effort from the Government to manage the media. Although various associations and individuals tried to counter this propaganda, it was a loosing battle right from the beginning as the State Government did not effectively pitch in.

6. Both the Central and State Government must allocate an enhanced budgetary outlay in the coming years, to actively promote tourism in Uttarakhand.

A number of popular tourist spots, such as Nainital, Mussoorie, Corbett, etc., were thankfully spared of any physical damage from the floods. Nevertheless, the local industry in these areas too has been crippled by negligible tourist footfalls because of the fear generated. A concerted effort will be required to reassure potential visitors and correct their perception.

Therefore, it is necessary that after the rescue operations are done, we start rebuilding our economy in that area and bring our lives back to normal as soon as possible.

In order to do so, a few suggestions have been received from various members and I list them out as follows:

7. The State Government should exempt the hospitality industry from VAT and Luxury Tax for five years, allow concessional tariff on inputs such as electricity and water and a rebate in bar licence fee charged by the Excise Department.

1. Banks and financial institutions should be directed to convert existing working capital loans/overdrafts and dropline overdraft facilities availed by the industry into term loans. Outstanding term loans should also be rescheduled with longer repayment tenures and lower interest rates. There should be a moratorium on principal and interest payments for

It is my earnest request that all of us, wherever we may be, must come out and support our fellow citizens in their hour of need and support.

July 2013 I www.fhrai.com I

I would like to thank HRANI and FHRAI for their contribution to the Chief Minister and Prime Minister Relief fund.

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FHRAI meets Tourism Secretary

Bar requirement must not be mandatory for classification: Shri Parvez Dewan

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Considerations

n June 25, 2013 for change in classification norms, an FHRAI delegation consisting of S M Shervani, Hon. Treasurer, M D Kapoor, Secretary General, Nirav Gandhi, EC Member, Chetan Mehta, EC member - HRAWI met with the Shri Parvez Dewan, Secretary Tourism to discuss the classification norms. The Tourism Secretary agreed that bar requirement must not be mandatory for classification, as in many areas for various reasons people may not want to have a bar in their establishments.

Shervani emphasised that the industry has gone through a tremendous change in the last 20 years. Almost all international hotel brands are here, which were not present 20 years ago. These brands are so strong and well recognised that for their customers, classification does not matter. The standards are well-known all over the world and once the hotels are branded the customer knows what to expect from the hotels. He, however, emphasised that with the increase in competition worldwide, the Indian hoteliers of all star categories must improve their standards, otherwise they will lose in the long run.

The FHRAI delegation proposed the following points: l To remove the provision for compulsorily installing Sewage Treatment Plants (STP), Effluent Treatment Plant (ETP) for existing hotels built prior to July 2012

l Toilets for the handicapped – Nirav Gandhi emphasised that the existing hotels should not be insisted upon to make the toilets for handicapped people in the lobby area. One toilet that is easily accessible should be enough for existing hotels l Reclassification: Hotels that have already been classified should not be asked for building drawings, pollution certificates, etc., as long as they have all the valid licenses, since in some states it is impossible to get approvals today as the norms did not exist when these hotels came up l Restaurants, which are situated in a part of a building/premises, where there is no space to install ETPs, should be exempted from it l For all hotels and restaurants which will be coming up and functional w.e.f., 2016, these above mentioned measures can be made mandatory, so that these things can be planned by the investor at the project stage.

The FHRAI delegation also brought to the Secretary’s attention that some states had started charging higher taxes for star hotels and fixing higher minimum wages if the hotel was classified. They requested that the Secretary should take this matter up with the states for if they continue to do this, hotels would opt out of classification, as classification is treated as a punishment rather than an encouragement.

FAITH to take up critical tourism United effort

issues with the Government

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n July 5, 2013, the General Body meeting of FAITH was held at the ITC Maurya in New Delhi. Mr Sarab Jit Singh, Vice Chairman of the confederation convened the meeting on behalf of the Chairman, Mr Nakul Anand.

It was informed by FAITH that the meeting was successfully held and the members unanimously chose the working committee. There is another meeting going to be held on July 18 as part of a follow-up meeting, whereby FAITH will chalk out issues to be taken with the Central Government. Also, FAITH appointed Mr Aashish Gupta as the consulting CEO for FAITH.

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FAITH Office Bearers elected during the General Body meeting: Chairman

Mr Nakul Anand, HAI

Vice Chairman

Mr Sarab Jit Singh, ITTA

Hon. Secretary

Mr Subhash Verma, ADTOI

Hon. Treasurer

Mr Iqbal Mulla, TAAI

The tenure of the elected Managing Committee for 2013-14 will end on September 30, 2014.

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Fine Food India

Trends in Kitchen Technology

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decade back, cooking was considered an ‘art’.

Today, it is a combination of the sciences behind the closed kitchen doors (and sometimes open) that help hotels, restaurants, chain outlets et al., to generate profits in this fast-paced, consumer conscious market. Cooking is no longer just about choosing gas or electric. The techniques are changing; procedures are evolving. Fine Food India will showcase new age technologies and modern kitchen solutions to give an insight into the changing kitchen trends in New Delhi from December 11-13, 2013.

put the kitchen equipment and technology sector into the industry glare. We seek to create a convergence of buyers and sellers at our show.”

Diversified’s indomitable commitment to provide an international standard’s trade expo dedicated to deliver business has resulted in FFI gaining a deserving reputation for providing the finest facilities and a quality experience to all participants. The show will be spread across 6,000 sqm in Halls 12 and 12A, and will witness participation from both domestic and international players while focussing on the food & kitchen equipment The profits of a kitchen come from the attractive cuisines & technology industry. Fine Food India is about bringing and cost-effective preparation techniques. together the industry, and also focussing But more importantly, it is determined from on creating meaningful interactions that using the right ingredients and equipment. conclude with well-defined solutions and Assembling a kitchen and putting together business opportunities. Anil Chopra, the right set of equipment for cost-effective MD, Diversified Communications said, functioning is the key. The market today “With a strong backing from FHRAI, the offers innovative kitchen solutions that show is targetting notable names in the are environment-friendly also. “Energy HORECA industry that can change the consumption has become a critical issue in all business landscape of the Equipment & spheres of our activities. Today, emphasis of Technology Industry. With a reputation Wangnoo commercial kitchen equipment manufacturers Vijay for attracting serious buyers across the President & the CEO is shifting towards manufacturing products HOTREMAI spectrum of HORECA Trade, FFI Expo Wang Hospitality Equipments which are energy efficient and environmentwill be an ideal platform for making friendly. This should be seen as a contribution informed purchase decisions along with of our industry in addressing common identifying opportunities and avenues for cause,” said Vijay Wangnoo, President, future business prospects.”

HOTREMAI & the CEO of Wang Hospitality Equipments, a representative of Professional, The three-day business forum will be Dito Electrolux, Manitowoc, Carimali, scheduled at FFI 2013 that will offer Rewebo, Santos and other brands. product technology sessions from leading equipment manufacturers. First day of With the HORECA industry growing, it is the conference programme will see a Shetty essential that restaurants and professional Kiran dedicated session by FHRAI between Exhibition Director kitchens ensure all of their cooking equipment Fine Food India 2013 13:00-14:00 hours, where industry are energy efficient and up to scratch. Business leaders come together on one panel to in both sectors will involuntarily benefit if commercial address the industry issues and future scope. Similarly, kitchen equipment sector & HORECA sector come the conference programme will include a session together on one platform. Diversified Communication’s between 16:00-17:00 hours dedicated to HOTREMAI Fine Food India established at Pragati Maidan, New that will see notable names on both sides of the table Delhi is recognised as a trusted industry event serving from the kitchen equipment & technology sector and this need. Kiran Shetty, Exhibition Director, Fine HORECA industry.

Food India 2013 informed, “The HORECA sector needs to re-evaluate their existing technology and processes Driven with excessive media coverage, the marketing and look for modern high-performing equipment. Fine will be focussed on the HORECA industry in North Food India aims to bring the Food, Drinks, Food Service India and targetted at buyers who frequent Delhi Equipment & Technology industry under one roof, and ensuring satiable results for the exhibitors.

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15 states open up land banks

for MICE infrastructure

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total of 15 states have come UNWTO Regional Commissions’ meet, forward under the aegis of the International Buddhist Conclave and PATA Ministry of Tourism (MOT) with Travel Mart to name a few. These were land-banks to avail the opportunity for critical events from a tourism perspective building infrastructure and gain from the that showcased a modern India to the MICE momentum all over the world. world. India has been attracting increasing Anand Kumar, Joint Secretary, Ministry number of MICE events all round-the-year of Tourism, Government of India said, and improving its international rankings as “It’s our Minister’s vision to a host of ever-increasing MICE activities, develop India as the best MICE K Chiranjeevi backed by world-class facilities in Delhi, Tourism Minister destination in the world.

Hyderabad, Mumbai, etc. He added, Hence, it’s our ministry’s “In addition to growing our presence in endeavour to focus, develop meetings, incentives and events segment, India has been and inform the world about India is poised to attract large conventions. attracting increasing the state-of-the-art MICE One needs to acknowledge that India is number of MICE facilities available across India. one of the fastest-growing economies with events all round-theToday, we have adopted immense business opportunities. Hence, all year and improving promotional strategies and the large-format international conventions its international synergised campaigns in with rotational policy are now keen to rankings as a host association with the travel conduct their convention in India.” of ever-increasing trade and state governments Anand Kumar MICE activities, Joint Secretary, MOT to increase India’s share in the There is no denying that, in many states, MICE backed by worldglobal MICE market.” facilities are still not developed to match international class facilities in standards. The Ministry of Tourism has mobilised all such Delhi, Hyderabad, Earlier in March, Dr K Chiranjeevi, states to come forward with availability of land, where Mumbai, etc Minister for Tourism, Government of either large integrated convention centres, or medium India had met with the Finance Minister to small convention amenities could be build under PPP to request for additional convention mode. “Fifteen states have already come forward to avail facilities in India. “We are keen to develop the opportunity to build MICE infrastructure. Further, India as numero uno MICE destination. I have met we are participating in all MICE fairs and exhibitions with the Finance Minister for additional allocation for and organising seminars, workshops, and roadshows the Tourism Ministry to set up 10 convention-cumto promote MICE in the country. We have also been exhibition centres across the country for the promotion inviting the media and MICE operators to showcase of MICE Tourism,” Chiranjeevi had said.

India. The 25-year celebration of our ICPB under the aegis of the Ministry in August 2013 will highlight all the Of late, numerous big tourism conference and events said initiatives,” said Kumar. have been taking place in India like the recently-concluded UNWTO conference on Sustainable Development; (by Vivek Sethi)

Quick read Rupee depreciation to hurt India Inc.: CRISIL Research CRISIL Research expects India Inc., to be severely impacted by the rupee’s depreciation against the dollar given the large foreign currency debt on the books and only partial hedging. Moreover, the rupee’s depreciation will lift input costs across many sectors amidst weak demand environment as reflected in low double digit topline growth expected in 2013-14. Even exporters are unlikely to benefit significantly as clients may seek to renegotiate contracts. CRISIL expects the rupee to strengthen from its current levels, but the 2013-14 average will still be 5-8 per cent weaker than the 2012-13 average.

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Rajasthan’s ‘Paryatan’ pitch

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n an effort to upgrade infrastructure in the State to facilitate tourist inflow, the Chief Minister in the budget 2011-12 had declared the setting up of the new building to facilitate tourism. Now, Rajasthan is proactively marketing its tourism potential, which is immense in terms of its forts and palaces, wildlife sanctuaries and even a hill station in the form of Mount Abu, the Rajasthan Chief Minister, Ashok p Ashok Gehlot, Rajasthan Chief Minister with Bina Kak, Minister Gehlot said on of Tourism and Rakesh Srivastava, Principal Secretary-Tourism the occasion of Foundation Laying Ceremony of the ‘Paryatan Bhawan’.

Congratulating the Department for the new building, which is being constructed at a cost of `10 crore, he hoped that it would further promote and facilitate tourism. The State should not in any way lag behind in

its marketing efforts to attract both the foreign as well as domestic tourists. Avenues should be created for attracting low-budget tourists, he pointed out.

According to Bina Kak, Minister of Tourism, the State has made immense progress in not only tourism but also in the field of art and culture as well as forest and environment sector. The SMS Town Hall will shortly be ready as a world-class interactive museum. The ‘Ghat Ki Ghuni’ tunnel has ensured the preservation of heritage buildings and will also be developed into a ‘Jaipur Haat’. This could be developed in the form of a night bazaar, she informed. She also said the six hill forts were on the verge of being approved as UNESCO World Heritage Sites. These forts included Amber, Ranthambore, Gagron, Chittorgarh, Jaisalmer and Kumbhalgarh. The building will be developed on an empty plot of 4500 square yards on the South East part of the Hotel Khasa Kothi. The Chief Minister in his budget speech of 2011-12 had declared the setting up of the new tourism building. The construction of the new building will be executed by the Rajasthan State Road Development & Construction Corporation.

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Pic: Simran Kaur

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p (L-R): Alfred ONG, MD, Strategic Development, Ascott & Pankaj Dugar, Hospitality Head, Ireo

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Coffee Day Square opens in New Delhi

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p (L-R): K Ramakrishnan, President Marketing, CCD, Actress Konkona Sen Sharma and Rhicha Sinha, Sr. Manager-Beverage Innovation, CCD

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eeping up with the aim of opening 2,000 outlets by 2015, Café Coffee Day (CCD) brought its ‘The Coffee Day Square (CDS)’ to the Capital.

Located in Connaught Place, the outlet will offer seven varieties of single origin coffees. Talking about the plans, K Ramakrishnan, President - Marketing, CCD said, “This new format is more niche and is quite different from the other formats. The format has been in existence for some time, i.e., one each in Bengaluru and the T3 terminal of Delhi’s International Airport. This third outlet is definitely going to address the demands of those who enjoy single origin coffee and would look for more opportunities to bring about this format.” The company will continue to expand on owned outlet basis and is not looking at a franchise option.

CDS is a uniquely designed café that serves a variety of single origin coffee coffees from around the world.

It offers seven varieties of single origin coffees from Latin America, Africa and India. The varieties are – ‘Costa Rican Tarrazu’, ‘Colombian Supremo’,

‘Ethiopian Sidamo’, ‘Guatemala Antigua’ and amongst the Indian single-origins are ‘Rajgiri Pearl’, ‘Indian Kathlekhan Superior’ and ‘Mysore Nuggets Extra Bold’.

Rhicha Sinha, Sr. Manager-Beverage Innovation, CCD said, “Coffee-making has become an art form, perfected over many years of roasting, blending, brewing and serving. The CDS is a natural evolution for the brand having pioneered the coffee café concept in the country.

It is only apt that we should have an exclusive café in India serving single origin coffees accompanied with delicious bites that pair well with these premium coffees.” A choice of appetising meals ranging from the Oriental, Indian and Continental options can be taken by pairing with the premium selection of coffee aromas. Ramakrishnan added, “The entire concept of CDS is wood-based. Apart from the distinct coffee specials, the outlet showcase complementary colours that addresses the concerns of people who would like to have a quiet time with coffee.

Actress Konkona Sen Sharma was present at the launch and said, “I’ve grown up on coffee – from the addas of Kolkata to the landmarks across the country, there’s a CCD in positively every city I’ve been to. The CDS complements coffee lovers like us who are ready for newer tastes and experiences. It’s great to see how the brand has evolved to include its audiences evolving preferences. The idea of single estate origin coffees is awesome – to pair it with world cuisine just makes it that much more warm an experience.”

Ireo announces tie-up with Ascott

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reo, India’s first and largest private equity fund dedicated to the Indian real estate sector, recently entered into management agreements with the serviced residence provider, The Ascott Limited. The tie up will bring forth India’s first Ascott-branded serviced residence at the upcoming master planned Ireo City complex on Golf Course Extension Road in Gurgaon. IREO City will be a mixed-use project spread over approximately 800acre with a resort city within.

It would also have schools, hospitals, parks, offices, shopping malls, art centres and theatres. Lalit Goyal, Vice Chairman and Managing Director at Ireo said, “Our vision is to bring world class living standards by bringing together the design excellence of Ireo and the impeccable service of the internationally renowned Ascott brand.”

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Alfred Ong, Managing Director, Strategic Development, The Ascott Limited added, “We’re delighted to bring our premium brand into Gurgaon and are happy to partner with Ireo to offer Ascott’s impeccable service to business travellers in Gurgaon.”

Located adjacent to the planned two-storey Ireo City Central retail zone and entertainment hub, Ascott Ireo City Gurgaon will offer approximately 220 units in the configurations of studio, 1 BHK and 2 BHK apartments. This will include 160-serviced residence units and an additional 60 units of private residential apartments. With easy access to the national highway to Jaipur, the residences are well connected to the airport and the commercial districts of Gurgaon as well as Delhi. Speaking on the project, Pankaj Dugar, Hospitality Head at Ireo said, “With the choice for self use or renting out through the world renowned Ascott brand, these apartments offer a unique opportunity to the buyers.”

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FDI

Shot in the arm The recent increase in Foreign Direct Investment (FDI) in hospitality will be a shot in the arm of this sector.

Many hotel experts feel this can only boost this sector to newer heights, the only saving grace during the depreciating rupee moments.

MEGHA PAUL

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he interest of hotel companies seeking to invest in India has not appeared to wane. Joint ventures are being announced, expansion plans are getting drawn up, both private equity and pension funds are seeking to deploy capital, and newer groups are looking to get a foothold in the market.

This is also indicated by the Foreign Direct Investment (FDI) in the nation’s hospitality industry that has surged in the last financial year, amidst an improvement in investment climate.

According to the data of the Department of Industrial Policy and Promotion (DIPP), the sector has attracted FDI worth US$ 3.21 billion during April 2012 - February 2013. The FDI inflow in this sector in the last fiscal is significantly higher as compared to the flow of US$3.37 billion, which the country received during the last 12 years ending March 2012. The foreign inflows in the hotel and tourism sector did not figure in the DIPP’s list of the top-10 recipients of FDI prior to September 2012.

Much-needed govt boost Nakul Anand President Hotel Association of India

Kamlesh Barot Immediate Past President FHRAI

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Talking about the recent development, Nakul Anand, President, Hotel Association of India says, “It is definitely good news for the hospitality and tourism industry. However, a lot needs to be done even now. Besides taxation and human-resource related issues, the government needs to take more steps to boost investment in this sector. There is a need to look at land-related problems for the hospitality sector. The recent DIAL hotels’ issue also needs to be solved as quickly as possible.”

According to Kamlesh Barot, Immediate Past President, FHRAI, unfriendly tourist taxes and policies will only detract FDI in the sector.

“The previous few budgets by the Centre have not only increased taxes on accommodation, but also on food & beverage. Only a few states like Odisha have actually made tourism-friendly initiatives at the government level. The rest of the states feel that by making tax percentages higher, they would gather more revenue for their exchequer. India is a great tourism market, and that is propelling investor interest. International investors typically demand greater research of the market and greater transparency, which the country needs to build into its system. We rank 132 out of 165 in the business-friendly index across the globe,” he informs.

Unknowingly, many tourist-unfriendly practices like the FSI and operating-time regulations under the pretext of security in prime tourist spots like Mumbai, drive investments away from the entire state. “If the government focusses on the industry, we can leave the Information Technology industry far backward.

But the government needs to prioritise hospitality, as Karnataka flourished bringing IT to the fore. If we remove the transaction of last year, the FDI inflows would drop to about 300-400 million dollars, which is broadly in line with the trend in previous years,” he adds.

Filling the gap Responding to the FDI increase, Barot remarks, “The challenge for FDI investors is that most international hotel operating companies would prefer to operate and

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Akshay Kulkarni Regional Director – Hospitality South & Southeast Asia Cushman & Wakefield

Shagun Sethi Director Sales and Marketing Fairmont Jaipur

Keshav Baljee Managing Director Spree Hotels

Rahul Pandit President & Executive Director The Lemon Tree Hotel Company

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not necessarily invest. Therefore, they also observe the private equity route or need a third-party to finance and own the hotel. To find reliable and committed hotel-owners is a challenge for them. And to date, international foreign investment in India in all forms of real estate, in hotels or asset building is minimal.”

In other developed markets - a lot of markets in the West and some markets in Asia - there is significant foreign investment already, whether in office buildings or hotels. In India, foreign investment shows the sector has recorded unprecedented FDI equity inflow. This is impressive, considering the cumulative inflows over the 12-year period from April 2000 to March 2012 were just $3.37 billion. However, the fact is that this jump is almost entirely on account of a very large single transaction last year, he adds.

Less development risk

Akshay Kulkarni, Regional DirectorHospitality, South & Southeast Asia, Cushman & Wakefield feels closer scrutiny of the investments that have come in, reveal that the most of this investment is driven by either structured firms who have bought existing portfolios or through HNIs who may have bought one or two large assets with funds that have come in through international routes. “One of the major reasons for the increase in the FDI is the fact that the development risk is now reduced, as these assets are nearing completion or have been completed,” he articulates.

Shagun Sethi, Director, Sales & Marketing, Fairmont Jaipur feels tax holidays would certainly encourage FDI and will definitely help in new hotel development. “Such incentives should be extended to all categories of hotels, so that their expansion plans can pick up the required momentum.

Also, these fiscal benefits should be extended to the industry to support its growth, which in turn will accelerate the growth of the Indian economy.

Post Budget-2013, the hospitality sector expects more involvement, thought and initiatives from the government,” she adds.

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Special Tourism Zones According to Keshav Baljee, Managing Director, Spree Hotels, there is adequate foreign and domestic investment in hospitality. “In fact, the supply has risen quite significantly over the last few years and hotels are coming up in almost every location. The problem is of oversupply in many markets. The FDI that India needs to attract is in mega-tourism projects such as the Cotai Strip in Macau or Sentosa Island in Singapore. These are transformational projects and can be only done with foreign investments,” he confirms. To attract big-ticket foreign investments, Special Tourism Zones along the lines of the SEZs need to be created. These zones need to have relaxed norms in terms of laws and visa regimes, to enable more foreign tourists to come. “They will also need world-class airports. This can then lead to mega investments in creation of entire cities that can employ lakhs of Indians while generating huge foreign exchange inflows,” he adds.

CAPEX-driven supply

Rahul Pandit, President and Executive Director, The Lemon Tree Hotel Company informs India currently has one hotel room per 10,000 people versus the global average of 28 rooms per 10,000 people (America has 180 and China 18 per 10,000 people).

Clearly the opportunity for investing in the hotel space in the country is a big one and hoteliers can build inventory across segments and across destinations.

“Hospitality is a cyclical business.

Demand increases at an incremental rate, and as the supply is Capital Expenditures (CAPEX) driven with long lead times; supply release happens in shorter patches, leading to an upwards/downwards turn in the cycle. India and China are now increasingly being seen as part of an exclusive club of geographies where markets are robust, despite the relative gloom in global markets. This rise in the base of consumers, with availability of higher discretionary expenditure has positioned hospitality as a preferred investment sector with favourable long term returns.

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Goodness of

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To highlight the goodness of Canadian Split Lentils, a culinary demonstration was held for chefs. The event was part of the international market promotion programme of Saskatchewan Pulse Growers (SPG) of Canada in India specifically targetted at the HORECA sector.

Raghavan Sampathkumar

Canadian Split Lentils

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askatchewan Pulse Growers (SPG), Canada, recently organised a culinary demonstration on Canadian lentils in collaboration with Bhakti Institute of Hotel Management & Catering Technology (BIHMCT), Chennai on June 25, 2013, exclusively for chefs working in hotels, restaurants and catering businesses.

As a provincial, non-profit organisation, SPG represents 17,000 growers in the province of Saskatchewan, the largest pulses exporter globally and the demonstration is a part of several such events and third in the series this year organised under its international market promotion programme in India. It promotes awareness on the versatility, suitability and usage of Canadian split green lentils, particularly in the HORECA sector.

green lentils) are being imported into India since several years as a substitute for tur dal (pigeon pea), and hence their usage is limited to just replacing tur dal in various Indian dishes such as sambar, dal tadka, rasam, etc. This event focussed mainly on showcasing the versatile nature of the lentils, besides demonstrating their suitability in various Indian and international cuisines beyond traditional everyday dishes mentioned above.

up the new experience of learning to cook with Canadian lentils.

Chef Himanshu Sahoo, Principal

Around 21 chefs working in various hotels & restaurants and catering businesses participated in the event with great enthusiasm and eagerly took

Perfect for all cuisines

Canadian lentils (also popularly known as yellow lentils or split p Raghavan Sampathkumar presenting gifts and prizes to the participants at the event

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- BIHMCT, a well-respected veteran culinary professional, moderated the event taking the participants through various aspects of cooking with lentils, saving costs and adding value to the F&B offerings and demonstrated some unique dishes made using Canadian split lentils for the benefit of the participants.

Unlike usual demonstrations, this event did not stop with just demonstrating for the participants various dishes made from lentils.

Rather, the participants were given a chance to experience firsthand cooking with lentils and incorporating them innovatively in various dishes they could conceive. Besides cooking, the chefs were presented, in detail, various health & nutritional qualities of lentils and creative ways of enhancing the nutritional profile of several high-calorie food items, including paratha, noodles, pasta, etc. Further, the participants were given an opportunity to

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An elaborate menu A wide range of innovative vegetarian and non-vegetarian dishes were prepared and exhibited by the participants including starters, main courses, appetisers and snacks such as Kabuli dal chawal (scented rice with lentils), Lentil stuffed chicken steak, Chicken lentil stew, Lentil fizita, Lentil frankie, Lentil cheesy mushrooms, Lentil shorba, Chicken a la Greek, Lentil kathi rolls, Lentil chicken biryani, Lentil dhokla and Chicken lentil soup.

showcase their skills and creativity, and were given prizes.

Among the various dishes prepared, the Lentil cheesy mushroom topped the list on the basis of creativity, taste and suitability, and bagged the first prize followed by a sumptuous Chicken a la Greek and Kabuli dal chawal.

The winners were awarded books

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on personal development along with a certificate in appreciation of their participation and contribution.

In short, the event was very successful in achieving its objectives of creating awareness on lentils and demonstrating their suitability to be incorporated in a wide variety of vegetarian and non-vegetarian dishes. It also served as a great platform for the young and upcoming chefs to gain hands-on experience in cooking with Canadian lentils and also get awarded for their culinary skills and creativity in utilising Canadian lentils beyond traditional Indian dishes.

(The writer is the Consultant - International Market Promotion, Saskatchewan Pulse Growers (SPG), Canada and can be reached at raghavan.saskpulse@gmail.com, Mob: +91 9677752160. For more details on company, log on to www.saskpulse.com. The views expressed by the author are personal.)

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ven without knowing its name, one can instantly connect to the theme of South Indies. The restaurant is quite contemporary visually, even though it has a touch of ethnicity bringing out the south Indian culture to the fore. The entrance has displays that relate to the southern culture like coconut, coffee, rangoli, etc. The wall opposite the entrance has displays in southern languages bringing out the theme of southern flavours.

Uniquely

Southern

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This South Indian fine dining restaurant, with vegetarian only tag, takes one through a culinary sojourn of the four southern states, viz., Tamil Nadu, Karnataka, Kerala and Andhra Pradesh. The outlet in Pune at Shivaji Nagar next to Pune Central is centrally located, with IT companies, business centres, malls and residential localities in the vicinity giving it an apt

Not many South Indian food joints would boast the kind of spread that the South Indies offers by going beyond the conventional delights. Its outlet in Pune’s Shivaji Nagar has earned a reputation of commanding both in the corporate as well as family segments.

Saswati Saha

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South Indies Pune provides for an arrangement of a small group or couples (seating for two) extending to a large group of 10 pax; corporates can book a separate room (for eight pax) and conduct their meeting along with lunch positioning for its potential/targetted clientele. Apart from attracting the youth, this restaurant has been able to achieve a reputation among families, mostly belonging to the South, Maharashtrians, Jains, etc.

The seating arrangement is modern and very attractive, in sync with the overall

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The newness options

Main Course: ď ś Dosa/Appam/Paratha - served at the table. Customers can mix and match for an unlimited course. These are served hot. ď ś Main course includes Olan, Thondakai Kurma, Avial served with hot Appams, Kazhumbu, etc. ď ś The above could be taken with either plain rice or pineapple pulao.

Dessert changes daily as part of a cyclic menu that ranges from Vanilla ice cream to Kesari Bhat.

decor of the place. The provisions for an arrangement of a small group or couples (seating for two) extending to a large group of 10 pax has been diligently thought out keeping in mind the location.

In fact, corporates can book a separate room (for eight pax) and conduct their meeting along with lunch. The seats are comfortable and there is a separate seating arrangement in the open overlooking Central Mall. The waiting area has comfortable sofas for visitors which one seldom comes across.

Ambience Sitting at this place makes one feel light and cheerful. It is because of its aesthetically laid out decor with beautiful wall decorations. It has retained a modern touch, which gets reflected by contemporary lighting and overhead air conditioners that do not hinder the overall decor. The tables could have been laid out practically, with a little more space because if completely full, it can be cramped and noisy.

The sit-out space outside provides a refreshing option having a covered top with a nice open side that offers a good view of greenery.

The food spread The restaurant is popular among people given the ample food variety it offers covering four states. By going beyond the

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the facility of ordering a tailor-made buffet (served at the table).

The restaurant is quite contemporary visually even though it has a touch of ethnicity bringing out the South Indian culture to the fore.

The entrance has displays which relates to the southern culture conventional ‘Idlis’ and ‘Dosas’, the restaurant gives South Indian cuisine a new meaning. The curry with coconut milk is particularly delightful.

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Soups and starters are served at the table and are quite good. For example, the soup – Thilli Saru made from rice starch tastes fresh and aromatic. The starter Moong Dal Vonda is excellent with its crispy outer layer and succulent dal mix inside.

It is served hot and a variety of chutneys made of coconut and mint, along with tomato ketchup. Each day, based on the vegetable procured, the chef decides the menu.

The restaurant serves buffet during lunch on weekdays. Extended brunch buffet is served on weekends. The à la carte option is available only during dinner with

The service of the restaurant is quite good, with the servers ready to suggest, if needed, about the food on the menu.

The restaurant attracts clientele by allowing kitty parties and also indulges in outdoor catering.

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Q

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How do you distinguish your professional journey, where you satiated many hungry souls with sumptuous dining experience?

After 17 years of experience in various areas of the kitchen, the journey seems quite long. During these years, I have to my credit the honour of having served prime ministers, ambassadors, state secretaries, celebrities from the Indian film fraternity, Danish pop/soft rock band MLTR to international pop icon Bryan Adams. However, my most fascinating experience was serving the Dalai Lama. I feel quite humble to have satisfied many people with my craft,

Q

Where did you draw your inspiration from?

I am at a threshold where I am using the techniques of an older generation, but wielding them as a newer generation professional.

I completed my hospitality education from the Bangalore Catering College (1994-97). But when I started my career, it was a Herculean task to extract information from the chefs who were very secretive about their craft. Nonetheless, I was inspired

Chefs are like artistes who need to constantly nurture their talent and grow by sharing their learning, believes Aman Tandon, Regional Executive Chef, Pride Group of Hotels. The recipient of the Golden Star Awards as the Most Admired Chef of 2012 feels that chefs need to be sensitive, without which one cannot become a creator of good recipes.

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which is not only creative but also instantly connects with different people from different cultures and geographies.

Creatively sensitive

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from some trained hands like Bobby Jaiswal of Bukhara fame, Chef Qureshi from ITC Maurya, Vijaya Bhaskaran and so on… they remain my inspiration. I have followed the old school of thought like Gomes, Rozarios, Rodricks, who were the famous clans for continental cuisine.

Q

Share your philosophy of passing on your learning to your juniors?

In our hotel I have created a ‘Culinary Dome’, which has been quite inspiring for my team. It acts as an avenue from where they can take forward the culinary lessons I share and further incorporate them into their work. In fact, I have a select few chefs in our organisation to carry out food innovations.

My idea is that you learn, gain experience and pass it on. First, the recipes are crafted on paper and then we go about testing with a practical approach. All these are done to reach a level of perfection. Then, diagrams are created for referrals. For better understanding, video recording of a dish preparation is carried out after it has been perfected.

This video is shared with the staff to train them further.

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Aam Shahi Shikampuri Kebab Q It is a culinary delicacy from the ‘mango-land’ Mallihabad-LucknowAwadh. Butter soft cottage cheese (chenna), rolled with whey-ed out yoghurt and shaped into roundels with zingy mango chunks stuffed into. With a touch of secret soft spices from the Shikampur hamlet near Hyderabad, this makes it a favourite recipe from the specialties of Rampuri cuisine as well.

The uniqueness of this kebab is that it is 100 per cent vegetarian with the stuffing like the same Shikampuri method, but instead with seasonal mangoes and served à la Shikampuri Chenna Ke Shami Kebab.

u u u u u

1 teaspoon aniseed powder (5 g) 20 g of fresh paneer 3 green chillies finely chopped Desi ghee for frying Salt to taste

For the filling u 150 g of sweet mangoes; firm & finely chopped u 10 g ginger julienne u ½ tsp mishri u 20 g mint leaves; finely chopped u ½ pinch of saffron strands u Salt to taste Recipe: u Keep aside hung yoghurt in

a bowl. Take the fresh paneer and grate it finely and gradually start mixing the yoghurt, cheese into the paneer by mashing and forming a homogeneous mixture with the flat of the palm. u

Add salt, white pepper powder, cornflour, roasted chana powder, cardamom powder and aniseed powder to the curd and mix well to form firm dough.

Yield: 2 servings Time taken: 10 min Ingredients: u ½ kg hung curd u ½ teaspoon white pepper powder (2 g) u 2 tablespoon refined flour (50g) u 40g roasted powdered chana u ½ teaspoon green cardamom powder (5 g)

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u Mix all the ingredients for the filling. Divide the curd and paneer mixture into palm-size patties. Take a pinch of stuffing and roll into the patties – first oval and then pressing a bit on the head of the patty, flattening a bit and shaping into hearts. Ensure the rolling is done gently so that the stuffing is well concealed into the roundelsshaped patty. u Heat ghee in a mahi tawa (a

copper tawa which is shallow in the centre) or non-stick shallow pan and shallow fry the dumplings till done. u Serve patties hot with homemade

chutneys of choice.

What about preserving the secrecy of innovations?

People trust us as chefs which needs to be complimented by our passion. For passion, chefs need to be sensitive. Without that, there can be no creativity. With creativity there is an immense urge for sharing.

Nobody can take away my knowledge to procreate even newer recipes. If you don’t do so, then the sharpness and sheen in me will be lost eventually.

Q

What is your opinion on food experimentation?

Fusion took place with people travelling globally. Through the Internet, people now know a lot about food, which are the best food recipes in a particular segment, and then the partying culture came into being. For a chef, we have to be agile to learn consistently. Modernisation in food is a word that has come into existence now. We should study, follow references and be creative. A constant R&D is vital to explore new horizons in food business.

At the same time, an innovative approach has to be incorporated in food. I practice the ‘disguised food approach’; where the taste and look of the dish differs. There has to be an element of surprise to create a ‘wow’ experience. Also, it is true that as chefs, we get bored if asked to prepare the same items over and over again.

Therefore, it is vital for a chef to keep himself reinventing.

Q

Any message for the new generation of chefs?

With due regards to the younger generation coming into this field, the creative standard is not coming across that well, I feel. The zeal and effort is definitely apparent, but they are carrying on with the same old approach. The level has to go up. Young people are becoming executive chefs within 5-6 years. My generation has spent time in each department to give their best, learn and then proceed to climb the ladder. But now with the growth in hospitality, a lot of poaching of employees takes place. I would like to see more dedication from the youth joining this vocation and giving their best in whichever department they are positioned at. Invariably, they will climb the ladder faster today, and hence, it is more important for them to learn quickly with dedication.

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Mad Over Donuts is growing fast. Promoting itself as a healthier option in an outlet format, it caters to the popularity that bakery products have seen in the past few years. It aims at creating the ‘Love at First Bite’ experience for customers at all times.

RAMYA JS D’ROZARIO

erving western favourite doughnuts possible. The doughnuts are doughnuts to the Indian market, common across all 46 stores of Mad Mad Over Donuts has well Over Donuts. There is no topping established itself in the country. customisation in any of the stores. What’s Since its inception in India in 2008 and on menu in one city is exactly what’s having catered over 10 million doughnuts going to be available in the other. to its patrons, the brand has dabbled in pizza-inspired Every six weeks, Mad savoury doughnuts, mango and Over Donuts introduces a oreo festivals, and its latest – range of flavours that are cupcakes. As a Singaporean not usually on its menu, gourmet donut brand, it has and based on customer been able to create its niche in feedback, it adopts the best the F&B segment and has been flavours into the regular the first concept of its kind to menu offering. enter India.

Savoury doughnuts, Tarak Bhattacharya COO, Mad Over Donuts introduced last year by the brand, have been well accepted by Doughnut Heaven the customers. In fact, the Pi-dazzled The brand is passionate about creating doughnut is one of the fastest selling the ‘Love at First Bite’ experience for doughnuts across our stores, says Tarak customers at all times. Using the best Bhattacharya, COO of the company. ingredients and strict quality controls The doughnuts have been prepared to ensure customers enjoy the best keeping the Indian palate in mind.

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Future strategy The immediate future will see Mad Over Donuts introducing a whole new range of cupcakes. With tough competition creeping into the Indian market, it is important to not only innovate in product offerings, but also strengthen the main factor that draws customers – doughnuts.

Serving doughnuts in an organised retail format in the F&B industry has several advantages, and challenges. However, doughnuts are now a distinct category of the QSR segment in India. With international brands entering the Indian market, it only shows that the Indian consumers are now readily accepting doughnuts in their lifestyle. The latest being Cupcakes. The brand is always in a process of constant innovation, and Bhattacharya says, “The Marketing team is constantly on the lookout for innovative ways to engage with our consumers and

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keep the Mad Over Donuts experience fresh and exciting.”

He adds, “We have already completed the feasibility study and think the time is ripe for the brand to expand its presence in India and its neighbouring countries like Sri Lanka and Vietnam by the second half of the current fiscal, besides ramping up its Indian operations.”

Going social Social media has now invaded every product’s marketing strategy and plays an important role in its positioning in the

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market and among its target audience.

“Our core strategy on Facebook and Twitter is more about letting people see what we’re all about and engaging with them,” explains Bhattacharya.

“We consciously maintain consistency across the platforms with our communication and content strategy.

It’s not wrong to say that one can easily get lost in the fast paced environment of Twitter. So instead of us flooding people with tweets, we get people to flood us! Twitter is more centered on people and their experiences with the product, whereas on Facebook, we intentionally try to be more visually appealing as food needs to satiate not just the palate, but also the eye.”

Engaging the customer

Engaging the customer is important, and an open dialogue helps lay down a stronger fan base. Some of the more consumer-centric activities held include, ‘Donut Day’ which they celebrate on the last Friday of June every year –

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Growth in India Mad Over Donuts has grown to 46 stores today in a span of less than 5 years. The outlet in The Great India Place mall is located on the topmost floor of the food court. Though the ambience is shared with other fastfood outlets, Mad Over Donuts exudes an air of warmth and homely feeling, feeding above 500 customers on a weekday. The orange-tinted store ensures it catches your attention, and with all the delicious doughnuts on display, they don’t have to try too hard.

doughnuts are sold at half price and the response is phenomenal. There is also a special ‘Orange t-shirt’ activity where the first 50 customers to visit a store win free doughnuts for a month. Recently, Mad Over Donuts started kitchen tours where their fans get to visit the Donut Theatres and get to learn about the entire doughnut-making process and even don a chef’s hat and top their own donuts!

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Designing a

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Design as a subject is growing by leaps and bounds. In hospitality, there is a twopronged approach in design where a cookie cutter room can be applicable only if there is an economic relevance to it. Otherwise, innovative ideas are being asked for by developers to create distinctive styles, addressing brand standards and matching future needs of remaining contemporary for a long time, especially in the upscale and luxury segments. SANJEEV BHAR

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he look and feel of a place that is attractive, distinctive and practical to be used optimally is simply termed as a good design. In hospitality, there is a dire need of such designs especially when owners and management companies are constantly searching opportunities to get the better out of limited spaces and creating the best brands out of it. We have come a long way where a definitive pattern would address the needs. Designers are consciously analysing each and every aspect that constructs or deconstructs a brand in the longer run. FHRAI Magazine finds out how designers perceive the challenge of creating unique hospitality designs for a long lasting impression in this cover story with their individual approach. Also, some hotels shared their expectations in hospitality design that would help them operationally.

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Cookie cutter design or not?

With changing customer preference and tight occupancies, the attraction has to be created in a far more logical way. Shiraz Kidwai, Head of Indian Operations, Areen Hospitality feels that a hotel where design cuts above the rest, one that offers uniqueness and which relaxes and excites the guest is always an environment they want to come back to. “A hotel environment is always a talking point in a conversation. Customers always value design, uniqueness, aspirations and luxury that we build into our designs. While a lot of investors can get away with what you interestingly call the ‘fast food approach’, as the market in India matures you will find that occupancies of ‘fast food’ designs will be consistently lower than well designed hotels.”

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Khozema Chitalwala, Founder Architect, Designers Group feels that a cookie cutter room is quite practical in a three star brand hotel getting customers with a pre-conceived design in the mind, experience, touch and feel of the same property at other location.

Sidharth Bhatia, Associate, Reardon Smith Architects, London says that brands learn from their experiences and want to build only what they know will work. “There is nothing wrong with the defined approach at all. The key is to make money and if the brand and developer are not making money, then designers will be out of a job.” In that case, he believes that it is the architect and designer who are at fault. “Cookie cutter should refer to the business model and operational side of the hotel and not necessarily the design. I believe it is possible to be economical and yet achieve a unique feel,” Bhatia adds.

Ritu Bhatia Kler, Managing Director, Total Integrated Design agrees. She says, “A cookie cutter approach is a faster way to construct rooms instead of going through the design process or construction methods where it is applicable.

Still the regional element should be brought in wherever possible in fabrics or FF&E, etc.” Going four star and above, rooms should be different.

At least FF&E colours, artwork should be allowed to differ to give local regional flavour. Bathroom finishes can be different even if layout/fixtures can be same. Bed specifications can be the same, desk and chairs design can be the same, but upholstery should merge with the room FF&E, she adds.

Wong Chiu Man, MD, WOW Architects, Warner Wong Design analyses the need of clients.

He says, “The consumer is free to choose and they will choose the appropriate product for the appropriate occasion based on their point of view.

However, it’s true that amongst ‘fast food’ types, I’d rather choose healthy but delicious, versus greasy and tasty. Similarly, in hotel brands, some simply turn me off with bad design, bad service and tacky corporate identity regardless of the price point. Therefore, cookie cutter need not be bad, but it just needs to appeal to the sensibilities of its target customers.”

Futuristic approach When you consider the more mature markets in the West, where choice is abundant, you will find that hotels with good design and service consistently fair better than the more mundane ones. Also, hotels are long term investments, and the more experienced investor is looking 10 years

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ahead and investing in design accordingly, points out Kidwai.

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Too many cooks…

In an individual project  A client – looks at cost  A brand – looks at operation  A contractor – looks at programme

Project execution  A designer – looks at aesthetics is a major challenge This is usually a recipe for disaster unless when it comes to there is someone who is looking at all these design and designers. aspects together.

Whom to listen to, (by Sidharth Bhatia) where to assert, is We wish there were less cooks to this management standards process but no matter how many cooks, they important over should all cook together. Mostly the cooks are working on their own ingredients! The owners’ preferences, process to be followed and integrated still etc. All these things needs a lot of work together with various make hospitality a consultants involved as the chef is usually complicated project. At missing! times, there is no end (by Ritu Bhatia Kler) to the number of heads who are executing a project. Chitalwala says, “It is always best to have a project co-ordinator with a single window operation to carry out the project smoothly.”

Bhatia adds, “It has been said that a single lion can lead a hundred sheep to victory but a single sheep cannot do the same with thousand lions. This is very true even in the design and construction industry.” The need is of a strong project manager who can harness the combined skill of a project design team and client team to deliver the product on time and on budget. According to him, the way out is not to have to deal with different individuals, but for all parties to deal with a single person who acts as the guardian of the project.

Chiu Man believes that to build a hotel is a complex task involving many different skill sets and talents. “The only way to cut out some of the pain is to have an experienced leader or advisor in a position to make executive decisions, and to have a clear road map to guide all the concerned parties.” On the other hand, Kidwai argues, “It’s always exciting and enriching to meet lots of heads with opinions and it’s good to share everyone’s experience.” He found that hotel projects where the design team gets involved at a very early stage benefit from this involvement.

These projects run smoothly and no one ever goes too far down a road without keeping in mind the other consultant’s inputs. “To put it simply, an early involvement of the design consultants is a simpler way out. In the end, the client benefits while still paying the same in fee,” he sums up.

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Ritu Bhatia Kler Managing Director Total Integrated Design (India)

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Functional or operational benefits cannot be ignored

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hen we talk of hospitality design, there are certain things the operational team of a hotel can best answer. But from a designing experience, I feel hotels should be tech-savvy and switch to iPads for most managers to check-in or serve guests faster whether in the lobby or in rooms. The design has to go with the technology

products are enabling us with choices. Therefore, some hotels have retained carpets, as they bring softness to the room, good acoustics, add colour and warmth to the aesthetics.

approach to know their guest profiles immediately as they walk into the hotel. This would assist in a more personalised service.

I wish to focus on technology which is changing the concept of design. Like, automation should be used in moderation as too much of it becomes confusing and some guests are not comfortable with having to figure out the workings. However, media hubs and enough universal plug points are a must on desks and either side of the bed in the room, which are important aspects of a functional design.

Brand standards vs liberty in design

Yes, the debate goes on. Agreed that the carpet was thrown out and we moved to wooden floors; hard wood, engineered and laminated. However, carpet quality has improved tremendously and now if specified correctly, they are hypoallergenic, easier to maintain and fire retardant. Hence, newer

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From a designer’s point of view, runners should be present to add colour and local flavour through the design, e.g., Jaipur print or some element

hypothetically...  Ideal scenario for designers Interior Designers are brought in along with the architect so that once he has done basic zoning we can work together on interior space planning to come up with a truly integrated space.Landscape Consultant and Facility Planner should also be on board. If there is a hotel operator then they should give the brief to the architect before he starts any work.  A good project brief would be You are the designer, think out-of-the-box. As long as you follow the hotel operators’ basic standard operational requirements, you are free to design and be creative. Just keep in mind the hotel category (i.e., 4 star or 5 star) and cost accordingly!

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of the region in the colour or textile. Duvets should have some prints if possible, though white is easier to launder so maybe self prints can be designed. For upper upscale or five star properties, extra cushions on the bed can bring in colour, while suites and presidential suites should have more colours through bed runners/extra cushions or bedspreads.

Too long, too late: Does design get dated?

Yes, design can get dated if the hotel takes 5-6 years or more to be built. Not only design, but there are new materials every year in the market. There are cheaper ways to do things as technology and construction methods are also improving and the methods have advanced.

Therefore, the faster the hotel is built the better.

It then looks like a new design concept. Mostly, we use contemporary designs to avoid the risk of the design looking dated.

More or subtle It is important to focus on simple designs and focal points rather than ‘no’ or ‘more’ approach. The function or operational benefits cannot be ignored,

but a design needs to be blended and woven into aesthetics. Without aesthetics any space is boring.

With smart and subtle design, every space can be pleasing.

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Sidharth Bhatia Associate Reardon Smith Architects, London

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A well designed hotel attracts repeat business

Brand standards vs liberty in design

If hospitality were a science, brands would be the scientists. There are examples where the conventional mould has been broken to emerge very successful. But these are usually exceptions.

Apart from good design and a unique product, the final aim is to make profit. This is where brands excel. They have tried and tested their systems over hundreds of hotels and are constantly refining their formula. To ignore such in-depth research is not a good idea.

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rom an architect’s point of view, design must always serve a function. In hospitality, it is the guest experience.

Guests are sophisticated, well travelled and their tastes go beyond mere design novelties.

The demand is very basic that is designed and presented thoughtfully. This makes the designing of spaces more challenging and exciting.

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 Ideal scenario for designers The ideal scenario for a designer would be working to an unlimited budget and with no time restrictions. However, I have to say that the best results usually come from projects where you have a very tight budget and a very short time frame. We, as a breed, react very well to pressure.  A good project brief would be A good project brief doesn’t exist in reality. By no means does that conclude that a designer can do whatever he likes; rather, the team, including the client, should modify their brief as the process moves forward to give flexibility. A fluid brief, within some boundaries and goals, can result in a truly wonderful design.

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much a designer can do about that. Nonetheless, the trick is to have a design that remains current as long as possible. In hospitality, it is best to keep things simple. Trends keep changing, like the introduction of en-suite bathrooms.

It is vital to address the very basic requirements of a guest to remain relevant. Superficial additions to the design can meet the requirements of the current trend that can easily be changed and updated as fads change.

In the end, a well designed hotel that feels comfortable will get repeat business and stay contemporary longer.

It is best for a designer to use brand standards as an additional design tool. Brands never curb a designer’s vision and a fair bit of flexibility is always given. We have had experiences where brands have adopted good design concepts that may not fall strictly within their standards.

Too long, too late: Does design get dated?

Design, like anything else, will at some point of time get dated. Guests’ needs and perceptions are bound to change over time and as such there is not

More or subtle This area is more to do with personal opinion.

For me, form must always follow function. Any building is built for a specific propose and design must first fulfill that primary need. There is also this perception that if it is functional then it cannot be beautiful. I do not agree with this.

Once function has been established as a core, the designer can begin to build on it layer by layer the desired aesthetics. At the end of the process, it can be extremely pleasing aesthetically while always maintaining its functional core.

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Wong Chiu Man MD, WOW Architects Warner Wong Design

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A well thought out design withstands the test of time

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here are many simple reasons for design decisions in the evolution of the hotel & hospitality business, and the most successful and accomplished designers are able to address the most pragmatic and operationally important problems with elegant solutions.

Brand standards vs liberty in design Brand standards are put in place to establish guidelines for hoteliers and designers alike. For 3

Design shall always be a strong focal point in all that we do. Loud and trendy design gets dated quickly. Sometimes the best designs are almost invisible or not noticed and 4 star properties, the usual corporate objective is to provide a dependable and recognisable product and service that builds loyalty and is a strong value proposition. Any successful designer will work with the brand standards for a hotel brand, and interpret the design most closely to the business and service objectives to achieve that value proposition.

We help some of our clients develop brand standards where necessary, or in the case of well

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hypothetically...  Ideal scenario for designers To find or be found by a client that sees us as its partner in achieving an experientially rich product. And the realisation that the service we provide is valuable in building an asset value, as well as a good Return on Investment.

Also, one who understands that we have much to offer beyond just pure design.  A good project brief would be A good project brief should be concise and precise so as to fire the designer’s imagination, and to have a clearly defined objective with a realistic budget and time frame.

established brands, we execute the standards intelligently and with the most visual and aesthetic impact.

Too long, too late: Does design get dated?

A well thought out design that is well specified,

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constructed properly should be able to withstand the test of time. Too often, clients forget that the hotel business is not about personal ego or tastes, but about making lasting products that can generate a good income and should address the needs of the market in a sustainable fashion.

The task of the good designer is to propose solutions that should have a relatively long life cycle, and it takes a good partnership between a good designer and an owner/ operator to achieve this.

More or subtle We believe in creating designs with a strong experiential quality and a sense of craftsmanship and belonging.

Design shall always be a strong focal point in all that we do. Loud and trendy design gets dated quickly.

Sometimes the best designs are almost invisible or not noticed; that is when form and function come together so well that the users embrace it naturally. It becomes a part of them, the way they inhabit a space. That is the best design. All our best hospitality projects not only look good, they feel good.

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Khozema Chitalwala Founder Architect Designers Group

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We design products with longer shelf life

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he talk about conventionalism in design exists and yes, the conventional approach at times does overwrite.

For example, there are conventional approaches like wardrobe and luggage bring in the vestibule. We, as designers, play with the wardrobe space creating it as a separate cubicle or within the guest bedroom. Such conventional approaches are overwritten to achieve better designs, but we have to consider the target audience and the location for which it is being created.

Brand standards vs liberty in design The brand standards are created by virtue of research, guest feedback, etc. Hence, brand standard incorporated in operation and design helps to improvise the experience of the guest. To some extent, it does takes away the liberty in design, but at the same time such practises are mainly done for 3 & 4 star properties to reduce the project time, control project cost, create more uniform details to maintain the experience of the guest. It also helps the brand to achieve a product in the best possible

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hypothetically... ď ś Ideal scenario for designers As a designer with experience, the ideal scenario would be to create what I feel is the best, without interference of the brand and the operator. ď ś A good project brief would be To have a perfect design brief from the brand/developer/owner that helps us in designing a product which is most appropriate for the category and location. One also strongly feels that all brands should issue a written design brief in order to extract the best from architect and the designers.

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I strongly suggest that hospitality projects should be closed on paper in terms of design and detail. Also financial closures should be done well in advance price. At the same time, designers are always at liberty to create public spaces and to bring in the regional flavours of the project as per brand standards.

Too long, too late: Does design get dated?

I strongly suggest that hospitality projects should be closed on paper in terms of design and detail. Also financial closures should be done well in advance.

We realise that one of the biggest reasons of higher execution time and delays are unreasonable time taken for any decision from project/design team/operators/ owners. If the same is closed well in advance with commitments of the number of changes during the course of execution, the problem of the design getting dated will not arise. As designers, we always try to design products with longer shelf life. With changing times, the launch of new products are bound to bring in new ideas.

More or subtle There are certain elements which most designers have to follow. Hence, a function cannot be compromised to achieve only aesthetics. In India, design requirements of the hospitality sector are higher than the western world. Even in a middle segment property, a design is of paramount importance for guests. Depending on the category of the hotel developed, the focus should be on more design or less design based on product relevance to the category and its location.

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Timelessness in our design

Designer’s Perspective

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Shiraz Kidwai Head of Indian Operations Areen Hospitality

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othing overrides design horizons. In our business we cannot afford to let that happen. We are valued for our creativity. Our design approach engages our repeat clients in challenging convention to derive better value for their investment. Design is something we enjoy and look forward to every day.

Imperatives of good design come from aspiration to commerce, from delight to detail; and if all of these things lead us to a conventional output, then perhaps it is not conventional.

Brand standards vs liberty in design Hospitality brands are recognised, and they create a market share because they maintain their standards.

Our aim is to always maintain these standards and enhance the value and recognition that comes with them. A good designing process is about enhancing the value being offered by the brand standard.

We have successfully developed efficient and economical designs that have addressed aspirations of the guest, client and brand.

hypothetically...  Ideal scenario for designers Clients with a passion for welcoming guests  A good project brief would be One that adds personality to the aspiration and shows a desire to achieve the extraordinary. Small budgets do not worry us, unrealistic ones do!

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Too long, too late: does design get dated?

Yes, design does get dated. This is where experience and professionalism of the designer stands out. It is not just delays in the completion of the project that one needs to look at, but also longevity of design. We have consistently been able to achieve this timelessness that is new and exciting in our design that demonstrates the maturity of our design team.

More or subtle This interestingly is not a debate for us. For us, a design is either good or poor. Good design will always find the optimum balance between these various imperatives that drive it – function, aesthetics, economics and aspiration. The aim of our client-designer relationship is to achieve something that everyone in the team believes in.

And when that happens we have a good design, one that optimises function and aesthetics.

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Satyajeet Krishnan General Manager Taj Mahal Hotel New Delhi

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Design should sync with changing lifestyles

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s globalisation continues with the forever changing lifestyle of the travellers, there is an urge for designers to have new innovations of hotel designs for hoteliers to succeed in a highly competitive market. Today’s need is to go beyond the traditional lodging application as technology advances and customer expectations have increased.

In the past, a traditional customer may not require technology such as wireless technology, and space design in the lobby area. But nowadays a typical hotel business guest will have a laptop and a Blackberry/iPhone, iPod, etc., which, we as hoteliers must be able to provide conveniences for.

Vital designs for sound functions Hotel designs are now also responding towards the contemporary awareness on environmental concerns. The use of materials in particular and the overall philosophy of a hotel towards conservation of energy or efficiency are the moving trends.

Location of the hotel is still a major ‘design’ consideration as the proximity to key business districts, shopping centres, scenic sports or tourist attractions are always welcomed by travellers in business or leisure.

Art, emotion and hotel design: This new lifestyle concept has led to the development, rather association of art and emotion as a part of hotel concepts and design. The four main themes identified by Otto Riewoldt in his book ‘New Hotel Design’ are - ascetic modernism, nostalgic opulence, extravagant fantasy and exotic exclusivity.

In-room technology Numerous gadgets of all shapes and sizes are a way of life now and we have to carry a plethora of cables, adaptors and batteries wherever we go.

For the hotel business’ tackling this, it will go a long way in enhancing guest convenience. A simple and compact design, like a tray, that conceals a universal charger with multiple compatibility with most major brands and a USB port allowing

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hundreds more electronic devices to be charged, would make a tremendous impact to any traveller.

A single charging station - a ‘media bar’ - addresses all technical needs of the guest.

Customising Tablets have been around for some time now, but 2012 was the year when hoteliers really embraced this device. It has the advantage to offer guests customised in-room control options such as - lights control, curtain operation, accessing the internet on the iPad and television, and manage their hotel account. Introducing the iPad system focusses on guest convenience, control and speed of service. Guests can enjoy a new-found autonomy, while this also aids in streamlining the hotel operation; and therefore, is very much an element of functional design.

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Effective design for space and energy

he LEED Platinum rated ITC Grand Chola has committed to perform to the highest standards of energy, water and waste efficiency and ITC Hotels’ commitment to continue to provide inspiration to the Green Building movement in India.

Design usability In front office, visibility plays a key role. Hence, it is vital to have an easy and comprehensive visibility of the lobby, reception counters that will help in anticipating guest needs and enables the customer to respond quickly. The design maximisation ensures manpower is used most effectively. Also, the front desk should facilitate interaction with guests without being intimidating, there should be an air of warmth without being intrusive, yet it should convey easy access to this area for quick response. Even from the perspective of F&B, primarily restaurants, visibility is critical. Too many pillars and blind corners reduce visibility and control. The aim should be to have no obstruction in the space between both guests and service staff, allowing eye contact and communication.

Openness in the design encourages faster responses to guest needs. For housekeeping, we look forward to well-designed pantries with sufficient storage space. Stores for amenities are required too.

Guest-friendly approach We are quite focussed on the aspect of guestfriendly technology and the pioneering WelcomEButler initiative is an exemplary example of that.

Technology is important and should be a part of

the design scheme, thereby aiding guests. The ITC Maurya in New Delhi and ITC Grand Chola in Chennai were the first hotels in India to bring WelcomE-Butler (via iPad) - ‘choice through the touch’ for its guests. Visual imagery of our signature cuisine and an easy in-room dining menu empowers guests to scan through the digital menu before making their choice, for bringing services closer to guests. Technology which gives adequate feedback to anticipate guest needs and issues, enables us to create ’wow’ factors for our guests.

For example, the centralised feedback from each room on air-conditioning and electrical status, etc.

Designing the right environment We proudly claim that ITC Hotels is the ‘greenest hotel chain in the world’. This distinction is an endorsement of ‘Responsible Luxury’ - an ethos that integrates the highest level of international green best practices with contemporary designs to deliver unmatched guest experiences that harness elements of nature to create a footprint that contributes to being planet positive.

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Atul Bhalla Hotel Manager ITC Grand Chola Chennai

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Design should open avenues for revenue

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Divakar Shukla General Manager Dream Hotel Kochi

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esign is an element that complements revenue generation. Like large halls should have proper partitioning facilities with the required infrastructure that would facilitate smaller events for revenue maximisation from that space, and the conference venue would look appropriate for any number of guests.

Open air venues, like rooftop restaurants and lawns should be designed with removable transparent roofing to avoid shutting the place down during rainy season. Maximum windows in a restaurant and banquet venues help to let natural light in. Use of blinds is common these days for meetings. This reduces energy consumption.

In case of rooms, the bedside table can also have a minibar to save space. Rooms should have a wall-

The only concern with use of technology is that it should be designed to match specific requirements of the hotel like geographical location, structure and layout of the building, etc.

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mounted LED TV with an inbuilt set-top box to save space and to offer more channels. Doors with RFID (Radio Frequency Identification) locks will help in better Front Office control of each room lock and is an apt example of good design element incorporated in rooms today.

Use of technology is paramount

Technology helps our guests to access all the facilities in the room and in the hotel with a lot of ease. However, the only concern about technology is that it should be designed to match the specific requirements of the hotel, like geographical location, structure and layout of the building, etc.

There are products, which fail at coastal areas because of high humidity and rains, unless designed appropriately.

Some guests even shared critical feedback on designs like bedside console to control lighting, air conditioner, interactive television giving information about room features and billing updates.

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Nature can be a design backdrop

ince Sinclairs properties are located in nature’s lap like Andamans, Chalsa in Dooars, Darjeeling and Ootacamund, we mandate our architects and interior designers to create spaces that allows one to enjoy nature. For example in Sinclairs Bayview in Port Blair, we recreated the lobby sans walls, thereby allowing the space to be awash with natural light and sea breeze. The front office is where guests have the first interface with staff members, whereupon an impression about the hotel is formed. The design here is minimalist to turn guests’ attention towards the sea.

Critical considerations

Much deliberation and review of inputs from staff members have been done before finalising designs of kitchen, restaurant, open air garden restaurant and bar. Hygiene and chef convenience in food preparation have been the overriding consideration in the kitchen layout. In a resort like ours, guests have a distinct preference to eat inhouse. Naturally, in the bar and restaurant layout, the emphasis has been on creating an ambience of comfort and relaxation for guests to enjoy the meal.

Guest feedback Hotel/resort should necessarily be sensitive to guest inputs. Fortunately in our case, guest feedback is highly encouraging. We go through a process of periodic renewal and renovation when guest inputs have become particularly useful. The sea is the seductress here. Guests who come here will, without an exception, fall in love with the sea.

The few days that guests are here for, they don’t want to worry about work. Even then, Sinclairs Bayview lobby is Wi-Fi enabled.

Deepak Bothra General Manager Sinclairs Bayview Port Blair

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Hospitality:

Rajputana

style Imagine having a leisure holiday, meeting or an incentive programme within the proximity of city limits, yet isolated from its chaos. Rajasthali Resort & Spa promotes this facet with a touch of grandeur.

It is positioning itself as a destination resort to offer rejuvenation by delivering royal hospitality.

SANJEEV BHAR

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he Rajasthali Resort & Spa is strategically located on the Jaipur-Delhi highway. It is aptly placed at 22 km north of Jaipur, yet at proximity for a complete getaway feel. According to Girish Agarwal, Chairman & Managing Director, Rajasthali Resorts & Studios, the resort is targetting both leisure and corporate segments. He adds, “We have themed the entire resort on the royalty that Rajasthan is known for. The resort name refers to ‘where kings dwell’. Similarly, we wanted to make people feel as if they are kings when they stay Girish Agarwal with us.”

Chairman & MD

of the Aravallis and a hill forming its backdrop.

Rooms & tents

The resort boasts 53 keys of which 22 are tents of two varieties and 31 rooms with three variants viz., Premier Palace, Deluxe Palace and Aravalli Suite. Each room comes with a different colour theme and decor.

The tents have permanent structures on its sides with a multi-layered fabric top with proper air conditioning. The interiors of the tents look regal and modern with a distinct touch of Rajathani culture.

The Grand Tents (seven in all) Rajasthali Resorts & Studios have a four fixtures bathroom with Jacuzzi; the rest are Royal The resort has been built on a Tents. The decor primarily highlights 25 acre plot of which around 14 acre has a mix of dark maroon and gold colours been left for landscaping, so the spread in the tents, a sign of royalty. In fact, brings forth the royal element. A watch gold has been used as the theme colour tower in the landscaped area adds an old quite generously across the interiors. world charm having its own significance.

The designs are quite bold in the coffee The grandeur of Rajputana hospitality is shop, the all-day dining – Jharokha café & truly visible as the resort rests in the lap

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Perfect for MICE  Vice Regal hall is spread over 3,000 sq ft that can accommodate up to 250 people in theatre style  Further, two lawns are quite large. The Moriyo lawn with 36,000 sq ft of sheltering with a watch tower sets up an apt scene for wedding or large events. Further, Aravalli courtyard with 1,25,000 sq ft of space at the north side of the resort can also be used for larger events, if required.

lounge. “We are also planning to launch a specialty restaurant – Sunset Grill by October this year,” he informs.

Business strategy The resort is keenly tapping FITs, primarily domestic travellers. Agarwal says, “May and June are lean season for us and October to March is where we expect to generate good occupancies. We are placed in such a way that we will attract a lot of incentives and in-house conferences/ meetings. Additionally, we organise cultural activities, bonfires during winters apart from leisure activities like camel rides, mountain biking, rock climbing, ballooning, elephant riding, horse riding, etc., to add the entertainment quotient.”

The company expects more interest coming from big corporate groups in the coming season. Opened in the latter half of last year, this resort spa has generated a fair bit of curiosity among the travel trade. According to architecture and design also, it differentiates itself from the rest of the hotels located in the Kukas region of the city.

The hotel has been receiving a good feedback from its customers. “We have achieved 65 per cent on the satisfaction index based on feedback from guests who have stayed with us, and are constantly upgrading our services to meet guests’ expectations. As far as ARR is concerned, we are probably achieving the second best in the Kukas region among all hotels.”

Creating a disconnect

For the hot climate of Jaipur, a spa was a top priority. “So, Pavitra Spa was opened in January this year. The coming season will be a crucial one for us to capture the wellness business by offering various packages for customers to relax and rejuvenate,” he says. Having four treatment rooms, the spa therapies offers a range from Javanese Pampering, Aromatherapy Magic to Abhangyam (Indian Ayurvedic massage), Shirodhara, Choornaswedana, Zivaya Signature foot massage, and many more. The interesting fact about the spa is that it is in a tent next to the swimming pool.

Enclosed, yet it offers a connect with nature. The best part is one can hear the chirping of birds, the flutter of the tent top as the wind blows… there is sheer disconnect to artificial sounds. This is quite distinctive.

Though the hotel compound begins right at the highway, the main entrance is still a 300 m driveway. This distance disassociates the resort from the harsh sounds of the traffic and takes one right into a completely different atmosphere.

The electric golf cart ferries the guests to their tents or the main resort building from the reception. “Our entire approach of hospitality is to make the customer relax and unwind. Even city crowd from Jaipur come here to enjoy a peaceful time during the weekend,” Agarwal maintains. Keeping the cultural heritage ethos, the resort plans to promote local art & craft through a shopping arcade under construction. There will be shops to introduce folk art forms, handicrafts, jewellery, wall paintings, etc.

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movements

within the hospitality trade Ashutosh Chhibba

Kim Underhill

Rajesh Maheshwari

General Manager ITC Mughal, Agra

Regional Head South East Asia Electrolux Professional

Director of Finance The Westin Mumbai Garden City

ITC Hotels announced the appointment of Ashutosh Chhibba as General Manager of ITC Mughal, Agra, a Luxury Collection hotel. Chhibba is an alumnus of WelcomGroup Management Institute and has 21 years of expertise in Food & Beverage. His journey began with ITC Hotels in1992 as the Banquet Manager in Chola Sheraton, Chennai and was posted at various ITC Hotel properties to shoulder responsibilities in different capacities and positions.

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Prior to taking the present assignment, he moved to Aurangabad to take charge as the General Manager, WelcomHotel Rama International from 2008-2010 followed by General Manager of WelcomHotel, Vadodara in 2010-11.

Kim Underhill has been appointed as the Regional Head - South East Asia, Electrolux Professional. Based in Singapore, Underhill will oversee Electrolux Professional South East Asia and India operations with sales offices in Singapore, Malaysia, Thailand and India. In her 20 years of experience in the food service industry, she has held key positions in sales & marketing, business development and general management.

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Prior to her appointment at Electrolux Professional, she was the Vice President & General Manager of a multinational organisation overseeing its Asia Pacific operations, leading her team in the planning and execution of key kitchen projects for international hotel chains.

Rajesh Maheshwari has been appointed as Director of Finance at The Westin Mumbai Garden City. With over 17 years of experience, Maheshwari’s prior assignment was with The LaLit Mumbai as Financial Controller.

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His previous work experience has been as the Regional Financial Accountant - Hyder Consulting Australia, Financial Controller Stamford Grand North Ryde in Sydney and as Hotel Controller at Sir Stamford at Circular Quay in Sydney. He has completed his Chartered Accountancy from the Institute of Chartered Accountants of India and has even obtained a certification in Certified Practising Accountants from CPA Australia.

Chandrashekhar Joshi Director of Operations Courtyard by Marriott, Mumbai International Airport Chandrashekhar Joshi has been appointed as the Director of Operations at the Courtyard by Marriott, Mumbai International Airport. Joshi comes with 11 years of experience, along with knowledge in both operations and sales. He began his career with Le Meridien, Pune in F&B before joining the Renaissance Mumbai Convention Centre Hotel in the F&B beverage department. He was promoted as the Sales Centre Manager in 2007. His last assignment was as Director of Sales & Marketing at JW Marriott, Mumbai. While at Renaissance Mumbai hotel, he handled the sales function for the group. He was later promoted to Director of Sales at JW Marriott Mumbai.

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Aliasger Lehry

Rahul Korgaokar

Prashant Chadha

Director of Revenue Management Goa Marriott Resort & Spa

Director of Food & Beverage Goa Marriott Resort & Spa

Food & Beverage Manager ITC Maratha, Mumbai

Aliasger Lehry has been appointed the Director of Revenue Management at the Goa Marriott Resort & Spa. He comes to the property after his last assignment at the Courtyard by Marriott, Chennai where he worked as Revenue Manager since September 2011.

Rahul Korgaokar has joined as the Director of Food & Beverage at Goa Marriott Resort & Spa. His most recent assignment was that of Food & Beverage Manager at Movenpick Hotel & Spa, Bangalore. He was also the pre-opening Manager of Trident, BandraKurla in 2008, before he went on to join Movenpick Hotel & Spa, Bangalore in 2010, as Assistant F&B Manager.

Prashant Chadha has taken the role of Food & Beverage Manager at the ITC Maratha.

He brings over a decade of F&B experience to ITC Maratha. Most recently, he was a key member of the pre-opening team of the newly opened ITC Grand Chola. He was responsible for setting up the F&B operations as well as the country’s largest convention space in the hotel.

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After a 4-year degree in B.A. (Hons) at the Institute of Hotel Management, Aurangabad, Lehry started his career as a management trainee at the corporate office of the Taj Hotels Resorts & Palaces in Mumbai. With the Taj Group of Hotels, he worked in various supervisory capacities including a tenure with the Vivanta by Taj – Connemara, Chennai and the Taj Hyderabad Cluster. Lehry’s approach to effective revenue management lies in understanding the demands of the market.

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Korgaokar started his career in July 2004 as a Restaurant Manager of India Jones, the Pan Asian restaurant of Trident, Nariman Point. He then moved on to ‘Tiffin’ and later to Vetro, the contemporary Italian fine dining restaurant of The Oberoi, Mumbai, as preopening Restaurant Manager.

Satish Srinivasamurthy Food & Beverage Manager Courtyard

by Marriott, Chennai Satish Srinivasamurthy has joined the Courtyard by Marriott, Chennai as the Food & Beverage Manager. His work involves in developing the guest experience with regards to Food & Beverage, assisting in the recruitment and selection of all F&B employees, and also operationally setting up of a F&B department for the property.

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He kickstarted his career with the Oberoi Bangalore in 1999. He was associated with the pre-opening of The Claridges at Surajkund and the Ista Pune, now The Hyatt Pune. He completed his MBA in Hotel Administration from the International Management Institute Luzerne, Switzerland in December 2006.

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Chadha is an alumnus of the ITC Hotel Management Institute. In his new stint, he will be heading a team responsible for managing restaurants, large banquet operations and butlers for ITC Maratha.

Ravi R

Cedric Houze

Director of Events Hyatt Regency Gurgaon

Executive Pastry Chef Shangri-La’s - Eros Hotel, New Delhi

Ravi R has been appointed as the Director of Events for Hyatt Regency Gurgaon. He brings with him the knowledge of event planning and management, and has been a part of several prestigious large scale events in varying capacities. He comes with 25 years of hospitality experience to Hyatt Regency Gurgaon, and his role is to position the property as the leading venue to host major corporate events and high profile social gatherings.

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He is a graduate from IHM Bhubaneshwar and has been associated with Jaypee Hotels and Taj Hotels in the past and has worked with Hyatt Hotels Corporation for over eight years now, starting as Assistant Director of F&B at the Grand Hyatt Mumbai.

Cedric Houze marks his Indian debut as Executive Pastry Chef at Shangri-La’s - Eros Hotel, New Delhi.

He will bring together the French craft of patisserie with his own creativity to create dynamic edible works of art.

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Prior to this, Houze has worked his magic in renowned patisseries all over the world including Sheraton Fota Island-Ireland, Makadi Palace, Grand Makadi-Egypt and The Lalu hotelNantou Taiwan. Having experience of more than two decades in a unique combination of craftsmanship and unbridled creativity, he has earned a reputation as a pastry artist.

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Creambell introduces Shahi Kheer

Innovative tabletops by Metal Avenues

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reambell has announced a new addition to its exciting range of ice cream desserts - Shahi Kheer. It is based on the popular traditional Indian delicacy, and promises to satiate the sweet tooth of consumers.

It comes with a generous sprinkling of dry fruits like almonds, pistachios, cashews and raisins, and combines the trademark lusciousness of Creambell ice creams with the traditional flavour of kheer. This product comes in a convenient take-away packaging in a tamper proof moulded box.

With the new product, consumers can get the authentic taste of kheer without having to fret about the preparation. The product comes in a 525 g/1000 ml pack and is available across Delhi/ NCR, Punjab and Uttar Pradesh.

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etal Avenues has launched Compact-Exterior Sevelit tabletops which are resistant to UV rays, weather, cigarette burns and heat and are extraordinarily resilient to scratching and abrasion. The edges of the tabletops now additionally feature the innovative ‘Easy Clean’ surface. This surface structure lends an authentic character to the plastic edges and now makes them even easier to clean.

The 2 mm thick ABS edge reliably protects the tabletop from impacts and damage. High performance plastics generate a quality that reliably protects the tabletops from the damage usually associated with impacts and falls. This is regularly tested, certified and continuously audited by the TĂœV Rheinland test institute.

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ruise ships, pools, beaches and coastlines around the world would have one thing in common, i.e., lounge chairs to set up the occasion. Nardi has therefore come up with attractive lounge chairs viz., Alfa and Omega, Eden and Tropico. These are elegant lounge chairs of original shapes assuring the utmost comfort. Due to ample experience gained over the years, the lounge chairs have reached a standard of high quality and incomparable functionality which makes them even more durable in time. They are made of high quality material with a manufacturing process that respects the environment. These also conform to the safety standards. The fabrics as well as the parts are replaceable.

Attractive lounge chairs

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Luxury bathrooms & innovative surface options

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naaan Luxury Bathrooms has introduced a new concept of modern living by having a line of luxurious bathroom products. It offers top of the range, most innovative and the latest international products for bathrooms space to customers from companies such as – Fantini, Effigibi, Bossini, Catalano, Visionnaire, Valdama, Hansgrohe, Jacuzzi, Antonio Lupi, Tece, Visiontin, Glass Design, Gedy and many more. The Luxury Bathrooms product range includes faucets & showers, washbasins, WC & bidet, bathtubs, spas (whirlpools, hammams and saunas), bathroom furniture and bathroom accessories. Further, the Snaaan Surfaces offers a variety of innovative, rich and latest surface options for walls and floors. It represents products from companies such as – Lithos Design, Petra Antiqua, Studio Art, Aparici, Benetti, Apavisa and many more. The product range includes wall & floor ceramic tiles, fabric claddings, stone surfaces, wallpapers, décor surfaces, hard wood flooring, environment-friendly surfaces and outdoor surfaces.

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Ospitalità Italiana Awards

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he 2nd edition of the ‘Ospitalità Italiana – Italian Restaurants in the world’ Awards Ceremony took place within the elegant framework of the Fours Seasons Hotel in Mumbai on June 7, 2013. Organised by the Italian Chamber of Commerce and Industry (IICCI) and Unioncamere Confederation of Italian Chambers, the Awards celebrated the authenticity and growing popularity of Italian cuisine in India. Over 100 leading Italian and Indian institutions, food importers, restaurateurs, chefs and F&B managers were present from across the country.

The awards marked the culmination of the 100 per cent Italian contest between 13 Ospitalità-Italiana certified Italian restaurants across the country.

Coordinated and organised by the IICCI in May 2013, the contest identified the most authentic Italian restaurants in India.

Food critics, importers and connoisseurs

of Italian food and wine, embarked on a roadshow and travelled to Goa, Bengaluru, Kolkata, New Delhi, Mumbai and Pune, where they assessed the restaurants through a series of tasting sessions. The 100 per cent Italian award went to participating restaurant Da Luigi at Park Hyatt Goa Resort & Spa and its Chef Saulo Bacchilega.

Both the awards and the Ospitalità Italiana certificates were conferred by Giampaolo Cutillo, Consul General of Italy in Mumbai and Narinder K Nayar, President of the Indo-Italian Chamber of Commerce and Industry (IICCI).

The event was also an occasion to confer six new Italian restaurants with the Ospitalità Italiana seal of quality, a

certificate that recognises the authenticity of their cuisine. The certified restaurants were: Valentino at Hotel Hindustan International (Kolkata), Le Cirque at The Leela Palace and Tonino Ristorante Italiano (New Delhi), Stella at The Leela (Mumbai), Da Luigi at the Park Hyatt Goa, Resort & Spa and Bene at Sheraton Bangalore.

Radikal promises a fitter ‘kal’

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adikal Overseas recently celebrated its third year of business in Delhi. Over the past three years, Radikal Overseas has embarked upon a significant market share

with the launch of ‘Radikally’ pure and ‘Radikally’ fit grains for people of all ages and tastes, across the world. Radikal is eyeing a larger market share and aims for the top position.

p Siddharth Chaudhary, Managing Director, Radikal Overseas celebrates three years in business with his team

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The eventful gathering had the full strength of employees and distributors from several countries. During the glorious three-year celebration, a complete range of Radikal nutritive and healthy rice was showcased. A performance by renowned sand artist who created an exceptional art piece, scintillating dance recital by graceful, energetic and talented dancers and a soulful sufi performance, made the whole evening highly entertaining and memorable.

Siddharth Chaudhary, Managing Director, Radikal Overseas said, “As each journey has its own problems and bottlenecks, Radikal was no exception. We, with our commitment, tenacity of purpose and focus were able to overcome all the challenges and have reached the threshold and now are moving towards building a bigger and brighter ‘kal’ (tomorrow) with Radikal.”

RNI No. DELENG/2000/1230 Posting Date 15-21 (Every Month) Postal Reg. No. DL-(C)-01/1294/2012-2014 at MBC-1 Date of Publication 12-07-2013